The CEO as the Maintainer of the Corporate Machine – A Leadership Perspective Beyond the Hype
In today’s business world, we are witnessing an interesting trend: the CEO is increasingly being stylized into a brand. They show their face, take the spotlight, become the centerpiece of image campaigns, and often act as the poster figure on social media. In many cases, the title “CEO” alone seems to legitimize public attention – without questioning the person’s technical depth or operational relevance.
But what is the Chief Executive Officer really about?
To me, a CEO is not a superstar, not just a mouthpiece for the communications department – but rather a plant manager in the truest sense of the word.
They are the one who ensures that the corporate machinery runs smoothly.
The Company as a Machine – and the CEO as Its Responsible Maintainer
Let’s imagine a company as a complex machine – made up of hundreds of gears, sensors, actuators, control units, power supplies, and safety systems.
In this metaphor, the CEO is not the brand sticker on the housing, but rather the chief engineer, responsible for:
- Aligning corporate strategy – like an architect with a master plan,
- Ensuring that resources are in place so every department can perform,
- Managing competencies – making sure the right people are in the right roles at the right time,
- Continuously optimizing processes to avoid inefficiencies or friction.
A good CEO understands how the machine is built – not every screw in detail, but the system, the logic, the interdependencies.
They sense early when the system lacks oil, when a component overheats, when pressure builds up – and they step in. Not by fixing things hands-on like a technician, but by enabling the right actions, and demanding the necessary interventions.
The good-to-great leaders never wanted to become larger-than-life heroes. They were seemingly ordinary people quietly producing extraordinary results.
– Jim Collins
Less Hype, More Stewardship
The real danger today is that CEOs become too caught up in external perception. They turn into “personal brands,” shining on panels, conferences, and media interviews – while in the engine room, the noise gets louder and parts begin to overheat.
Don’t get me wrong: visibility matters. Communication too.
But not instead of leadership – it must complement it.
A CEO is not just a visionary. They are the maintenance engineer of the organization – and their job is not only to look forward, but to ensure that today works:
That processes run, decisions are made, and teams remain operational.
As a manager, you must assume responsibility for everything that affects your sphere of influence. That means thinking like an engineer, not a politician.
– Andy Grove (former CEO of Intel)
Conclusion
Maybe it’s time to stop speaking of the CEO as a “mastermind” or “beacon” – and instead recognize them as an enabler, a system architect, a designer of operational excellence.
Because real excellence doesn’t show in polished LinkedIn posts or glossy image videos – it shows in the CEO’s ability to run a company where all parts function in harmony.
Like a well-maintained machine.