CEOE<\/a>. The meeting, which filled its capacity with more than 250 executives<\/b> and institutional representatives, counted on the support of our executives Jorge L\u00f3pez Zafra<\/b> and Luisa Garc\u00eda<\/b>, and served to analyze the current demands of the C-suite<\/i>.<\/p>\nThe author shared the table and debate with Josu Jon Imaz<\/b> (CEO of Repsol), Elena Sanz<\/b> (CEO of Mapfre Iberia), Antonio Garamendi<\/b> (president of the CEOE), and Manuel Pimentel<\/b> (publisher and president of Grupo Almuzara). Three major vectors that are redefining corporate governance emerged from the conversation:
\n <\/p>\n1. The loneliness of the final decision<\/h3>\n
\nFaced with the trend of infinite deliberation, contemporary leadership requires assuming responsibility at the critical moment<\/b>. Josu Jon Imaz resorted to the metaphor of “the loneliness of the penalty kick”<\/b> to illustrate decision-making in companies’ moments of truth: although the consultation processes are collective, there is a moment when the chief executive must decide individually.<\/p>\n
Imaz exemplified this commitment by recalling Repsol’s decision to keep its essential services open during the pandemic<\/b>, prioritizing social impact and the future of the company over the immediate result of that fiscal year. The ability to combine short-term viability with the sustainability of the future horizon<\/b> defines the maturity of an organization today.
\n <\/p>\n2. The obligation to exercise power against immobility<\/h3>\n
\nThe true risk for a corporation in times of transformation is not error, but paralysis. Elena Sanz stressed that immobility is a leader’s greatest irresponsibility<\/b>, pointing out that once the trust of shareholders and society is accepted, the obligation to act is assumed.<\/p>\n
Elena Sanz shared the challenge that transforming an organizational structure consolidated over 25 years<\/b> meant for Mapfre Iberia to gain agility and closeness to the customer. In sectors where the main asset is intangible, such as trust, operational boldness<\/b> is an indispensable condition to ensure market relevance.
\n <\/p>\n3. The danger of isolation and the ethical challenge of AI<\/h3>\n
\nAnother of the major challenges analyzed was the so-called “office effect,”<\/b> that distance that can open up between steering committees and the reality of the environment. The panel’s unanimous response to this risk was active listening<\/b> and the need to surround oneself with teams with divergent opinions<\/b> that challenge the leader’s criteria.<\/p>\n
This listening ecosystem also includes the adoption of new technologies. The debate addressed AI as a vector of efficiency and knowledge<\/b>, but with the shared warning of not letting oneself be determined by it. Antonio Garamendi described AI as “the new total revolution,”<\/b> a challenge that transcends the technological frontier to become an ethical and social debate<\/b> that will force the reconfiguration of the relationship between companies, professionals, and the social contract itself.
\n <\/p>\nManaging in the scenario of permanent exposure<\/h3>\n
\nCompanies need strategic partners to govern in uncertainty and assume risks under high public exposure. It is at these critical turning points where brave decisions<\/b>, backed by communication, creativity, and data-driven influence<\/b> manage to shield the most valuable asset of any business project: the trust of its stakeholders<\/b>.<\/p>\n
In this context of transformation, bold leadership also requires mastering institutional relations and the regulatory environment. If you are <\/i>interested<\/i><\/b> in these matters, I encourage you to learn about the <\/i>LLYC Public Affairs Program<\/i><\/a> directed by I\u00f1aki Ortega, which <\/i>starts<\/i><\/b> this June. It would be a true pleasure to have you in this 5th edition. <\/i><\/p>\n","protected":false},"excerpt":{"rendered":"The role of the chief executive has ceased to be exclusively a management space to become a continuous exercise of judgment, resilience, and proactivity. In an environment conditioned by short-term volatility, public scrutiny, and the emergence of AI, leading a large organization today demands qualities that go beyond experience or traditional hierarchy. Under this conceptual […]<\/p>\n","protected":false},"author":22,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[133],"class_list":["post-466475","post","type-post","status-publish","format-standard","hentry","category-corporate-affairs"],"acf":[],"yoast_head":"\n
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