{"id":6577,"date":"2026-03-26T19:56:13","date_gmt":"2026-03-26T11:56:13","guid":{"rendered":"https:\/\/moresourcing.com\/how-morningstars-ceo-drives-relentless-execution\/"},"modified":"2026-03-26T19:56:13","modified_gmt":"2026-03-26T11:56:13","slug":"how-morningstars-ceo-drives-relentless-execution","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/ru\/how-morningstars-ceo-drives-relentless-execution\/","title":{"rendered":"How Morningstar\u2019s CEO Drives Relentless Execution"},"content":{"rendered":"<p><\/p>\n<div>\n<div class=\"article-left-col\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">\u0422\u0435\u043c\u044b<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Culture Champions<\/h4>\n<p>\n            Building a healthy culture is one of the most important \u2014 and hardest  \u2014 leadership jobs. These articles, based on a webinar series and research by Donald Sull and CultureX, share actionable advice from leaders whose cultures produced exceptional business results and a world-class employee experience.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/culture-champions\/\" class=\"article-section__link\"><\/p>\n<p>           \u0414\u0440\u0443\u0433\u0438\u0435 \u043c\u0430\u0442\u0435\u0440\u0438\u0430\u043b\u044b \u0438\u0437 \u044d\u0442\u043e\u0439 \u0441\u0435\u0440\u0438\u0438<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" alt=\"\" class=\"wp-image-126096\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Morningstars-CEO-Drives-Relentless-Execution.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Morningstars-CEO-Drives-Relentless-Execution.jpg\"\/><img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Morningstars-CEO-Drives-Relentless-Execution.jpg\" alt=\"\" class=\"wp-image-126096\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/03\/How-Morningstars-CEO-Drives-Relentless-Execution.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/03\/CultureChamps_KunalKapoor-1290x860-1-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<p class=\"attribution\">Aleksandar Savic<\/p>\n<\/figcaption><\/figure>\n<div class=\"article-summary\"><strong class=\"article-summary__strong\">\u0420\u0435\u0437\u044e\u043c\u0435: <\/strong><\/p>\n<p>Financial data company Morningstar expanded its product line and customer base and realized a tenfold increase in revenues and profits between 2005 and 2025. The company\u2019s culture is key to that success, according to CEO Kunal Kapoor. Kapoor shared three of Morningstar\u2019s essential leadership principles \u2014 decentralization, transparent OKRs, and a sense of urgency \u2014 and offers advice on managing growth, and setting and achieving ambitious goals.<\/p>\n<\/div>\n<p><span class=\"smr-leadin\">Many investors rely on Morningstar<\/span> for independent financial analysis and insights, but few people are familiar with the company behind the ratings. From Morningstar\u2019s origins rating mutual funds, the company has expanded its product line, customer base, and global footprint and realized a tenfold increase in revenues and profits between 2005 and 2025.<\/p>\n<p>Morningstar\u2019s culture, CEO Kunal Kapoor said, \u201chas been one of the ingredients that has allowed us to be successful, and I think will continue to allow us to be successful.\u201d We analyzed how 32,000 employees at 15 financial data companies described their employers in Glassdoor reviews. Morningstar employees spoke about corporate culture more frequently and more positively than their counterparts at peer companies and were particularly positive about how the organization lives its core values.<\/p>\n<p>\u201cExecution is everything\u201d is one of those values. In a recent podcast, Kapoor shared three principles that help Morningstar maintain its focus on relentless execution.<\/p>\n<h3>1. Decentralize decision-making to instill a sense of ownership.<\/h3>\n<p>As companies grow, employees often lose the sense of ownership that drove early success. Morningstar fights this tendency by pushing accountability down to business units. \u201cWe\u2019re a very decentralized organization,\u201d Kapoor explained. \u201cAnd part of the inspiration for being decentralized is to make sure that people own the outcomes that they\u2019re charged with driving.\u201d <\/p>\n<p>Morningstar structures its compensation and organizational design to reinforce that ownership at the business unit level. \u201cWe allow a large percentage of how bonus plans are set to be driven by the performance of our business units \u2026 even though there\u2019s a companywide factor as well,\u201d Kapoor noted. \u201cWe\u2019ve also really tried to push a lot of our central services into the business units. \u2026 We keep trying to push whatever we can into the business units so that the accountability is at that level.\u201d<\/p>\n<h3>2. Use transparent objectives and key results to enable difficult discussions.<\/h3>\n<p>Many organizations struggle to surface and discuss problems early enough to nip them in the bud. \u201cPeople\u2019s natural inclination is to rush to you with good news and try not to talk about the bad news,\u201d Kapoor observed. \u201cOKRs are really helpful in this context. Because there\u2019s transparency into what\u2019s happening across the organization, it becomes a very tangible way to see why some things are not hitting in the way that they might. \u2026 We use them to look at some of our up-and-coming initiatives and see if they\u2019re tracking or not.\u201d<\/p>\n<p>This transparency creates the space to have conversations about what\u2019s not working early enough to course-correct \u2014 and is especially valuable for experiments with new initiatives. \u201cWithin any organization, you always want to be planting a few seeds,\u201d Kapoor said. \u201cBut some of them are going to grow into weeds, and it\u2019s fine to pull them out very quickly because you only want to be watering a few onto the next stage. \u2026 If there\u2019s not a system of candor, a system of key results to evaluate initiatives, it becomes problematic. Being less subjective is important and allows you to kind of make those types of decisions.