Frustrated CEOs love setting page limits on presentations. The problem is that this won’t lead to improved presentations and better decisions.
Employees that are encouraged to work beyond their assigned roles are more likely to exhibit deeper drive, dedication, and contribution in the workplace.
If you want to know what really happened to General Electric, the first thing is to stop playing the blame game.
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.
"It works well enough for now," should never be an excuse for remaining with inefficient processes. Adaptable companies take more risks and spend more time innovating than those who content themselves with subpar processes — but they also tend to survive longer.
You don't have choose between change and stability. In fact, change without stability will lead to erosion of traditional values and consistency.
Arbella Insurance Group CEO John Donohue spoke with Chief Executive about the growth of the company, how the company overcomes its various day-to-day challenges, the hyper-competitive nature of the insurance industry and more.
Jeff Webb has guided Varsity Brands from a startup cheerleading operation out of his apartment to a primetime special on NBC and an eventual $2.5 billion sale. He talks with us about the growth of the company and knowing when it was time to step down as CEO.
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
Eddie Lampert understood the need to transform Sears into an e-commerce powerhouse—and that was a key investment thesis of his. Yet somehow it just didn’t materialize. In business, you don't get partial credit for a good idea poorly implemented.