Jennifer Pellet

Jennifer Pellet
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As editor-at-large at Chief Executive magazine, Jennifer Pellet writes feature stories and CEO roundtable coverage and also edits various sections of the publication.

Courage: One of 11 CEO Leadership Qualities

This feature is part of a series on the 11 qualities that come together to determine Chief Executive's CEO of the Year.

CEOs: Disrupt your Business or Get Disrupted

CEOs share their perspectives on new business models and strategies for the digital economy.

Your Customer Data is at the Heart of Digital Transformation

CEOs share insights on culling actionable information out of mountains of Big Data.

CEOs Discuss How to Navigate the Digital Transformation of their Workforce

As jobs become increasingly more automated, the jobs of the future will be defined by qualities and skills technology can't replicate.

Forging a People Strategy for the Digital Age

How your organization and its culture can adapt to new ways of developing talent in the digital world.

Creating a Winning Talent Strategy

How your organization can drive a strategic human resources advantage.

P&G’s Innovation Initiatives

Long lauded for the deeply instilled processes that enabled it to build household-name brands, P&G has struggled to continue that winning streak over the past decade. Under CEO David Taylor, who was charged with addressing that issue when he took the helm in 2015, the company is looking to reignite the innovation engine by accessing ideas from frontline employees who engage directly with consumers of the household products it sells. “It’s the folks who are in homes weekly in the markets we serve—in Japan or China, India or Indonesia, or here in the U.S.—who probably have the best insight in how to delight the consumer,” said Taylor. As an example, he cited a small P&G research group in Japan that came up with a new marketing concept while visiting homes to watch consumers use the company’s cleaning products. Observing several consumers lament the fact that there was no way to clean upholstery as they sprayed the company’s Febreze air freshening product on couches and chairs spawned the concept for an “I Wish I Could Wash” ad campaign. “The U.S. ad showed someone putting a couch on top of a car and taking it through the car wash,” recounted Taylor. “The category went from declining 3 percent to growing almost 10 percent and we particularly prospered. That whole idea came from junior people in homes observing customers interacting with the brand. It would not have come up in our Cincinnati headquarters.”

3 Strategies from the 2016 CEO Digital Transformation Summit

In an era of “transform or be transformed,” it’s increasingly critical that companies seek out ways to gain a competitive edge by using data and analysis tools to better understand customer decision-making, speed processes and improve operations. Here are 3 things companies exploring digital transformation should consider.

Transforming a Family Legacy

How a third-generation CEO grew his family’s franchise operation from 22 locations to 560.

How CEO Bill Sandbrook Shored Up U.S. Concrete

How a rollup-fueled strategy put a struggling company back on solid footing.
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CEO1000

CEO1000 Tracker

From the schools they went to to the types of companies they run, CEO1000 is tracking the trends among the CEOs of the 1,000 largest U.S. companies.

CEO CONFIDENCE INDEX

CEO Confidence Remains Stable in September

Strong customer demand, lending rates, lower taxes and high employment are some of the variables CEOs say keep their confidence high. Still, tariffs and trade uncertainties remain a concern.
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BEST & WORST STATES FOR BUSINESS

Best and Worst States For Business

Are you looking to relocate or expand? Evaluate each state's strengths with Chief Executive's 2018 Best & Worst States for Business.

CEO OF THE YEAR

CEO of the Year

Once a year, we celebrate the achievements of a CEO, honored for his or her success in and dedication to business, shareholders and customers.

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