Is It Time for Facebook to Consider Hard Limits to Zuckerberg’s Power?

Editor’s Note: Sometimes the boss can put his company in a tough place. Here’s an overview of the types of key man risk.

It may seem tough to remember now, but just three months ago, the mood at Facebook Inc.’s headquarters was one of total relief. In mid-April, Mark Zuckerberg, chairman and chief executive officer, successfully parried lawmakers’ complaints during two days of congressional hearings. He’d been made to apologize for allowing Cambridge Analytica, a now shuttered right-leaning political consultant, to access data from Facebook users without their consent. Along the way, he’d suffered small indignities: His notes had been published; the boosterlike cushion he’d sat on had been mocked. But he’d survived.