Now What? Post-SVB, CEOs Need To Exercise Strategic Vision, Tactical Wile
Banking-sector troubles mean chiefs should focus on capital, relationships — and opportunities.
Banking-sector troubles mean chiefs should focus on capital, relationships — and opportunities.
Leaders must stress calm, safety, diversification, diligence and caution as they guide companies through this period.
Successful leadership is being redefined—and those focused only on short-term profits will be left behind.
Pulling the trigger on new investments becomes exponentially harder when surprises keep popping up, but uncertain ground is also fertile soil for opportunities.
Crises and downturns come in many different flavors, but there are principles CEOs can adopt that will help them come out ahead, whatever the challenge.
When it comes to predicting the future, be wary of those who see things too clearly.
No one is happy about an economic downturn, but by being prepared, you can soften the blow.
Few people I know have more experience—and more varied experience—running companies than Fred Hassan, who has run three global pharmas, the last one being Schering Plough. He has also been Chairman of two additional global pharmas – Bausch & Lomb and Theramex. All were inherited as turnaround situations that turned out well. Here’s what he’s counseling CEOs about leading through 2023. ‘You must have a mindset of strategic flexibility.’
American C-suite members can learn from Zelensky and Zaluzhny, a leading U.S. advisor says.
CFO David Morris shares how he and CEO Fred Burke work to keep inflation and labor woes from throttling the provider of medications to assisted-living centers.
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