Corporate Leadership Fails: Risk Averse or Advantage

Could an organizational symbolic gesture be an epic to emulate – by serious entrepreneurs, traditional businesses or even skeptical financial experts – considering it a corporate culture?

By Ellysutra Sulaiman

Throughout year 2010, every single day without fail, CEO of Facebook Inc. Mark Zuckerberg donned a tie in public, in swap his hooded campus sweater.

Otherwise an exorbitantly expensive price to pay should his transitionary public image fail to favorably take off; dramatically it paid off.

What started out an underperforming year for his Nasdaq-listed company then resulted in positive economic returns.

Greatly encouraged by the fortunate stroke, Mark moved onto the “Year of Books” concept for 2015, whereby he shares books read by him, his findings and takes on recommendations from his trusted friends.

Cross-fertilizing an intrinsic message – for the love of literary works and enhanced attitudes towards lifelong learning – by and large, that of a successful, self-styled corporate governance by example is evidently at play.

Apparently, Mark had drawn a revolutionary corporate standard second to none.

Not only in the boardroom but also in practice, he is highly respected by peers his age.

Question is, is the CEO playing by traditional rules?

Implications from such behavioral images may indirectly cause social consequences.

Understandably so, it is the cyber age of information technology we find boys on Facebook, girls on Wechat, dads on Linked In and moms on Twitter.

A leader; how phenomenal a trigger cause to a company’s stock performance; must still hedge certain onuses of improvements to mitigate past year’s earnings.

Reiterated by high interest from constant stakeholders expectancy is the strategic approach to capital markets and public bourses, by leaderships of strong charisma.

Firstly, alliances forged by public relations need upping the ante – to identify confounding factors within fail-safe financial mechanisms, to blanket wholesome conditions-creating banking stimulus from disruptive technologies, to present randomized trial version results for interactive stakeholders role in state of finance and to technically analyze yield curves post-trajections.

Secondly, the new normal of an equitable indices performance could be termed as “test driven” or “time amplify” instead of the overused “wait and see” or “come what may”.

The question of means and ends.

Responsible investors place emphasis; albeit scourges for indicative intricacies – identify and compare “realistic quotients” regularized by CEOs and their capabilities to translate decisions from board room onto ground staff level.

And we all know, the properties of true leaderships are not born nor bred; rather gifted.

Apparently, considering in-phase accordance to trendy public policies, designing a corporate culture has shown impeccable results, and in itself a self-sustaining trade.

Besides the hard and fast rules of corporate governance, investment loyalty per capita from stake-holdings are matters of corporate governance.

If one incubates that notion in a sanitarium of preposterous investors dynamics, the rules of engagements may encounter disorients – an attitude towards uncalled-for scenarios.

Deliberated timelines of qualitative research need establish leading points of observations, not only conceptualizing blueprints but also pragmatist engines running and managing project assignments – from running on empty to stellar POS ringings/sales team cheers – a heavenly depict of a fantastic workplace.

No affirmative organizational direction?

Until recently, if anything that urges the motion from loss of normative practice codes aka ‘Shine off the Rhine’ is a CEO’s job.

Headlines splashed across front pages and public company’s leadership watchmen goes, “What happened? How could it be?”

In extreme cases, corporate governance no longer dissipates exuberance, plus every unthinkable pessimisms with yield-to-date; then span of influence covered by a board room’s veto reigns.


Ellysutra Sulaiman is an independent industry commentator and the author of adventure novels ‘Aces High @ 23 Wall Street’ and ‘F-A-M-E ‘ze Great’. He has worked for Singapore Police Force, Singapore International Monetary Exchange, Singapore Exchange, Phillips Securities and Mediacorp Radio.


Published by alexandersolomon

Alexander Solomon LLP Singapore ACRA T15LL1711H l l

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