FEBRUARY 2016 / NO. 1
TAGS: BIG BOYS BIG EGOS, NARCISSISM, ANTOINETTE RIJSENBILT, CEO, STEVE JOBS, APPLE, MICHAEL EISNER, WALT DISNEY, JACK WELCH, GE, INGVARD KAMPRAD, IKEA, HENRI FORD, FORD MOTOR COMPANY, FREDDIE HEINEKEN, HEINEKEN, RICHARD BRANSON, VIRGIN, SEPP BLATTER, FIFA, MICHEL PLATINI, UEFA, AIR FRANCE-KLM, RYANAIR, ROYAL IMTECH, VOLKSWAGEN, COMPANY RADAR ROOM, CISCO

Big Boys Big Ego’s and Strategic Intelligence

“There are only three reasons why companies get into trouble: big boys ego’s, outdated strategies and a lack of both inside and outside”
In the fall of 2015, we published our book “Big Boys Big Egos and Strategic Intelligence”, the fifth book in a row on business-, competitive- and strategic intelligence since 2000. Scientific research on narcissism lies at the basis of this book, which is based on a sample of 950 CEOs of the S&P top-500 companies during the period 1992-2009. The narcissism construct is measured using a massive dataset regarding CEO media exposure, compensation, power, growth and perquisites. From these five core elements, fifteen determinants were identified which made it possible to measure the level of narcissism objectively. These include: the number of mentions in the press, number of awards, size of photographs in the annual report, remuneration, duality in the top role, number and size of acquisitions, and private use of the corporate jet. Narcissism can be productive and destructive.
Examples of leaders exhibiting productive narcissism are Steve Jobs (Apple), Michael Eisner (Walt Disney), Jack Welch (GE), Ingvard Kampard (IKEA) and Henry Ford (Ford Motor Company). They are all leaders with vision and charisma who were able to inspire and motivate their employees. Examples of leaders demonstrating destructive narcissism are the ‘sun-kings’ at the top of the public and private sector as well as in politics.

Strategic intelligence

Our research shows that strategic intelligence is the way to create countervailing power towards the board of management and board of directors. A small team of 3-4 strategic intelligence professionals are perfectly able to do this, positioned beyond risk management, with the aim of creating the maximum future-based insights and foresight related to all the crucial elements in the dynamics of change in the company’s external environment. A key objective is act in a timely manner to prevent situations in which the company might face a strategic crisis. The strategic intelligence team uses uncommon analysis tools to generate these future-based insights and foresight: strategic war-mapping, scenario analysis, competitive arena analysis, Grey Swan analysis, strategy under uncertainty and early warning. In addition, they have at their disposal a radar room which supports them in constantly monitoring the external environment. This allows the team to generate countervailing power towards top management and prevent board members looking like fools a few years down the road.
“Strategic Intelligence prevents top management of looking like fools a few years down the road”
Want to read more in-depth information? Check out the book: “BIG BOY’S BIG EGO’S AND STRATEGIC INTELLIGENCE”
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