Being a CEO Today: How Much Harder Has It Become?
Thamer Shaker
CEO | Transformational Executive Leader | Board Member | Founder of MYSAN Consulting | Author of 11 Best-Selling Books |
A decade ago, being a CEO was challenging. Today, it’s a battlefield. The expectations, pressures, and unpredictability have increased dramatically, making the role far more demanding than ever before.
According to international research, the percentage of unexpected challenges on a CEO’s agenda has skyrocketed from just 5% in 2015 to over 30% in 2025. This means that nearly one-third of a CEO’s time is now spent handling surprises—market disruptions, regulatory changes, technological shifts, and workforce transformations. That’s a staggering 500% increase in unpredictability!
Why Has the CEO Role Become More Difficult?
1. Business Complexity & Global Uncertainty
? Geopolitical instability, economic fluctuations, and supply chain disruptions have made long-term business planning increasingly difficult.
2. The Rise of a New Generation of Leaders & Workforce
? The workforce has evolved. A new generation is taking leadership roles—one that is:
? Highly adaptive and eager to challenge assumptions
? Tech-driven, favoring AI, automation, and data analytics in decision-making
? More purpose-driven, expecting companies to align with sustainability and social responsibility
? CEOs must now navigate generational shifts, leading teams that think and operate fundamentally differently from their predecessors.
3. The Rapid Pace of Technological Change
? AI, automation, and digital transformation are no longer optional—they define business success. CEOs must understand and integrate cutting-edge technologies while staying ahead of digital disruption.
4. Changing Stakeholder Expectations
? Employees, customers, and investors now expect greater transparency, sustainability, and ethical governance. CEOs are no longer judged solely on financial performance but also on their leadership values and impact.
5. The Pressure to Drive Growth Amid Constant Change
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? CEOs must balance short-term financial targets with long-term innovation, ensuring that companies remain agile while securing profitability.
The CEO of Today: A New Leadership Model
The traditional CEO model—focused on strategy and operational oversight—is being replaced by a leader who must be:
? Adaptive to market shifts and crises
? Technologically savvy, embracing AI and digital tools
? A visionary, inspiring teams in a rapidly changing world
? Emotionally intelligent, managing cross-generational workforce expectations
Today’s CEO is not just a corporate leader but a strategic navigator in an era of unprecedented uncertainty. It’s no longer just about running a business—it’s about reshaping leadership itself.
Thamer Shaker
Founder & CEO | Transformation Leader | Innovation Advocate
Building profitable services' portfolio catalogues and infrastructures for Managed Service Providers (MSP & MSSP/MDR) and data centers | Chairman and COO of Zein&Company for Consulting and Technology Solutions SAL
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Business Mentor-Pharmaceutical manufacturing and marketing
3 周What a wonderful article! Briefly and concisely, and with all the meanings that the terms can encompass, I can list the most important qualities of the new CEO: 1- Management philosopher 2- Creative 3- Open-minded with a holistic perspective 4- High ability to read reality and foresee the future, with strong mental and psychological resilience 5- Skilled in parallel thinking and possessing the personality of an economic politician.
National Real Estate & Collections Manager Aramco & Total (Tas-Helat Marketing) Tremendous & Solid Delivery Track Record in Network Development, Franchise, C-Stores Management, Real Estate, Retail & Sport Management.
3 周Moreover to Why Has the CEO Role Become More Difficult? Firstly let’s agree that no CEO nowadays keeps his position for more than two to three years, because many of them surround themselves with YES MAN. Secondly, many of them are from different environments so the don’t understand the Saudi market nor the Saudi culture so they bring their own people just to satay afloat during their contracts. Thirdly, even when you have a Saudi CEO, the people around him are from nationalaties, so they really don’t heave his best interests nor the company best interests, because they now they could be replaced at any time. I shall stop here??
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3 周Today's CEOs need to be part strategists, part psychologists, and part future experts – while remaining resilient under relentless pressure.