The development of sports technology and sports science—new ideas in nutrition, recovery, in-game strategy, coaching, athletic techniques, you name it—means that today’s athletes are unquestionably better than those from even 25 years ago. For today’s chief executive officers, there’s a lot to learn from that remarkable progress. And the need is urgent, primarily because the playing field has become radically more difficult. CEOs are on the job 24/7, responsible for addressing an ever-shifting array of problems and threats, even when there is incomplete information (usually) and when every move is under scrutiny (constantly). Not only do CEOs have to deal with a wide range of stakeholders, all of them with their own priorities, but employees are increasingly demanding—as they should be. Plus, technology is changing at warp speed, and the geopolitical environment is unsettled. When companies slip up, they are judged harshly, not least through social media.
