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Amazon, Apple, Facebook, and Google are the four most influential companies on the planet. Just about everyone thinks they know how they got there. Just about everyone is wrong.

For all that’s been written about the Four over the last two decades, no one has captured their power and staggering success as insightfully as Scott Galloway.

Instead of buying the myths these compa­nies broadcast, Galloway asks fundamental questions. How did the Four infiltrate our lives so completely that they’re almost impossible to avoid (or boycott)? Why does the stock market forgive them for sins that would destroy other firms? And as they race to become the world’s first trillion-dollar company, can anyone chal­lenge them?

In the same irreverent style that has made him one of the world’s most celebrated business professors, Galloway deconstructs the strategies of the Four that lurk beneath their shiny veneers. He shows how they manipulate the fundamental emotional needs that have driven us since our ancestors lived in caves, at a speed and scope others can’t match. And he reveals how you can apply the lessons of their ascent to your own business or career.

Whether you want to compete with them, do business with them, or simply live in the world they dominate, you need to understand the Four.

Momentum is your greatest ally–with it you can do anything, without it you will stall. As CEO you hate surprises, especially the kind that undermines momentum–yours or the organization you lead.

Every CEO’s journey is unique. However, there exists a very predictable, but previously unknown pattern: the CEO life cycle. The Four Dilemmas of the CEO outlines the common challenges that every CEO will face during their tenure, irrespective of geography or industry. Once understood, action can be taken to break through these glass ceilings that cause CEOs to get stuck in the business, while their mandate for working on the business is continually diverted.

Framed within the life cycle of a CEO, the Four Dilemmas are:
1. You’re in charge of everything, but cannot completely trust anything.
2. You know that today’s executive cannot deliver tomorrow’s results.
3. How do you engage the full capability of your executive working on the business when they are at capacity working in the business?
4. At what point does the price of remaining personally relevant outweigh your other options?

In the first book to focus on these four issues collectively, the authors draw on their decades of experience as trusted advisers across a range of industries to show every executive how to recognize and anticipate the individual dilemmas, master them, and accelerate through them.