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Using the “Plan, Do, Check, Act” Model to Improve Your Company’s Culture

When artists create a beautiful painting, they begin with a blank slate. Their vision and clarity for what the painting will ultimately look like begins to improve with each successive paint stroke. CEOs can use the same learning techniques to improve their organization’s culture with the “Plan, Do, Check, Act” (PDCA) model, which increases the likelihood of success through layered improvements.

Colin D. Baird Strategy May 16 2014

Infographic of the Week: Corporate Sense of Purpose Leads to Growth

Organizations with a strong sense of purpose are more likely to invest in initiatives that can lead to long-term growth.

ChiefExecutive.net Budgeting , Strategy May 15 2014

The CEO as Growth Leader

Although still wary of the global economy and the effect government policies will have on profit margins, CEOs are clearly feeling confident enough to begin shifting their focuses from pure survival mode to looking for growth opportunities.

Dr. Thomas J. Saporito Leadership , Strategy May 8 2014

More Corporations Are Incorporating Open Innovation

Faced with an increasing number of disruptive challenges from new technology, social media, and global competition, U.S. businesses have responded by investing more time and money in innovation. Traditionally, the search for innovative products, services and processes was performed internally behind closed, secure doors. The results of these efforts, however, have been underwhelming.

Coley Brown Innovation , Leadership , Strategy May 7 2014

Chart of the Week: Are CEOs Overestimating Their Company’s Ability to Execute Strategy?

Just 39 percent of CEOs and board leaders believe their divisional and department leaders can drive successful strategy execution.

ChiefExecutive.net Strategy April 25 2014

10 Tips for Making a Successful Acquisition

Mark Zuckerberg’s acquisition of Oculus only took three and a half days. Your acquisitions will likely not be as quick or as easy, but there are ways to cut out some of the red tape and ensure they will be just as fruitful as Facebook’s.

Lynn Russo Whylly Leadership & Strategy , Strategy April 18 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.

Lynn Russo Whylly Branding , CEO Briefing Newsletter , Marketing & Sales , Strategy April 11 2014

Six Key Elements of Strategic Thinking for CEOs

Strategic thinking emphasizes the need to balance today’s performance with future opportunity in order to manage risk and navigate through the uncertainty of the business landscape. The ability to think strategically sparks new ideas and future business propositions that are the lifeblood of long-term success, but many CEOs and senior executives continuously struggle to look past the present and put the future in focus. In fact, Chief Executive magazine has previously reported that a staggering seven out of 10 leaders don’t consider themselves to be strategic. So, where have all the strategic leaders gone?

Samantha Howland CEO Briefing Newsletter , Leadership & Strategy , Strategy September 20 2013
co-ceo2

Two for the Road: The Rise of Co-CEOs

Are two heads better than one? When it comes to leading an organization, whether it’s a large, global enterprise or a small mom and pop shop, the answer seems to be yes. While some co-CEO arrangements enjoy the brief bliss of a Kardashian wedding, most stand the test of time.

Russ Banham Strategy April 2 2012

Repeatability: Build Enduring Businesses for a World of Constant Change

Three organizational design principles are at the core of many enduring business models. Some companies show a common simplicity in executing the strategy.

Chris Zook and James Allen Leadership & Strategy , Strategy April 2 2012

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