CEOs make decisions using two prominent factors: financial data and operational data.
However, when questioning CEOs about the most formidable challenges they anticipate in the coming years, their concerns extend well beyond the realms of financial and operational data. They are grappling with intricate issues demanding a multitude of inputs, encompassing sustainability, cybersecurity, and diversity, equity, and inclusion.
Chief executives are now making decisions more swiftly than ever, operating in a world that no longer exclusively prioritises shareholder value. As debates unfold regarding the ethical and practical considerations of AI-driven decision-making versus human involvement, and as new AI brand names emerge in business conversations globally, the question arises: How do high-performing CEOs make the correct decisions?
This is particularly pertinent given the imperative for them, like their less successful counterparts, to focus on areas where they have limited experience and scant historical data.
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