While people once advanced to managing groups of varying sizes, the freelance world favors project-based work and is altering how we define leadership roles.
Chief Executive got a chance to sit down and talk with former Aetna CEO Mark Bertolini on how CEOs can improve the cost of care and employee wellness at their own companies, how he got into yoga, why the CVS deal was the right move for Aetna and more.
The CEO may have a more peaceful existence if they can disconnect themselves from the board, but will miss important opportunities, both offensive and defensive. Why is it often difficult to work with a board and how can the difficulty be turned to advantage?
Here's a look into a process for building value into companies and the role of a turnaround specialist in asset recovery and valuation preservation for troubled companies.
Right as his real investment company was heating up, Monte Lee-Wen, founder and CEO of the PPA Group, got kicked in the face—literally and metaphorically. He shares his story with us.
What do those who work the closest with CEOs, those on their senior teams, really want their leader to change? Here's the consensus advice from 174 C-suite level executives from 40 different organizations.
Most CEOs know their problems as well as their solutions, but in a dynamic up cycle, they often lack the resources and time to implement those solutions. When the growth curve steadies and before it re-accelerates, take a deep breath and recalibrate,
Play your own game, understand the kind of people you need to make your game successful, and always have a healthy respect for the competition.
It’s been said that the primary responsibility of the CEO is to create a culture that allows the organization to achieve its objectives. But where does one turn when it comes to building a winning culture that delivers extraordinary results?
If you are like most organizations (which most organizations are, by definition), you have a 1 in 10 chance of strategy execution. How do you beat the odds?