ChiefExecutive.net

Topics

• Leadership & Strategy›

  • Why Ask Why?

    Innovation often begins with a question. Disruptive innovators ask more questions than non-innovators—and their questions tend to be more provocative, according to an eight-year research project based on interviews with founders and CEOs of the world’s most innovative companies.

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  • Why do Volatile CEOs Have Nine Lives?

    The intense pressure for boards to hire the right leader, often blinds them to leadership gaps that ultimately result in a costly hiring mistake. Here’s how to avoid such missteps.

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  • 10 Best Companies for Leaders: How Focusing on Leadership Development Creates a Competitive Advantage

    Our “Best Companies for Leaders” is a list of corporations who lead the pack when it comes to leadership development. They generate significant market share, make leadership development a high priority despite time and financial pressures, and their executives spend more personal time mentoring leaders.

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• Technology›

  • Will a Facebook IPO Trigger a New Wave in Business?

    Venture capitalists can be a bipolar lot. Elation is often followed by depression followed by another emotional high. This quarter’s Silicon Valley Venture Capitalist Index declined for the third consecutive quarter, landing at a 3.27 out of 5. Yet, the outlook may not be as dire as this index may imply.

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  • CEOs Tackle Technology

    In November, more than 65 CEOs gathered in Silicon Valley to assess how mobile, cloud, social media and analytic technologies [...]

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  • How to Get the Most From Your CIO

    Savvy CEOs partner with their CIOs to drive efficiencies and enhance business capabilities.

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• Corporate Finance›

  • How CEOs Can Control Health Care Costs in 2012

    Group health care plan costs rose only 6.1% on average in 2011, which is down from 2010’s 6.9%. But, the future of health care costs will be uncertain until the Supreme Court rules on the legality of the Patient Protection and Affordable Care Act (PPACA) sometime next June. Here’s how you can start to control your costs in preparation for the legislative changes that are bound to affect your bottom line.

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  • Mergers and Acquisitions: A Deal Gone Wrong

    For our November/December 2011 issue, former CEO and chairman of Procter & Gamble A.G. Lafley tells Chief Executive about an acquisition gone wrong.

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  • M&A Online Exclusive Content

    The brutal truth is that most mergers fail to create market value. Here are some additional M&A pitfalls from Chief’s Russ Banham

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• Talent Management›

  • The Limits of Monetary Incentives

    Money isn’t the great motivator people often suppose. In fact, excessive monetary rewards can lead to bad behaviors.

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  • Why do Volatile CEOs Have Nine Lives?

    The intense pressure for boards to hire the right leader, often blinds them to leadership gaps that ultimately result in a costly hiring mistake. Here’s how to avoid such missteps.

    Read More ›

  • Leading Executive Education Programs

    Table indicates the number of courses offered in each area. Institution Strategy & Leadership Finance Ops Mktg IT HR Global/ [...]

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• CEO Life›

  • CEOs Who Ride the Wind

    Greek mythology’s Icarus, using wax wings, crashed because he flew too close to the sun. But a fair number of [...]

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  • How Accurate is the Idea of the Narcissist CEO?

    A recent study from a management professor at Penn State explores the “Narcissistic CEO,” claiming that qualities like investing heavily in advertising and R&D or conducting lots of acquisitions (and paying high premiums for those acquisitions) indicates that a CEO is narcissistic and may run a company into the ground. Sure, too much ego isn’t a good thing, but is this study taking things too far?

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  • 54% of CEOs Say Top Spot is More Complex than Expected, Feel Isolated from Staff

    A new survey from RHR International has insights into the current pysche of the public company CEO; 50% of CEOs feel isolated and 50% feel increased pressure to perform well financially in a short period of time. Are the external pressures on CEOs leading them to make the best long-term decisions?

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• Operations›

  • So, You Want to be a Multinational?

    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.

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  • It’s All About Removing Hassles: Demand

    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”.

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  • The Payback Potential of Power

    Most CEOs know the exact cost of their IT or healthcare spending, yet most don’t know the costs associated with [...]

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• Global Business›

  • Derailing the NYSE and Deutsche Börse Merger

    The merger vision of NYSE and Deutsche Börse management agreed to by their respective shareholders and US regulators has been thwarted by European regulators’ misunderstandings of the evolving financial system.

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  • The Perils of Scientific Illiteracy

    “Apple employs 700,000 factory workers in China because we can’t find the 30,000 engineers in the U.S. that we need on site at our plants,” Apple CEO Steve Jobs told President Obama. “If you could educate those engineers, we could move more manufacturing jobs here.” Jobs made the point that American competitiveness was being hollowed out by immigration policies that educate a growing number of foreign engineers at the best U.S. universities then immediately send them home.

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  • Capitalism Under Siege: What CEOs Are Up Against

    Is capitalism being threatened? One might think so listening to recent presidential candidates banging on about “vulture” capitalism and “asset stripping” private equity companies. And these are the Republicans talking! But let’s step back. What’s really going on?

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• Marketing & Sales›

  • Pitch Battle: Beware the Sports Metaphor

    Businesses love to use glamorous athletes in their TV commercials and print ads. Sometimes this works great (Michael Jordan, George Foreman); sometimes not so great (Kobe Bryant).

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  • Use Technology to Mobilize Your Sales Force (Without Overwhelming Anyone)

    The biggest challenge is getting salespeople to adapt to new technologies and finding tools that tackle tedious tasks and make time for more deals. Where there’s WiFi, there’s a way to capture and input data, and communicate with clients professionally and personally.

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  • Over-Surveyed Nation: ‘Your Opinion Is Important to Us!’

    Gone are the days when you might get the occasional survey request in the mail, or — dreaded — on the phone. And remember those postcards in hotel rooms asking you to comment on your stay? So 1990’s. Now, it’s digital, and it’s relentless.

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• Governance/Compliance›

  • Preparing for Board Director Retirement: A Customized Approach to Succession Planning

    Historically, Board Director Succession Planning has been relegated to a process focused on simply “replacing” a particular individual who is retiring with someone who is most like that particular individual. Although instituted quite frequently, this historical approach ignores three truths that are worth examining.

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  • Will Government Crush Economic Recovery?

    There is little question that if the US is to recover from this recession and if unemployment is to be driven down, small business will lead the way. Unfortunately, intentionally or unintentionally, the government is crushing our one hope of recovery.

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  • Study Says CEOs Disappoint as Board Members, But Numbers Tell a Different Story

    A recent survey suggests that sitting CEOs may actually be less effective directors than non-CEOs, citing the responses of 79 percent of directors who said sitting CEOs were no more effective in the role than non-CEOs.

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