The disastrous and embarrassing recall of Samsung's Galaxy Note 7 smartphone is showing CEOs that while a top-down leadership culture might help get things done quickly, it doesn't necessarily mean they'll get done right.
Riddled with bunkers, the path of a startup drug company demands perseverance and adaptability.
CEOs, like many others, are doubtless shaking their heads over Wells Fargo’s announcement last week that it would pay $5 million to customers and $185 million in penalties for allegedly having signed customers up for more than 2 million deposit and credit card accounts.
As the movie Sully cleaned up at the box office for the second week in a row, we took a look at lessons other CEOs and leaders could learn from Captain Sullenberger's split-second decisions.
Many middle-market firms lack sufficient disaster plans, business continuity plans, and insurance to prepare for and recover from large-scale natural disasters, according to a recent survey of its partner firms and brokers by Assurex Global.
While some of this may seem obvious, what’s not so obvious is how to implement these things correctly.
Salvaging a foundering business can sometimes be as difficult as turning around an aircraft carrier in the Panama Canal. As a new CEO, you may inherit a company with declining revenue, nonexistent profit, flawed products/services and poor morale. That was the scenario this CEO discovered two weeks after being hired at Ready Pac Foods, a producer of convenient, healthy fresh food.
The wildfires in Alberta, Canada, are a stark reminder that natural disaster can strike almost anywhere at anytime. According to German global reinsurer Munich Re, disasters resulted in more than $90 billion in insured losses around the globe in 2015. CEOs must ensure that their companies and employees are both prepared and covered at all times.
Supply chain management has emerged as a crucial component of operations management.
It's difficult enough to lead in good times, but it's even more challenging to lead in a time of crisis. While most companies have some sort of crisis plan in place, many are inadequate and untested, and contingency mitigation techniques and risk management programs can easily become overwhelmed. Whether it's plummeting share prices or a major brand image problem, it's up to the C-suite to own the situation and lead through the choppy waters.