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Mozilla’s Eich, and the Role of Personal Beliefs in Corporate Transparency

Complete transparency can be challenging for companies of all sizes and sectors, but is a goal that should be strived for. As the resignation of Mozilla’s CEO Brendan Eich shows, the subject has never been more topical than it is today.

ChiefExecutive.net CEO Briefing Newsletter , Leadership , Leadership & Strategy , Personal Effectiveness April 11 2014

6 Tips for Improving a CEO’s Reputation Among Employees During a Crisis

CEOs often have to make tough decisions involving mergers, acquisitions, layoffs, salary freezes and more. Certain events, even when they are the best decision for the long-term health of the company, can generate widespread fallout, including damaging the reputation of the CEO. Communications consultants David Johnson and Don Middleberg offer tips to help CEOs handle negative reputational issues.

ChiefExecutive.net CEO Briefing Newsletter , Leadership , Leadership & Strategy , Personal Effectiveness April 11 2014

Mobility Payoff Slow in Coming, but CEO Involvement Critical

Few doubt that mobility will drive future operational efficiencies and new revenues across nearly every business sector. But to date, only a small group of early adopters are seeing a return on their investment. Despite slow payback, however, CEOs should be accelerating their mobile efforts, given the potential benefits.

ChiefExecutive.net CEO Briefing Newsletter , Mobile , Technology April 11 2014

Guidelines for Revitalizing a Brand

History shows that ignoring or missing a major consumer trend or behavioral shift can have significant detrimental effects on brand survival. Some never recover, but others have learned how to reinvent themselves. Here are some suggestions for revitalizing a brand, from CEOs who have achieved it.

ChiefExecutive.net Branding , CEO Briefing Newsletter , Marketing & Sales , Strategy April 11 2014

Navigating the New Normal

Listening to John Veihmeyer brings to mind the old saying, “May you live in interesting times.” His message: today, companies across every sector face an inordinate number of global challenges, many of which will demand radical transformation. After 36 years at the global audit, tax and advisory services firm KPMG, Veihmeyer would certainly have the perspective to know.

Lynn Russo Whylly CEO Briefing Newsletter , CEO Profile April 10 2014

Why Culture is The Basis of Building & Investing: What Carlyle Group’s Example Holds for CEOs

Billionaire buy and hold investor Ron Baron says he invests in people, not companies. Before he opens his investment war chest, he dives deep into a company, actually meeting the leadership and seeing the tone they set from the top. No matter how “successful” a company looks on paper, it’s the meet and greet and getting to know the people involved in the organization and their culture that seals the deal for him. Peeling back his 25 billion investing portfolio, one of his investing jewels is The Carlyle Group.

Lori Ann LaRocco CEO Briefing Newsletter , Culture , Talent Management April 8 2014

Lessons for CEOs from Mary Barra’s Ordeal

General Motors CEO Mary Barra’s faced the firing squad during her two days of Congressional testimony last week on the ignition-switch recall fiasco. Now she has to figure out how to pivot to the future – by fixing the culture. It’s all about transparency and authenticity.

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy April 6 2014

Chevron CEO Shows Rewards of Standing up to Green Bullies

CEOs often opt to settle suits brought by environmentalists and other third parties against companies all around the world. Chevron CEO John Watson just demonstrated the potential rewards of sticking things out and fighting for ultimate justice rather than kowtowing to the rabid complaints of extreme progressives wanting to stick it to “big oil.”

Dale Buss CEO Briefing Newsletter , Governance/Compliance , Leadership & Strategy April 6 2014

Five Rules How CEOs Can Redefine Winning with Strategic Suppliers

The University of Tennessee set out to research some of the world’s most successful strategic partnerships—including those at P&G, McDonald’s and Microsoft—to see how and why these relationships added value. The research identified five principles that CEOs everywhere can use to transform supplier relationships.

Kate Vitasek CEO Briefing Newsletter , Operations , Supply Chain/Logistics April 6 2014

Kaizen and Other Tools to Improve Culture and Boost Productivity

Don’t wait for a crisis to unhinge your strategic plans. CEOs can use the principles of continuous improvement to engage employees in ways that can improve productivity while creating a culture of direct involvement. Here’s how.

Colin Baird CEO Briefing Newsletter , Leadership & Strategy April 6 2014

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