How crucial is a CEO to any organisation?

It is crucial to have the right CEO. The best CEOs are talent magnets. Technical management is necessary for any CEO, but the best CEOs lift people. They have a lot of clarity, personal dedication, instill energy, And you feel that energy — it comes from purpose and leadership. Companies operating under 20th century commander control systems will simply not survive.

How hard is it to be a CEO?

It is incredibly hard to be a CEO. Most CEOs have 70% negative emotions in a week. There are mental challenges — there are so many things to think about concurrently. Then the orgnaisation will test you emotionally and yet you have to stay emtionally connected. There are physical demands too. A CEO has to be there for the right reasons. Over the years, we have seen CEO tenures reduce — it’s just about four-and-a-half years now. Just as top sportspersons use coaches, it makes sense for CEOs to have multiple coaches too. Over the next 10 years, we shall see greater use of neurosciences. CEOs of the future will have deep sense of value, they are likely to give more freedom, but will continue to have performance pressure.

Did you find any differences between CEOs in the West and East?

In the West, most tended to be conventional managers, leading traditionally structured Western management teams. Being a manager is not enough. We are moving into a situation where work goes on all day, across dispersed locations and in multi-generational workforces. Indian CEOs, at least some, tend to be more responsible. A kind of missionary CEO, reflected in many Indian businesses. Infosys’ Narayana Murthy has helped many Indians come out of poverty. Also Indians tend to be more tuned into the West. I found Indian leaders to be better prepared for the global level. The average age at Wipro is just 26. And the staff do not like to be micro managed. Many Indian CEOs are able to bring together the best of global training and Indian entrepreneurship. There is a big demand for Indian CEOs globally.

How do you describe missionary CEOs?

Missionary CEOs are very principled. The mission often comes ahead of making money. Not like the US, where increasing share is often the most important goal for a CEO. They often work as a fellowship, a management team at the top that the CEO is part of, can trust, have deeper relations with, a glue that allows open conversation about realities. We need to move towards more of a fellowship. Rahul Bajaj is very mindful of a tradeoff between making money and CSR. The trade off is in the short and medium term but works in the long term.

Are such goals possible during recession?

The principles of a CEO are severely tested in a recession. Many Western CEOs are concentrating on survival and less on value. Traditional funding is not available. A big focus is on survival and on consumer confidence crisis. But about 10% while remaining focused on survival, will also look at this as an opportunity to be global leaders. And Indian CEOs can make it.

How are CEOs, who are also owners or entrepreneurs, different?

For those who own companies, it is the closest thing to giving birth. Many have created family-based empires. Today the challenges include the aspect that a CEO may be right for one company, not for another. Succession is another sore point. In today’s globalised atmosphere, where supply chains are global, a global mindset does not depend on global sales. Entrepreneurs really want to win and challenge themselves.

You mention GAIA and human cells...