2012 Editorial Calendar


Ad closing: November 8, 2011; Material due: November 15, 2011; Mail: December 21, 2011

40 Best Companies for Leaders:

6th annual ranking based on a multi-step selection process of companies most committed to leadership development including personal commitment of the CEO, conducted in partnership with Chally Worldwide.


Coverage of Harnessing Emerging Technology event at Stanford Business School

Mighty mini-multinationals:

How feisty SMEs have carved successful international growth strategies in niche markets in manufacturing, retailing and services.  Why a surprising number can teach the big multinationals a thing or two. [Bill Holstein]

Better CEOs seek better feedback:

A cross section canvas of selected CEOs of small, medium and large firms reveal what some business leaders do to get useful, unvarnished, agenda-free input on what they need to know especially when they don’t know they need to know. The canvas will also seek to know what they do with it when they get it. [Cheryl Einhorn]

Can co-CEO arrangements really work?

They didn’t for Citi’s John Reid and Sandy Weill, but have for companies like Amway and Smucker’s.  Now it’s Deutsche Bank’s turn with Anshu Jain and Juergen Fitschen. It’s a difficult high-wire act even when it succeeds. [Russ Banham]

Sharing leadership is harder than it sounds.

Insights of INSEAD study by Declan Fitzsimons & Gianpiero Petriglieri, INSEAD

Trends & Developments:

The threat of scientific illiteracy to U.S. company competitiveness and what business leaders can do about it. [John Kador]

CEO Guide (sponsored supplement):

Executive Education [CJ Prince]

Essentials for CEO personal effectiveness:

How to get the most from your CTO (Chief Technology Officer)

Executive Life:

Extreme sports & activities [George Nicholas]



Ad closing: January 10; Material due: January 17; Mail: February 22

CEO2CEO Leadership Summit:

Coverage of CEO event at NYSE

CEO roundtable coverage:

“What to Look for in a Strategic Partner to Grow Your Business” [Jennifer Pellet]

Analyze This.

Companies are gathering Himalaya-like mountains of data to get at a better understanding of customers and competitors. A new sub-science of data analytics is emerging to help make sense of the impenetrable. This feature looks at who is doing what and how some firms are using this to gain a big edge. [Bill Holstein]

Asia’s Rising Stars:

10 emerging companies in Asia that are going global, preparing to go public in the U.S. –and most importantly changing the global competitive landscape. [Rebecca Fannin]

The Self-Destructive CEO:

How to recognize when a business leader becomes a danger to himself and the company he leads.  [CJ Prince]

CEO Guide (sponsored supplement):


Essentials for CEO personal effectiveness:

How to get the most from your CSO (Chief Sustainability Officer)

Executive Life:

Resort club and unique spa getaways [Michael Gelfand]



Ad closing: March 16; Material due: March 23; Mail: April 26

Best and Worst States for Business:

(based on annual CE survey)

Best and Worst States for Start-ups:

The view from entrepreneurs [Dale Buss]

Sizing-up the Texas  model for economic development and growth :

What works; what doesn’t, and which states/regions have gone Texas one better in selected industries. Sidebar: Top job creators [Bill Holstein]

Embedding Creativity:

A survey from IBM’s Institute for Business Value last year showed that CEOs value one leadership competency above all overs, the one that would make or break a company’s future success. It wasn’t operational effectiveness or financial acumen, but rather, creativity. With Steve Jobs’ resignation, Apple is soon to find out whether its creativity has been sufficiently sewn into the culture to survive a leadership change and what will likely be a new era with new and more invigorated competitors. Sidebar: How seven SMEs make innovation so integral to the corporate culture that it withstands leadership changes, external challenges, etc. [CJ Prince]

CEO Guide (sponsored supplement):

Executive retreats and board meetings

Essentials for CEO personal effectiveness:

How to get the most from your CPO (Chief Procurement Officer) [John Kador]

Executive Life:

Luxury second homes [Michael Gelfand]



Ad closing: May 11; Material due: May 18; Mail: June 21

Chief Executive of the Year:

Who will follow Alan Mulally, Hugh Grant, Jim Skinner, Anne Mulcahy, Bob Ulrich, A.G. Lafley,  and 20 previous honorees of this peer-selected award now in its 27th consecutive year.

