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Articles by Thomas Meakin
Inclusion helps build a better BT - for everyone
To kick off National Inclusion Week 2025 (15-21 September), we held a panel event here at BT, reflecting on the ways our company culture impacts our people and our customers – and hearing from colleagues on the difference that feeling included at work makes to each of them. I was struck by the fact that this isn’t something that’s relevant to just one business unit or function in our organisation.
Winning with AI is a state of mind
Executives have seen that the move from running artificial intelligence (AI) experiments and proofs of concept to capturing lasting value at scale requires an investment in strong foundations. These include aligning AI with core areas of the business; embracing important cultural and organizational shifts; and investing in new kinds of technology, training, and processes for building AI.
How new CEOs can boost their odds of success
The success of CEOs is deeply linked to the success of the companies they lead, but the vast body of popular literature on the topic explores this relationship largely in qualitative terms. The dangers of these approaches are well known: it’s easy to be misled by outliers or to conclude, mistakenly, that prominent actions which seem correlated with success were responsible for it.
Closing the gender gap: A missed opportunity for new CEOs
Diversity matters in the workplace. It is an important social issue, and a performance imperative: more diverse top-management teams appear to benefit from a richer decision-making dialogue, which can contribute to better financial performance. 1 00:00 Audio Closing the gender gap: A missed opportunity for new CEOs CEO transitions matter, too.
The Heartbeat: A bi-weekly newsletter on leadership
Every few weeks, I ask one question to a founder, CEO, manager, or business owner I respect… Des Traynor is the Co-Founder of Intercom. He is also one of my favorite people to talk about building a product and growing a company (with 350+ people, no less!). In our interview, Des shares 3 things he wishes he would’ve learned earlier as a leader. Watch below & read the transcript here.
How functional leaders become CEOs
Holding a functional leadership role isn’t the most direct route to becoming a CEO. Fewer than 15 percent of the CEOs in a data set we’ve been scrutinizing for more than a year ascended to the corner office after serving as a functional leader such as chief financial officer, chief marketing officer (CMO), chief strategy officer, chief technology officer (CTO), or general counsel.
A deal-making strategy for new CEOs
New CEOs typically raise the tempo of transactions at first, then the pace slows down. Is that costly? More than half of new CEOs of S&P 500 companies launch some form of transaction during their first two years in office. Whether acquisition, merger, or divestiture, deal making is the second most likely strategic action for a new CEO to undertake, we’ve found. Few are able to maintain the pace of deals over the course of their tenure, though, and this appears to be a missed opportunity.
What makes a CEO ‘exceptional’?
New CEOs face enormous challenges as they start assembling a management team and setting a strategic direction in today’s volatile environment. To provide some guidance for transitioning CEOs, we looked at the experiences of exceptional CEOs, those defined as the very top performers in our data set of roughly 600 chief executives at S&P 500 companies between 2004 and 2014.
The pain behind the pleasure
The armistice between the Allies and Italy was made public on September 8th, 1943, five days after it was signed. It had a disastrous impact on Italians. Vengeful German forces, many already stationed in the peninsula, took over the northern two thirds of the country.
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