The six strategy roles a CEO must not delegate

McKinsey argues that while strategy is a team effort, the value it generates ultimately depends on the CEO personally owning six specific roles, including supplying the conviction needed to mobilize the organization toward a future that has not yet been validated. For SEA mid-market CEOs, this clarifies where the CEO operating rhythm must concentrate versus what can be delegated, directly informing how boards hold CEOs accountable for strategy execution.