Tsai, president of MediaTek: The four most important things about CEO

The CEO's decision is not an ordinary decision, the team decision seems to be better, but forget the team decision to get 80 points, of which 90 of the people were pulled down, this person may be the CEO. Why did the CEO get pulled down?　　Because the team decision has the tendency of averaging. So the CEO is the main soul, he shape this organization, his opinion is the most important.　　Whether in wartime or peacetime, the team is wrong, he has to adjust. I remember the McKinsey study mentioned that when the decision discussion had key main ideas (dominance factor), it should be listed, and the key points are better than the consensus decision, which is partly true, but if today's top teams are talking about things, they say "I have personal interests" and "I don't want to take risks."　　Is basically a matter of corporate culture.　　Professional companies, this kind of thing should have a mechanism to get rid of this stuff. Peter Durac (Peter Drucker) on the decision, some of the views are quite good. I just want to mention that the most important thing about team decisions is to listen to objections. He said: "If there is no objection, do not make decisions." "Or, like Jack Will (Jack Welch, the former CEO of the singular group), argued (Wahaha Dialgue), that is, what is to be straightforward, not to say that there is behind the intention, if it is a team decision, try to put things out to say, transparent.　　If the objection is against.　　Although a person is better than average, which is mathematically right, but decision-making is a brainstorming process, not a person or team average math problem, I think is a communication decision-making mechanism. The team ideas come out and the CEO makes the decision.　　If the team is five people, the middle of the discussion process may be two to two, the CEO is based on his comprehensive, to do the best, to do what he considered the most responsible judgment, so just. Now, the problem is that individual decisions, often with a lot of bias, everyone has their own interpretation of past successes, often using past experience in current decisions, which is the source of prejudice, so CEO decisions can only be avoided. According to Peter Durac's idea, he is not against prejudice.　　' Before making a decision, you have to have a point of view, but in the process of making a decision, you have to check it out for your point of view, ' he said. Why consensus discussion, is to come up with a point of view, this is the CEO decision-making difficult place, he made the decision to be able to convince.　　American communication is direct, but Chinese communication is more indirect, there is hidden intention. In this respect I am completely according to Peter Durac's idea, how transparent? Put the matter out, everyone choose.　　If every CEO does what he wants to do, the top team thinks, why should I make a comment? For the technology industry, the environment is changing, technology is changing, in the end how to adapt?　　Especially when the important paradigm is transferred. The Harvard Business Review recently wrote about one of the most important things a CEO gets from Peter Durac: First, how to define IntentionalOutside of righteousness, for example, changes in technology, what are threats, what are opportunities?　　Second, redefine your business scope at any time, what successful companies such as IBM or HP have been doing.　　Third, long and short-term balance.　　Four, realize the company's value completely. As managers who sell funds will say that past performance does not guarantee future earnings, the biggest challenge for CEOs is that the past success is not necessarily a guarantee of success in the future.　　The CEO is doing these four things. Therefore, corporate decision-making or CEO is important, the high level team is just to provide advice, use the full team to talk, avoid the CEO bias, coupled with the CEO's puzzling, to make the best decision. (Tsai)