I just finally learned, if you pick one or two things, and drive it for four or five years, good things will happen.
—Tim Solso, Cummins Inc.
IN THE PREVIOUS CHAPTERS, we have described the work of higher-ambition leaders in crafting a compelling strategic identity, delivering on the performance expectations of key stakeholders, and building a global community of shared purpose out of diversity—all of which present highly demanding leadership challenges. In this chapter, we will describe the practices that allow higher-ambition CEOs to successfully meet these leadership challenges.
Consider the challenges that Volvo’s Leif Johansson has faced for over a decade. The stage for Johansson’s recruitment to Volvo was set by the ...