Richard O’Brien

President and CEO, Newmont Mining Corporation

"The new normal is more engagement with communities and governments and with my own employees around the world. Over the last year my time has changed pretty dramatically. When I became CEO at Newmont, about five years ago, I spent a great deal of time understanding our operations and what we could do to improve them. I spent time building our management capability. So when I look back at my calendar compared to a couple of years ago, it’s much more externally facing, more strategically oriented. As a CEO, that’s the right place for me to be."
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Brian Duperreault

President and CEO, Marsh & McLennan Companies Inc

"I’m not sure there’s more change than there is constancy. The core requirements of senior management don’t change very much over time—or at least they shouldn’t. But recognizing that the world is somewhat split down the middle between slow growth and rapid growth, you’d better be able to operate in both at the same time. You have to manage that difficult slow growth and then completely switch gears and go to high growth. You have to find ways of moving your resources—and for us it’s talent—from where it’s not being utilized to where it can be utilized. You also have to be a good communicator today, because the tools are there. Our employees expect us to communicate to them regardless of where they are, and you’d better be able to do that. You can’t hide in the corporate suite anymore. You have to deliver consistent messages to everybody, and you’d better tell the truth."
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