Dan Bigman

Dan Bigman
Dan Bigman is Editor and Chief Content Officer of Chief Executive Group, publishers of Chief Executive, Corporate Board Member, ChiefExecutive.net, Boardmember.com and StrategicCFO360. Previously he was Managing Editor at Forbes and the founding business editor of NYTimes.com.

Elon Musk’s Tesla Twitter SEC Turmoil: Why CEOs and Boards Should...

For CEOs and public company directors, Elon Musk’s run in with the SEC is worth watching because it could signal where the agency comes down about the evolution of corporate communication in the age of social media.

Lockheed Martin’s Marillyn Hewson: 2018 CEO Of The Year

Passionate, poised and relentlessly methodical, Lockheed Martin’s Marillyn Hewson has proved to be the right leader for risky times. And now she’s Chief Executive’s 2018 CEO of the Year.

Uber’s Founder/CEO Got Too Much Deference From the Board, Says Former...

Former Attorney General Eric Holder was called in to investigate what went wrong at Uber. He recently shared his takeaways, including the power that founder/CEOs often receive from the board.

Harada Method: What Shohei Ohtani Can Teach CEOs About Building Champions

What does LA Angels pitching-hitting wunderkind Shohei Ohtani have in common with Norman Bodek, the Godfather of lean manufacturing in America? They're both obsessed with The Harada Method.

Former Google People Chief Laszlo Bock On 3 Critical Skills Future...

Laszlo Bock, CEO of Humu Few people have had as much influence over the intersection of technology and leadership as Laszlo Bock, who led “people operations” at Google for a decade, helping to create one of the legendary corporate cultures in business history. Bock left Google just over a year ago to launch a tech startup called Humu, focused on using technology and behavioral science to make work, and life, better. In an interview with Chief Executive earlier this year, he shared his top three insights into what CEOs will need to lead tomorrow’s workforce: Authenticity. “By that, I just mean dealing in truth rather than, ‘Here’s what my gut says every time.’ I don’t mean replacing good leadership. I mean actually dealing in truth. Because of social media, because of websites like Glassdoor, it’s really easy for disgruntled employees as well as happy employees to make very public what they think about leadership. That means it’s harder to be a leader because if you’re faking it, the truth will come out.” [caption id="" align="alignnone" width="628"] Join Laszlo Bock and others at the Healthcare CEO Summit, held at the world-famous Cleveland Clinic on October 21. Register here.[/caption] Expertise in Digital. “In the digital world, everybody has a certain expectation of what using technology should feel like that’s driven by the consumer experience. In Spotify, you can make custom playlists; Amazon recommends products to you. Not only do they seem to know you, but they actually then give you recommendations that are helpful. On top of that, the interaction is pleasant. “Compare that to what technology is like in most companies, particularly small and medium-size companies. What your employees expect is an experience that’s just as smooth and silky as a consumer product. So, offering your employees a digital experience of what it’s like to work for you that feels as nice and intimate as your personal consumer technology is increasingly important. In 10 years, it will be essential.” A Scientific, Fact-Based Approach. “The truth is most people are kind of average at management. There’s science around how to be a better leader. I once got into a debate with Jack Welch about this. He was visiting and he’d read my book and he said the one thing he didn’t agree with me on was a chapter called ‘Don’t Trust Your Gut.’ He said, ‘You absolutely have to trust your gut.’ “What I allowed was that if you’re Jack Welch, that’s fine. If you’re Steve Jobs, absolutely trust your gut. Most of us are not. We’re going to want to hire people we like, who went to the same schools, who played on the same teams, who follow the same sports and who dress like us. That’s the wrong thing to do. You should hire people because of their potential and because of a thoughtful, objective assessment of what they will add to your organization.”

CEO Pay: It Has Little to Do With What the 200...

The problem is that looking at CEO pay by looking through the lens of the top 200 best-paid CEOs tells you nothing about most CEO pay.

Cyber Risk Forum Preview: Michael Chertoff On What CEOs Don’t Understand...

In part 2 of our 2-part interview, Chief Executive caught up with Michael Chertoff to talk about what CEOs are missing when it comes to to cybersecurity.

Cyber Risk Forum Preview: Former Secretary Of Homeland Security Michael Chertoff

In part 1 of our 2-part interview, Chief Executive caught up with Chertoff to talk about cyber threats, what's on the horizon in cybersecurity and what CEOs and directors need to know moving forward.

Former Google People Chief Laszlo Bock On The Future Of Leadership

Few people have had as much influence over the current thinking on the intersection of technology and talent as Laszlo Bock, who led “people operations” at Google for a decade.

Google CEO Sundar Pichai: ‘Focus On Code Has Left a Potentially...

CEO Sundar Pichai is calling for an expansion of ongoing technology training at all levels of employment—and said Google would help make it happen.
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CEO Optimism Drops In November Amid Election Results And Covid Spike

A new poll of more than 200 chief executives finds deep concern over the incoming Biden administration—and the dangerous direction of the pandemic.