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Harvard Business School’s former dean has studied CEOs for three decades. He says the role remains remarkably unchanged

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Harvard Business School’s former dean has studied CEOs for three decades. He says the role remains remarkably unchanged

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Nitin Nohria has studied and educated CEOs for three decades. Since 1997, the former dean of Harvard Business School, now executive chairman of Thrive Capital, has taught the university’s New CEO Workshop, an invitation-only program offered through its executive education arm. In 2018, he and the economist Michael E. Porter wrote a groundbreaking study on how CEOs spend their time. And last month he published a new book titled The CEO: The Role, the Reality, the Responsibility.  

Given this body of work, I was eager to speak with Nohria about how the CEO role has changed over the past 30 years, especially when so many executives feel the job has become more complex and demanding. Nohria says the context in which CEOs lead changes all the time—technology, social mores, regulations all evolve—but the role remains largely unchanged.  

“The role of the CEO is surprisingly enduring,” he says. “It’s still to craft a vision for how the company will navigate the moment.



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