Many new CEOs fail to appreciate that success requires a different strategy than what worked before. Most of the CEOs who found the transition difficult, fell into the trap of believing the job was simply a bigger version of their current role. It is not.
In a recent series of structured interviews with 20 current and former CEOs — from the very successful to some whose tenure was cut short — we debated and refined that framework. This article represents the results of that process. It draws both on the personal experience of these and other CEOs, and on our observations as their advisers.
See also a Harvard Business Review article about their research