The CEO is a bit of an exception in that they're where ends meet, through an organization it's the one place where radically different functions report to the s

The CEO is a bit of an exception in that they're where ends meet, through an organization it's the one place where radically different functions report to the same person. And those functions are not that different in that they're usually CxO, whom job is running the function under them. With that said, I would persist that a CEO should be a SME in the value creation function of their company. > Management is more complicated than just fact-checking and BS-detection. In fact if you’re significantly worried about detecting BS by your staff, you already have a management problem. It is, but similarly it's also hard to figure a strategy that works if you can't empathize with your customers, and as CEO that's your job. I've been working on a "platform" that was led by a VP who didn't have dev experience. The only priority was increasing the feature set, with only consideration given to the "end user". Developer experience left as an afterthought and never raised to the level of a goal, resulting in cumbersome programming paradygms, and low adoption. > if you’re significantly worried about detecting BS by your staff, you already have a management problem. Couldn't agree more