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In 1992, Ayrton Senna, which manages Marlboro McLaren during the Belgian Grand Prix.
Pascal Rondeau | Hulton Archive | Getty pictures
Today, CEOS is not only management companies today – walk in a mine area. Playbook for fast queues in technological and consumer behavior in technological and consumer behavior in geopolitical strikes and economic variability is rewritten in real time.
At the beginning of this week, in an exclusive interview with CNBC, McLaren Racing CEO Zak Brown, urgently, the leadership approach of emergency and failure. Ivan Espinosa and UniCredit’s Leaders such as Andrea Orcel also described the importance of agility and adaptation in the existing complex business environment.
To learn to lose and continue
“I hate losing,” McLaren told CNBC. “There are two types of successful man: these (motivation) with fear of victory and fear of defeat.”
Brown CNBC’s Tania Bryer has fallen into the last category.
“What I tried to instill in the organization is not the fear of failure, but a driver to make a growing profit every day,” he said. “If you can create an environment where people want to go a little faster every day, you keep your momentum.”
Previously professionally competing browns, “You have more than what you have earned. So the next time you have lost the better. You need to get back to the mistakes. You need to learn from mistakes.”
Leads the turban way
The idea of sustainability on perfection is playing in the industries. Therefore, a record in 2024 fell from 2,221 peos June Report Challenger, gray and Christmas. Trend continued in 2025, in the CEO in US companies in January-February, increased by 11%. The CEO of February 247 is the second highest level in 2002 because he started following Challenger, was recorded at a high level in the same month of 2024.
Nissan CEO Ivan Espinosa, who received the role in April and CNBC, described the existing work environment, but as navigated.
“Optimism lift up because the environment is very tough and you do not want to be too much.” “If you get over, you can paralyze and paralyze is not what you need in an existing environment. You need to continue.”
Espinosa, work and plant reduction, including the destination weeks, submitted basic reconstruction plans for the processing. He also stressed the importance of adapting leadership.
“What you can’t pay in a very complex situation is that a team that does not have the same goals and does not share the same goals,” he said.
“Agility” said, “In the past, some cheeses were very stubborn, very durable to change. I think you need to stay open now and stay flexible.”
Politics, pressure and decision making
In UniCredit, CEO Andrea Orcel, noted how the decision of the external execution was formed. In his interview with CNBC in June, the growing impact of political and regulatory provisions.
“We all have a new factor that we all need to be taken into account,” he said. “And this new factor is government or political interference.”
“Everything else can be perfect, but if the appearance of the (government) has a different picture, it does not go forward,” he said.
Orcel, the increase in national interests is a central factor in strategic planning and execution. His speech, UNICREDIT’s high-profile, CommerzBank and Banco BPM related combinations related to combinational deals, the potential combination deals made of national governments came to high-level efforts.
AI reporting period
At the same time, CEOs face the growing pressure on future organizations for the age of artificial intelligence. A global thought leader Ravin Ignazan on the future of the case, this week ago, the boards can quickly integrate the AI at a time throughout their operations.
“Every CEO will be in the organization how soon the EU will be and the AI is really changeds The organization said, “The pushman said.
“The boards are actively looking at it.” He said that today, the leadership, as well as the establishment of an institution that can be pivoted quickly in the face of the breach of proper mindset, skill sets and instruments.
They are asked to grow growth with less resources.
“A CFO said to me:” We’ve grown 3x in the last five years. In the next five, 50% less fixed capital and 50% less I need to provide the same growth to a person, “he said.
McLaren put the brown more sharply: “How well it was yesterday, tomorrow will not be good enough.”
As a new generation, Boeing, Nike and Starbucks, it must bring the same energy: they are clear about the risks, developing technologies and moves.
– CNBC’s Ganesh Rao contributed to this report.
