gut;1828443 wrote:They are usually pretty different skill sets. Founders of companies aren't usually the ones to grow it and go public to become a F1000 company. The ones still there in those cases usually hired someone with the skillset and themselves assume the role of Chairman or President.
I agree with you completely that they are different skill sets. One has a propensity for doing something new. The other has the propensity for scaling current successes.
I'm not saying it's THE ideal, but I think I would take the former, given the mess.
gut;1828443 wrote:People are going to make the case that pretty much any F1000 exec is an "insider" because under constant assault from regulations, taxes, lawsuits and global competition you aren't going to find many F1000's that aren't active lobbyists and campaign contributors.
I think you're right here, as well. And honestly, I don't think the notion is wrong, either. The system has essentially made it far more difficult to succeed at that level without shaking hands in government ... though I would suggest that that's still part of the problem, and I don't think I like the idea of putting someone in charge in a system they've learned to game, whether or not that was the easiest way to be successful under its regulations.
And again, it's not that I inherently expect Trump's picks to be better than those of the past. I don't expect him to be all that different, but if he's not going to be, he shouldn't campaign as though he will be.