Where’s the venture capital?

Billions are flowing into the hands of Groupon, Twitter and Facebook, but entrepreneurs in other industries and in other geographies are starving for venture capital. Why is the flow of VC money skewed toward social media?  Sidebar: What can cities and regions can do to grow their own venture capital industries?[Bill Holstein]

Aligning Human Capital with Business Objectives:

It’s one of the toughest challenges for a CEO—determining the right skill sets and competencies to achieve strategic objectives.  Despite 9 percent unemployment, there is a war for talent going on across the globe. No one wants to get caught short of people at a time of need, but no one wants the financial burden of the wrong intellectual assets or just too many employees. Sidebars: Outsourcing of more functional jobs, and, the new notion of continuous recruiting. [Russ Banham]

Forget best practices—innovate where you differentiate

Sometimes best practices aren’t the best strategy to follow because middling companies tend to emulate the best and the worst drop out or undergo significant change. You innovate around the best capabilities, the ones that best differentiate you from competitors.

CEO Guide (sponsored supplement):

Management Consulting

Essentials for CEO personal effectiveness:

How to get the most from your CPA (Chief Personal Assistant)

Executive Life:

Top rugged vehicles for CEO[Bill Holstein]



Ad closing: July 18; Material due: July 25; Mail: August 30

Chief Executive of the Year celebration at NYSE:

Coverage of event + roundtables [Jennifer Pellet, , CJ Prince]

Chief Executive’s 35th Anniversary Year:

A look at how leadership paradigms and icons have changedover three and a half decades.

Superior Strategies for Leveraging Intangible Capital

An estimated 70 percent of the value of the average company today is intangible and depends on invisible assets such as personal networks and skills, capacity to innovate, reputation, patents, and collective knowledge not easily captured on a balance sheet. Competitive advantage rests on what one knows as opposed to what one owns.  Here’s a guide for CEOs to leverage their company’s full capacity. Sidebar:  DuPont, American Semiconductor, and Google among others have taken extraordinary precautions to defend, protect and acquire sensitive IP. What can SMEs do? [Russ Banham]

World’s 10 Best Innovators

and what every CEO can learn from them [Bill Holstein]

The New Manufacturing Revival:

How Companies Are Re-establishing Competiveness by Re-inventing How –and Where–They Manufacture [Dale Buss]

Do CEOs Make Credible Politicians?

A survey of present and former business leaders who are running for political office in 2012 and whether they are getting traction.

CEO Guide (sponsored supplement):

Wealth Management [Dale Buss]

Essentials for CEO Personal Effectiveness:

How to get the most from your DMM (Digital Media Marketing Officer)

Executive Life:

Timeless timepieces [Michael Gelfand]



Ad closing: September 7; Material due: September 14; Mail: October 18

Wealth Creators Index:

5th annual ranking of S&P CEOs who have held their jobs at least three years. Conducted in partnership with Applied Finance Group, Drew Morris)

Outlook Agenda:

A dozen prominent CEOs assess business challenges and issues for the coming year. [Dale Buss]

Innovation & Technology:

Leveraging social media to collaborate with employees and customers– What works; what doesn’t

Governance for the Closely Held Firm:

Family –owned businesses have entirely different sets of issues from publicly traded ones. The big challenge is to prevent family issues from interfering with the running of the business.  Some practices include requiring children to start their careers elsewhere; establishing advisory boards that include outside experts; establishing orderly succession plans especially when the eldest offspring is not the most capable leader. [Bill Holstein]

Essentials for CEO Personal Effectiveness:

How to get the most from your CCO (Chief Communications Officer) [Cheryl Einhorn]

CEO Guide (sponsored supplement):

Best of Executive Living [Michael Gelfand]