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‘Don’t do a Rose’ — NatWest chief’s exit prompts a new set of rules for bosses


U

p flashed a picture of a well-known businesswoman.

The room fell silent, faces tensed, heads shook. They all knew who she was. Indeed, she was the reason why we were here.

She was Dame Alison Rose, until recently the CEO of NatWest. Widely regarded as an excellent boss, a fine banker, a superb representative of an industry that has not exactly been covered in glory these past years, Rose went because she said too much.

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