Creating a winning baseball team like the San Francisco Giants, 2014's World Series Champions, is more than simply securing good players. It is, after all, a business, and there is a profit that needs to be made after paying for operational expenses. So it's not surprising to hear Larry Baer, CEO of the San Francisco Giants franchise, talk in The Wall Street Journal about the business of running a baseball franchise.
If your company’s success has started to plateau, or you suspect you’re starting to rest on your laurels, my advice is simple: Think small. Re-learn the lessons of your early entrepreneurial days, and you’ll avoid falling into a rut of complacency.
In struggling organizations, problems can arise and reinforce one another in a kind of tragic spiral. Among staff and management: silence, denial, blame, contempt, avoidance, turf protection, passivity and powerlessness often emerge and feed on each other.
Billionaire buy and hold investor Ron Baron says he invests in people, not companies.
Despite the mountain of data that shows that cultural missteps often derail mergers many leaders seem more intent on getting a deal done versus getting it done right. Here are three proven steps that help CEOs secure a better outcome.
In fear-ridden companies, employees learn that empowerment is a pipe dream and that the only way to survive is to obey direction without question. It’s up to leaders at all levels to give employees the encouragement, energy, and support to try new things and to focus on the greater good of the overall organization.
In a complex, multi-divisional company, managing brands across several products and geographies can get complicated. Learn to love it. And sometimes a little tension can produce more creativity and productivity -- harmony is often the wrong goal. When there is no tension among businesses and functions and geographies there’s a good chance value is being left on the table somewhere.
Chief executive of Monsanto and 2010's CEO of the Year, Hugh Grant discusses the important traits of a healthy corporate culture. Grant was on-site at the NYSE on July 27 to pass the title of CEO of the Year to 2011's choice, Ford's Alan Mulally.
An iconic brand, IBM has evolved over the years as it introduced new technology and products. What hasn't changed, however, is the corporate culture. In the 1960's, longtime CEO Thomas J. Watson Sr. knew that in order to be successful a company, IBM had to adhere faithfully to its core beliefs. Here's how Sam Palmisano has reinforced core company ideals.