Synopsis As a result of modern-day changes about how business must be strategized, organized, and executed, ‘enterprise transformation’ has become the “buzzword du jour” in business world. Most senior executives or senior leadership teams (the CEO/GM and his or her direct reports) have been working on the wrong things. They spend a disproportionate amount of time on day-to-day operational and financial management issues at the expense of the long-term competitiveness of their organizations. This compromises on future success of their company and progress of their people.In the new business world, roles and functions of the organization heads have transformed, rather metamorphosized, to a new level. They are no longer mere ‘thinkers’ but more of concrete ‘doers’. They no longer view the enterprise from a “conceptual” peak, but act as the role-model for other levels by ‘being there’.The Sarbanes-Oxley Act (SOX) is having a significant effect on the way corporate boards are composed and operated. Corporate boards are becoming more independent of the CEO, more aggressive in their evaluation of executives, and more diversified with regard to skills and experiences of board members. Traditional notions about the role of the board and board members’ relationship with the CEO are being questioned because of several high-profile failures to monitor and prevent major corporate scandals. Also, the Chairman and CEO roles are being separated and made independent of each other.The new definition, role and skill set requisites of the new age CEO are the elements of debate and discussion of our book.