You didn't have to punish athletes to make them wear Nike and Adidas shoes, because they were obviously better than plain sneakers. You didn't have to punish graphic artists to make them use tablets because they are so convenient for digital art. But a lot of bosses are convinced that if their staff don't find these tools useful for their tasks, its the line workers who are wrong.
People wouldn't keep using old shoes, and I am old enough to remember graphic artists who wouldn't use computers. It takes time. At some point, it will be a no-brainer. Yet, it will not be simply because method A is so much better than method B. It will be because people using method B change, retire, or are fired.
1. I will take five automated CEOs. If I can split my company into five distinct companies (one per product), it would be amazing. We are splitting the company into two to streamline focus on different/incompatible industries, and I am dreading the process of finding another CEO. It is very, very hard.
2. I know a lot of CEOs. It helps. I didn't know a single one when I started. It is no more a cult than my programmer's peer group was.
3. Did I tell you how hard it is to find a good CEO? It is VERY, VERY hard. Think of hiring a great product guy with agency to do whatever needs to be done, with people skills to attract talent, a sales drive, and a willingness to deal with finance & legal. Oh, and I am in the tech field, so I need him to be very hardcore technical. Your mileage might vary, but this is who I need. Anyone who has that is running their own companies. Oh, and the person has to have a proven track record. I cannot let someone unproven ruin the company and well-being of hundreds of employees and tens of thousands of customers.
4. I don't believe CEOs are special in any way other than that most other professionals are special. There are probably some underlying qualities, but they're all so different.
5. Some CEOs got there because they were lucky, but they didn't stay there for long because of luck. It is very, very simple to screw up as a CEO.
6. Growing someone within an organization to become a CEO is very hard. We are trying - giving some people more and more responsibilities, trying to involve them in more and more aspects of the organization. The filter is - repeatable success. You don't have to succeed all the time, but you have to succeed most of the time. Most people don't want the pressure, aren't interested in certain aspects, or are unsuccessful more often than they should.
7. Boards are not a cult as well; they don't have CEO's back. Boards are represented by investors (pension funds, wealthy individuals, etc.) - they will oust the CEO if the company's performance suffers. They are willing to pay a lot to the CEO because ... it is so hard to find a good CEO.