If a company’s products and services are scalable, but the CEO’s leadership ability is not, that’s a big problem. Participants at a Chief Executive roundtable discuss solutions.
Disruption and the hyper-acceleration of change has shortened cycles in every industry, putting all CEOs under pressure not only to create cultures that are dynamic and nimble enough to evolve quickly, but to be ever more flexible and adaptable themselves.
You're on the lookout for more organic growth but have competing priorities across your organization. Should you hire that new salesperson or invest more in digital marketing? Should you enter a new market or launch a new product? Should you focus on finding new customers or getting more value from existing ones? The ideas are limitless, but the clock is ticking and the time to act is now. Click here to view this complimentary webinar.
Despite the emerging trends and challenges facing tax executives, an opportunity exists to develop a compelling case for change. It is the responsibility of the CEO to create an environment that facilitates that business case and drives an operating plan for greater tax performance.
In a hypercompetitive climate characterized by constant disruption, talent is a must-have weapon for long-term survival. With the war for talent at a peak, companies are devoting more resources—and a greater share of the CEO’s time—to finding and keeping the best.
Too often, companies manage to woo top talent only to lose them to competitors within months. An effective onboarding program can increase three-year retention by two thirds and first-year productivity by close to 50 percent. And as millennials and post-millennials become a larger part of the workforce, engagement starting on day one is becoming the new table stakes in the war for talent.
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