The CEO Job Is Easy. Just Ask a CEO.

Every so often, a person with a security detail, a compensation committee and five admins emerges to tell the rest of us that the top job is actually fairly straightforward.

This week’s entry is Google and Alphabet CEO Sundar Pichai, who told The Verge Tuesday (May 26) that “the CEO job is not that complicated,” a line Fast Company treated as both a provocation and a leadership Rorschach test.

Pichai’s point was not quite that any sentient spreadsheet could run Google. It was that artificial intelligence may help CEOs make more rational decisions, and that “very, very few decisions” are genuinely consequential, as Pichai said.

The real job is to decide, keep velocity high and keep the company moving, he said in the report.

Somewhere, 40,000 vice presidents of alignment just felt a chill.

To be fair, Pichai is not the first titan to imply that the CEO job boils down to decision quality and tempo. Amazon Founder and former CEO Jeff Bezos has been saying a version of this for years, only with more Day 1 thunder. In Amazon’s 2016 shareholder letter, Bezos said great companies make “high-quality, high-velocity decisions,” and he famously divided decisions into two types: reversible doors and one-way doors.

In a Fast Company excerpt, Bezos put it even more plainly. Senior executives are paid to make a small number of high-quality decisions, not thousands of them.

This is comforting until you remember that one of those decisions might involve buying a grocery chain, launching a satellite network or naming a voice assistant something that will forever haunt parents named Alexa.

Microsoft Chairman and CEO Satya Nadella took the CEO-as-decision-engine model and added a softer operating system. In Harvard Business Review, Nadella described the job as rediscovering Microsoft’s soul, which sounds less like running a company than conducting an exorcism with quarterly targets.

Nadella’s real obsession has been culture, moving Microsoft from internal knife-fighting to a growth mindset. At Stanford Graduate School of Business and Wharton, Nadella tied empathy to innovation, saying understanding unmet needs is not soft; it is product strategy wearing a cardigan. In Nadella’s version, the CEO is not just the decider. The CEO is the chief permission-giver for a company to stop being terrible to itself.

Then there’s Nvidia Founder and CEO Jensen Huang, who has spent the AI boom making every other CEO look like they showed up to a Formula 1 race on a rental scooter. Huang told Harvard Business Review that running an AI-led company requires constant reinvention, and at Stanford GSB, he argued for first-principles thinking and flatter communication. His management style is famously unusual and includes a huge number of direct reports, fewer private one-on-ones and a preference for information to move in groups rather than through executive plumbing.

As Business Insider reported, Huang’s model is closer to a human neural network than a hierarchy.

The CEO is not the king at the top of the pyramid. He is the Wi-Fi router everyone hopes does not go down during earnings week.

Block Head, Chairman and Co-Founder Jack Dorsey, meanwhile, appears determined to test whether AI can turn the CEO into an omnipresent group chat. Fast Company reported that Dorsey wants as many as 6,000 Block employees reporting up in a radically flattened structure.

Wired placed the idea in a broader CEO fever dream with AI as a tool for executive omnipresence, digital doubles and management at impossible scale.

The Wall Street Journal covered the harder edge of the story, or Block’s big workforce cuts and Dorsey’s argument that AI tools make smaller teams and flatter structures possible.

Once upon a time, the CEO wanted an open-door policy. Now the door is an AI model and everyone is standing in it.

Finance CEOs tend to talk about the job with less hoodie mysticism and more controlled alarm.

JPMorganChase Chairman and CEO Jamie Dimon told Harvard Business School graduates that when he makes a mistake, he can hurt a lot of people, a blunt reminder that at JPMorgan scale, “oops” is not a communications plan. He also advised leaders to surround themselves with truth tellers, which is basically the Wall Street version of buying carbon monoxide detectors.

Dimon’s more recent AI comments have been similarly practical. Bloomberg reported that he said he expects JPMorgan to hire more AI talent and fewer workers in some traditional banking categories.

The hazards of CEO phrasing remain evergreen. The Wall Street Journal covered Standard Chartered CEO Bill Winters apologizing after using the phrase “lower-value human capital.”

This is why communications teams drink coffee from soup bowls.

Then there’s the old guard. Warren Buffett’s Berkshire Hathaway annual letters treat the CEO job less as performance art than as stewardship. Write plainly, tell owners what you would want to know, and do not fool shareholders because eventually you fool yourself.

BlackRock Chairman and CEO Larry Fink has taken the institutional-capital version of that idea and turned it into a recurring sermon about corporate purpose. In his 2018 letter, republished by the Harvard Law School Forum on Corporate Governance, Fink said companies must show how they contribute to society, not just generate returns. In BlackRock’s 2026 chairman’s letter, he applied that lens to AI and wealth creation, warning that the biggest question is not whether AI creates value, but who gets to participate in it.

So, is Pichai right? Maybe the CEO job is not complicated in the same way flying a 747 is not complicated. Point the nose, avoid mountains, calm the passengers, trust the instruments, do not let autopilot become judgment. The task is simple. The consequences are biblical.

CEOs, depending on the decade and the wardrobe, have described themselves as decision-makers, culture carriers, truth-seekers, capital stewards, routers, therapists and, lately, AI conductors. The job may indeed come down to a few big calls. The trick is making them before the company, the market, the regulators, the employees, the robots and the group chat all make them for you.

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