The document discusses pressures facing C-suite leaders from disruptive forces like new technologies, customer demands, and stakeholders. It finds a "supergroup" of influential employees and customers expect companies to have a clear social purpose. While C-suites recognize the need for more holistic "whole-brain" thinking, they tend to have more left-brain training and see right-brain skills as weaknesses. Adopting a whole-brain approach correlates with stronger growth and may help address changing expectations.
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