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In Defense of Which CEOs?

“Chauffer-driven limousines, millions in stock options, golden parachutes. It’s no wonder bosses’ pay and perks can rankle,” write Ray Fisman and Tim Sullivan of The Wall Street Journal. The writers argue that “many CEOs are overpaid—or even paid for incompetence, but you can only appreciate good performance once you understand what a leader does.” But is this a balanced understanding of where CEOs are in terms of the reality on the ground?

ChiefExecutive.net CEO Briefing Newsletter , Governance/Compliance January 17 2013

Shareholder Activism, Increased Expectations Add to Pressure on CEOs

CEOs and boards of directors are feeling the pressures of increased stakeholder activism and scrutiny. When asked in the RHR International 2013 CEO Snapshot Survey about the current biggest threat to their tenure, 22 percent of CEOs cited “failure to perform to stakeholder expectations,” compared to just 12 percent in January 2012. In addition, more than half (57%) say that they will be driving a change in their company’s strategy this year.

ChiefExecutive.net CEO Briefing Newsletter , Corporate Finance January 17 2013

3 Steps to Eliminate the Innovation Frame Factor

In this ever-changing marketplace, innovation is crucial to an organization’s survival. The ability to anticipate the needs of a target market and provide a unique and novel solution is the ultimate goal for CEOs. Yet, between 2006 and 2008 only nine percent of for-profit companies were active in product or process innovation, according to the National Science Federation. In an era where the average corporate lifespan has plummeted to just 40 years, avoiding innovation is inexcusable. But before you jump head first into innovation, there’s something you should be aware of: The Innovation Frame Factor.

Steve Krupp and Jacqueline Claudia CEO Briefing Newsletter , Leadership & Strategy January 17 2013

E-Learning’s Evolution

Emerging from the recession, executive-education curricula are delivering more customized learning programs.

CJ Prince CEO Briefing Newsletter , CEO Life January 15 2013

The Reasons—and Risks—Behind Corporate Social Responsibility

Editor’s note: To analyze the value of so-called corporate social responsibility, Ethical Chic –from which the following is excerpted–takes an in-depth look at six companies known for CSR qualities—deservedly or not: American Apparel, Apple, Starbucks, Timberland, Tom’s of Maine, and Trader Joe’s.

Fran Hawthorne CEO Briefing Newsletter , Governance/Compliance , Leadership & Strategy January 14 2013

2013 Best Companies for Leaders – Top 5

Top 5 Best Companies for Leaders #1 – P&G – Tackling Turnover P&G again tops the list as the Best [...]

ChiefExecutive.net Best Companies for Leaders , CEO Briefing Newsletter , Leadership & Strategy January 10 2013

U.S. Plunges in Economic Freedom Index

The United States, long considered the standard bearer for economic freedom among large industrial nations, has experienced a substantial decline in economic freedom during the past decade, according to researchers who created the Economic Freedom of the World (EFW) index .

ChiefExecutive.net CEO Briefing Newsletter , Corporate Finance January 10 2013

The CEO Imperative: Identifying and Developing Leaders and Future Leaders

In today’s challenging economy, CEOs and senior executive teams are facing enormous challenges when it comes to achieving and sustaining breakthrough operating results. Globalization, economic change, more stringent regulation, and tougher governance make realizing shareholder value increasingly difficult. But, there is a tougher challenge: identifying and developing new leaders.

John Mattone CEO Briefing Newsletter , Leadership & Strategy January 10 2013

Three Strategies for Revenue Growth

When companies grow from year to year, they don’t grow in a straight line. They hold onto some revenue from current customers, they lose some revenue and customers, and they grow in other areas. Analyzing the ebb and flow of revenue and profit can help a company understand how it grows, plan for future growth, align sales roles, and motivate the right results in those roles.

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy January 10 2013

If you Meet the Chief Executive on the Road, Kill him!

When a business’s top executive is burdened with aggrandized ideas about what he is capable of, then he and those working under him lose sight into the nature of contemporary leadership

Byron Woollen CEO Briefing Newsletter , Leadership & Strategy January 4 2013

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