If you want to create a better culture, start with defining your company’s core values, then find ways to socialize those values using technology.
Raul Valdes-Perez, PhD, CEO of OnlyBoth, is running his second company based on a technology he developed at Carnegie Mellon. For him, it was a challenge going from academia to the business world.
As Gen-Y creeps up on middle age (Yikes! It’s true!) understanding their changing habits is critical for CEOs. Start by rethinking conventional wisdom.
Cameron Mitchell, CEO of Cameron Mitchell Restaurant Group, which takes in $300 million in revenue across 60 restaurants, talks about the importance of culture at his company.
CEOs find themselves with a unique platform and an expectation from growing numbers of employees to shape societal discourse and go beyond traditionally-defined CSR.
After reading the New York Times' investigation of Mark Zuckerberg and Facebook, one thing is clear: A CEO having total, imperial control over a public company is a really, really terrible idea.
Culture isn’t something that someone proclaims or dictates it’s not something that just happens. The best cultures are built and sustained over time.
CEOs paying attention to the Google fiasco will recognize their organization is not immune from similar breakdowns in leadership, breaches of employee boundaries and limits, and weak oversight.
A strong brand gives managers new ways to hold people accountable, with metrics that ultimately are more meaningful and more consequential to the business.
The board chair and the CEO are critical to the success of D&I strategy, both in their individual roles and in their joint work. Here are five things to do when embarking on the D&I journey