The corporate world has seen its fair share of high-profile CEO upheavals—names like Jack Dorsey, Steve Jobs, Travis Kalanick, Jerry Yang, and the latest addition, Open AI's Sam Altman, have all been in the hot seat. But what sets Altman's situation apart? It's not just about the usual reasons like underperformance or changing ownership; it's the fact that OpenAI, a company that's completely reshaped how we approach work, found itself in this whirlwind.

The drama commenced on November 17 when Altman was swiftly ousted as CEO, closely followed by co-founder Greg Brockman waving goodbye to the AI company. Altman's sudden departure sent shockwaves through investors and staff, prompting a flurry of exits from OpenAI's headquarters post the internal announcement. On the other hand, speculations buzzed about Altman potentially jumping ship to Microsoft, a major investor in OpenAI. But then Altman made a dramatic comeback to OpenAI, triggering a major shake-up that saw most board members exiting the scene.

It was like watching a tech thriller unfold in real-time! 

Beyond the gripping narrative lies a trove of lessons for leaders. This rollercoaster saga isn't just entertainment; we felt it's a masterclass in navigating uncertainty and steering through turbulent times. Hence, to unravel the wisdom concealed within this captivating tale, we invited Sebastian Ross, Director at the School of Founders, IESE Business School, and President of the Board of Trustees at Conscious Capitalism Spain, alongside Ravinder (Ravi) Singh, a Technologist, DeepTech Venture Capitalist, and Board Member & Advisor, to our recent People Matters Big Questions session. 

New mindset: All voices in decision-making

Research globally indicates that only one in four stakeholders strongly believe their opinions carry weight in the workplace. This stark statistic unveils a concerning reality where the majority of employees feel undervalued, lacking confidence in the acknowledgment of their suggestions or ideas to enhance their work environment. However, Sebastian Ross underlined the importance of including diverse voices in crucial decisions as a means to rally support and establish collective ownership for driving change and achieving results. 

Ross highlighted that involving a broad spectrum of stakeholders in decision-making is a tried-and-tested strategy to foster commitment and instil accountability within organisations. He argued that by actively listening to stakeholders, companies can identify potential blind spots and tap into fresh perspectives, addressing concerns and innovative ideas.

Reflecting on recent events, he underscored the missed opportunity for better communication and alignment to pre-empt the situation's escalation. He emphasised the contemporary necessity for all stakeholders, not solely shareholders, to engage in pivotal decisions, signalling a global shift toward this more inclusive approach. 

As an advocate for stakeholder-oriented practices, as observed through his involvement with a Business School, Ross challenged the traditional belief that exclusively prioritising shareholders benefits everyone uniformly. "The recent shortcomings of this approach compel leaders to ensure fair representation of all stakeholders in decision-making processes," Ross emphasised, reflecting his overarching philosophy on effective organisational leadership.

Flexibility: Key in leadership

In recent years, the undeniable lesson has been the unpredictability of what lies ahead. There's always an element of surprise awaiting us around the corner. For leaders, this reality underscores the necessity of being prepared to navigate any situation for optimal solutions. Simply put, adaptability stands out as the most crucial trait among exceptional leaders. 

"To embody adaptability means not only recognising but swiftly responding and adjusting to emerging trends, innovations, and shifts within industries. Changes rarely come with a warning, demanding an ability to pivot seamlessly to sustain progress. Embracing the idea that change is constant and inevitable is key to welcoming and effectively managing these shifts," emphasised Ravinder Singh. 

Moreover, acknowledging the impermanence of circumstances allows leaders to proactively embrace evolving scenarios. “This mindset prepares them to respond effectively to unforeseen changes, ensuring agility and resilience in steering their teams or organisations toward success,” he added. 

Inclusive governance: Amplify stakeholder voices

OpenAI faced internal turmoil, marked by over 730 employees signing an open letter demanding the board's resignation and the restoration of Sam Altman and Greg Brockman to their former roles. This event emphasised the importance of hearing everyone's voice. When engaging stakeholders, varying levels of involvement become evident. As highlighted by the President of the Board of Trustees at Conscious Capitalism Spain, this process starts by acknowledging stakeholders' significance to the company.

“There is a difference between assuming stakeholder desires without active listening and actively engaging through continuous communication channels. This level of disengagement was unexpected at a forward-thinking startup like OpenAI, resulting in internal board challenges and a call for CEO recall,” he explained. Ross further shared additional levels of involvement, including engaging stakeholders in discussions and granting them genuine decision-making power, which can pose challenges, particularly for employees.

"Various models, such as the German codetermination approach and employee ownership structures, enable employees to influence board appointments, aiming for a balanced representation between unions and employers. Recognising the need to value stakeholders, including customers and vendors, is crucial. Granting them a more substantial voice in decision-making represents a potential future shift, considering the prevailing dominance of shareholder influence,” added Ross.

Empathy and Trust: Keys to board cohesion

Cohesive teams, often a blend of diverse talents and backgrounds, find their unity in the organisation's shared values, goals, and processes. Empathy within such groups, especially among board members, proves crucial. Even those lacking direct operational experience should extend empathy, particularly to the CEO, when differing philosophies affect outcomes.

To foster trust and understanding:

• Hosting an annual off-site meeting can be invaluable. This extended interaction allows a deeper grasp of motivations, fears, and vulnerabilities, fostering a more constructive work environment.
• Encouraging open and empathetic communication, like sharing life stories in a condensed format, can foster relatability among team members, forging trust and aiding structured conflict resolution.
• Regular board evaluations, including anonymous feedback from stakeholders, pinpoint areas for improvement and bolster collaboration among members.

“This collaborative approach can significantly enhance the board's functioning, laying a robust groundwork of trust and comprehension,” suggested Singh, a Board Member and Advisor.

What does OpenAI need now?

Ravinder Singh highlighted critical lessons from the OpenAI scenario and underscored the essential enhancements organisations like OpenAI will require to avert similar situations in the future.

• Clarity in goals: OpenAI-like organisations should establish clear and transparent objectives for their AI systems. It's vital to ensure that all involved parties, including employees, customers, partners, and regulators, understand the guiding values behind these systems. Prioritising this clarity, especially in India, becomes crucial.
• Role of independent directors: Directors in such organisations need to extend their responsibilities. They should actively advocate for and implement metrics that assess the impact of innovative AI systems. This step is crucial since AI goes beyond technology, influencing society, an aspect boards should acknowledge.
• Integration of Chief Ethics Officers: These organisations should include a dedicated seat for Chief Ethics Officers on their boards. The focus should revolve around embedding AI ethics into governance practices.
• Evolution of Chief Strategy Officer role: The role of the Chief Strategy Officer should evolve to predict and manage risks associated with AI systems. Potential red flags to look out for include issues related to trust between CEOs and boards, financial integrity, and the ethical conduct of CEOs towards their employees.

“In essence, there's a pressing need for increased awareness and responsibility among CEOs and board members, particularly in this fast-evolving AI landscape. This is crucial to establish superior governance and ethical standards within companies,” emphasised the DeepTech Venture Capitalist.

To learn more from leaders about some of the burning questions in today’s world of work, stay tuned to People Matters' Big Question series on LinkedIn.