He could look at a market landscape, a competitive environment, or a product offering and instantly see the value, the end game, in a flash. And most of the time he was right. The problem was that his massive strategic intelligence did not always translate into good leadership. He often left his team in the dust, utterly confused. It was as if he had just completed a complicated calculus problem by blurting out the answer without showing the work or the thinking that had gotten him there.
