CEOs who thoughtfully and methodically approach their staff with specific questions about their company, leadership and strategy can cultivate not only valuable feedback, but build a culture of give and take that may boost productivity and make a good leader into an even better one. Here are some examples of how CEOs have used feedback to strengthen their organization.
Every CEO should be developing a strategy to inculcate innovation in the fabric of their company so that they have a sustainable unique value proposition which gives them a competitive advantage by creating an emotional bond with their customers.
When Jeff Immelt took control of GE as CEO in 2001, 70 percent of the company’s business was domestic. Today 65 percent is derived from outside the U.S. As a result, Immelt is pushing for American companies to become more competitive in world markets— something he believes whole-heartedly can be done. Here’s what the GE CEO had to say about interational operations and the effort to get more U.S. companies in the game.
Mobility is not just about building ‘apps.’ Like any transformative technology it requires a coherent strategy that the entire organization is equipped to carry out.
Digital technologies will soon disrupt nearly all traditional companies’ business models regardless of industry, size or success.
It turns out that small- and medium-sized brick and mortar companies can use analytical tools just as the largest corporations can—or the hottest Web-based social media startups or the biggest intelligence agencies with three-letter names.
Just because a company is smaller than an M&A-eating behemoth the size of Procter & Gamble doesn’t mean it can’t [...]
How does one define M&A success? Chief Executive reached out to two respected corporate performance consultancies—EVA Dimensions and Applied Finance Group—and put the question to them.
What is it that separates winners from losers in M&A transactions? To get a grip on the answer, Chief Executive turned to some of the world’s top dealmakers.
As innovative CEOs have discovered, executive assistants can do much more to help them perform effectively, beyond simply digitizing what used to be paper tasks. Modern EAs are conducting corporate research, providing advice on community outreach and even subbing for their bosses at meetings. Here are some tips on how to effectively utilize your EA.
As former IBM CEO Louis Gerstner once said, “People should fear the competition, not their bosses.” Too many leaders confuse openness with weakness. But there’s a difference between strong-minded and bull-headed.
The CEO’s span of control has roughly doubled over the past twenty years, from almost 5 to just under 10. Two immediate questions come to mind: Why? And is this making CEOs more—or less—effective?
You know the feeling. Your body starts to sag like a wet paper bag and ache in all the usual [...]
When CEOs need to blow off steam, many turn to extreme hobbies like racing yachts, flying planes or even space travel. But since these activities are dangerous (and can be fatal) should corporate boards be allowed to regulate a CEO’s extracurricular activities? Where do you draw the line between a CEO’s corporate life and his personal life?
Greek mythology’s Icarus, using wax wings, crashed because he flew too close to the sun. But a fair number of [...]
“In some areas we have outsourced too much,” General Electric CEO Jeffrey Immelt acknowledged in a speech as he announced [...]
Global expansion comes with global risk. As more and more firms expand their supply chains into high-risk emerging markets – often using networks of vendors and agents to rapidly put boots on the ground in these regions – they are increasingly exposed to the kinds of fraud risks that can sink their global aspirations.
When it comes to creating demand, it’s not the first mover that wins, it’s the first to create and capture the emotional space in the market, what the author refers to as the “magnetic”.
When Jeff Immelt took control of GE as CEO in 2001, 70 percent of the company’s business was domestic. Today 65 percent is derived from outside the U.S. As a result, Immelt is pushing for American companies to become more competitive in world markets— something he believes whole-heartedly can be done. Here’s what the GE CEO had to say about interational operations and the effort to get more U.S. companies in the game.
The new book Why Nations Fail argues that nations flourish when they foster inclusive political and economic institutions, and they fail when power and opportunity are concentrated in the hands of the few. Like nations, CEOs need to practice inclusive decision-making if they hope to attain the performance magnitude they are aiming for.
One veteran of consumer products suggests five steps for moving brands forward in developing markets.
The publication of the former Goldman Sachs’ executive’s op-ed should signal to management that the threat of a disconnect between one’s image and brand reality are now greater than ever.
Brand extensions and product expansions don’t always make sense. A razor-like focus on what one does exceptionally well can make all the difference.
Tom Duncan The Challenge. You’re a manufacturing company looking to make headway in a market saturated with established brands. Like [...]
The new book Why Nations Fail argues that nations flourish when they foster inclusive political and economic institutions, and they fail when power and opportunity are concentrated in the hands of the few. Like nations, CEOs need to practice inclusive decision-making if they hope to attain the performance magnitude they are aiming for.
Should business step up its involvement in public policy issues? According to a recent poll conducted by the FTI Consulting firm, shareholders want CEOs to be more engaged in Washington policy debates.
Finding the best healthcare plan for your company is no easy feat, but there are ways to tailor a plan to your needs, as well as pitfalls to avoid in navigating the healthcare marketplace.
Another Triumph for Texas: Best/Worst States for Business 2012