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Author Archives: Dale Buss

Dale Buss
Dale Buss is a long-time contributor to Chief Executive, Forbes, The Wall Street Journal and other top-flight business publications. He lives in Michigan.

Moving Beyond the Core Makes Sense for Many Mid-Market Firms

Big-company CEOs increasingly are being strafed by activist investors and others for moving too far afield of their core businesses, and many are simplifying their organizations as a result. But mid-market chiefs and many of their counterparts at Fortune 1000 companies still have good reasons to move beyond their corporate core.

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5 Major Dynamics to Watch Regarding America’s Energy Future

In many arenas, President Obama is attempting to cement his legacy, and America’s energy future is one of those areas. In his recent amplification of his energy policy, the president has continued to try to weaken the coal industry and buttress “green” fuels such as wind and solar, mainly because of his views on the role of carbon-dioxide emissions in climate change.

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Public Utility Company Exelon Shows Other Sectors and Firms How to Be Innovative

Businesswoman standing looking at marketing flowchart in desert setting

Exelon is a Chicago-based public utility—a traditional, conservative firm. But by some of the moves taking place lately under CEO Christopher Crane—including a new “intrapreneurship” initiative and a flirtation with entrepreneurs known as “Dancing with the Startups”—Exelon seems to be charting a course of reinvention that is unusual for such an old-line concern. And chiefs in other traditional verticals might want to take notice.

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5 Insights for Making the Most of Your Baby Boomer Employees

As the labor market tightens, it’s natural for business chiefs to focus on attracting and keeping Generation Y, which at once has become both the most numerous population of working Americans and the most influential in many ways. But they also should strive to manage effectively their oldest generation, boomers, who comprised the previous largest generation and whose skills, preferences, strengths and weaknesses largely have shaped the modern economy.

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