\u201d<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote callout-pullquote--long\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-up\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tSuccessful execution requires the urgency and speed to seize fleeting opportunities faster than competitors.\n\t\t\t\t\t<\/p>\n<\/div>\n<p>Transparent OKRs also provide a framework for disciplined and productive feedback discussions. \u201cNobody likes tough feedback,\u201d Kapoor said, but \u201cthey will come back and thank you at some point, as long as the feedback was actionable and fair.\u201d He structures check-ins with his team around their OKRs: \u201cHere\u2019s what you signed up for. Let\u2019s go through and see where you are tracking to them, and let\u2019s talk about what you want to do in the second half of the year.\u201d The key, Kapoor said, is being \u201cvery disciplined around just repeating ourselves and following through on OKRs and, as a leader, talking about them publicly.\u201d<\/p>\n<h3>3. Instill urgency and set ambitious goals.<\/h3>\n<p>Successful execution requires the urgency and speed to seize fleeting opportunities faster than competitors; complacency is the mortal enemy of urgency. \u201cI don\u2019t walk into any meeting today where I\u2019m not pushing people to get things done faster than they think they\u2019re going to get them done,\u201d Kapoor said. \u201cOtherwise, they start to think that they have infinite timelines and infinite resources just because we\u2019re bigger. \u2026 The shorter the timeline, the more motivated people are to go get after things.\u201d As leaders, Kapoor said, \u201cour mandate is to challenge and get the business units moving and to ensure that they are not being complacent.\u201d <\/p>\n<p>Setting ambitious goals is a powerful way to fight complacency, but many organizations struggle to set goals that are ambitious yet achievable. Kapoor explained Morningstar\u2019s approach: \u201cYou want to have ambition in your long-term plans, and you want to set those in a way that feels difficult. \u2026 Every quarter is a step toward achieving that three-year plan. You need to be realistic as to what needs to get done in a quarter, and you need to be super ambitious in the three-year plan.\u201d <\/p>\n<p>Kapoor cautioned against punishing people for missing ambitious targets, because it could discourage people from setting stretch goals in the future. \u201cIt\u2019s important not to penalize people when they are overly ambitious and they don\u2019t get to an outcome,\u201d he said. \u201cThe key thing then is to have an honest reflection on why something wasn\u2019t achieved.\u201d<\/p>\n<p><em>Want to hear more advice from Kapoor? Watch this conversation and the entire series on the\u202f<a href=\"https:\/\/www.youtube.com\/@culturexculturexculturex\" target=\"_blank\">CultureX YouTube channel<\/a>, on\u202f<a href=\"https:\/\/open.spotify.com\/show\/6oSF9YHbZGhj8UHrFE6mCf?si=8bb3324edb1f4e44\" target=\"_blank\">Spotify<\/a>, or on\u202f<a href=\"https:\/\/podcasts.apple.com\/us\/podcast\/culture-champions-by-culturex\/id1774969910\" target=\"_blank\">Apple Podcasts<\/a>.<\/em><\/p>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<div class=\"article-left-col--footer\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">\u0422\u0435\u043c\u044b<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Culture Champions<\/h4>\n<p>\n            Building a healthy culture is one of the most important \u2014 and hardest  \u2014 leadership jobs. These articles, based on a webinar series and research by Donald Sull and CultureX, share actionable advice from leaders whose cultures produced exceptional business results and a world-class employee experience.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/culture-champions\/\" class=\"article-section__link\"><\/p>\n<p>           \u0414\u0440\u0443\u0433\u0438\u0435 \u043c\u0430\u0442\u0435\u0440\u0438\u0430\u043b\u044b \u0438\u0437 \u044d\u0442\u043e\u0439 \u0441\u0435\u0440\u0438\u0438<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<div class=\"article-authors\" id=\"article-authors\">\n<h4 class=\"article-authors__title\">\u041e\u0431 \u0430\u0432\u0442\u043e\u0440\u0430\u0445<\/h4>\n<div class=\"article-authors__bio\">\n<p><a href=\"https:\/\/www.linkedin.com\/in\/donald-sull-1077444\/\" target=\"_blank\">Donald Sull<\/a>\u202f(<a href=\"https:\/\/x.com\/culturexinsight\" target=\"_blank\">@culturexinsight<\/a>) is a professor of the practice at the MIT Sloan School of Management and a cofounder of\u202fCultureX.\u202f<a href=\"https:\/\/www.linkedin.com\/in\/charles-sull\/\" target=\"_blank\">Charles Sull<\/a>\u202fis a cofounder of CultureX.<\/p>\n<\/div><\/div>\n<\/div>\n<p>#Morningstars #CEO #Drives #Relentless #Execution<\/p>","protected":false},"excerpt":{"rendered":"<p>Topics Culture Champions Building a healthy culture is one of the most important \u2014 and hardest \u2014 leadership jobs. These articles, based on a webinar series and research by Donald Sull and CultureX, share actionable advice from leaders whose cultures produced exceptional business results and a world-class employee experience. More in this series Aleksandar Savic [&hellip;]<\/p>","protected":false},"author":1,"featured_media":6578,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-6577","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How Morningstar\u2019s CEO Drives Relentless Execution - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/ru\/how-morningstars-ceo-drives-relentless-execution\/\" \/>\n<meta property=\"og:locale\" content=\"ru_RU\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How Morningstar\u2019s CEO Drives Relentless Execution\" \/>\n<meta property=\"og:description\" content=\"Topics Culture Champions Building a healthy culture is one of the most important \u2014 and hardest \u2014 leadership jobs. 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