Think your company’s anti-corruption policy is enough to keep employees from engaging in unethical behavior? Think again.
Only five years ago, the Toyota Production System—and the company that spawned it—were the envy of the manufacturing world. Then Toyota buckled, and “TPS” became yesterday’s glory. But now a humbled and wiser Toyota is launching a new, global, “modular” manufacturing system that is meant to re-establish its former pre-eminence in making automobiles. There are lessons other CEOs can learn from Toyota's rise back up from the manufacturing ashes.
Ethics consultants are not hired when everything is hunky dory. They're different, and often more severe, than other corporate crises. An ethics crisis is about who you are as an organization and not just about specific actions that have gone wrong. But you can limit their damage.
When Don Thompson stepped down as CEO of McDonald’s, the company did not cloak the transition in innuendo by waxing on about the character of this beloved, loyal, experienced official. The simple truth was evident: McDonald’s was losing ground and the board was not confident in his ability to fix things.
Honesty, transparency and integrity are key ingredients in any CEO’s reputation. Without them, he or she will surely fail.
Sometimes you have to get out of your office to be more effective in it. That, in a nutshell, is the premise behind events like December’s CEO SUMMIT at the New York Stock Exchange, where leaders gathered to share insights and brainstorm on solutions for their most pressing business challenges. These pages offer takeaways and highlights from the event.
Disaster planning typically only makes the top-five list after something has happened. Knowing our predispositions, though, may help us correct them.
Since taking over Wal-Mart earlier this year, CEO Doug McMillon has been scrambling to find ways to revive in-store sales momentum.
As the seasons changed last week, so did Mary Barra’s strategy. Through several high-profile interviews, including Time and The Wall Street Journal, the GM CEO has been trying to move the media away from eight months of preoccupation with dozens of safety recalls, without as much luck as she’d like. So she’s now shifted her angle again, to one she hopes will be more effective for America’s biggest automaker: She is sharing her strategy for the future.
If you think you’ve got problems, maybe you should be running a fast-food company these days. The challenges faced by CEOs and brand owners and franchisees in the quick-serve-restaurant (QSR) business begin with disinterested customers, stretch to striking workers, include problems with products and positioning, and extend to increasingly formidable competition, along with increasing pressure from legislation.