Birdwatch Note
2022-12-27 18:25:34 UTC - MISINFORMED_OR_POTENTIALLY_MISLEADING
Running a large global company is an exceedingly complex job. The scope of the organization’s managerial work is vast, encompassing functional agendas, business unit agendas, multiple organizational levels, and myriad external issues. A CEO engages with all constituencies. https://hbr.org/2018/07/how-ceos-manage-time
Written by B633C548578A36FAE1AA30EB97C1655FAD1AF3A3AF2605E7352EAA5E51AB61CD
Participant Details
Original Tweet
Tweet embedding is no longer reliably available, due to the platform's instability (in terms of both technology and policy). If the Tweet still exists, you can view it here: https://twitter.com/foo_bar/status/1607152331698868224
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All Information
- ID - 1607804899051601920
- noteId - 1607804899051601920
- participantId - B633C548578A36FAE1AA30EB97C1655FAD1AF3A3AF2605E7352EAA5E51AB61CD
- noteAuthorParticipantId -
- createdAtMillis - 1672165534161
- tweetId - 1607152331698868224
- classification - MISINFORMED_OR_POTENTIALLY_MISLEADING
- believable -
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- summary
- Running a large global company is an exceedingly complex job. The scope of the organization’s managerial work is vast, encompassing functional agendas, business unit agendas, multiple organizational levels, and myriad external issues. A CEO engages with all constituencies. https://hbr.org/2018/07/how-ceos-manage-time
Note Ratings
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