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?
At some point, every organization either desires or is forced to set a new strategic direction. But since the stakes are so high, it pays to not just understand the process but also what can go wrong.
The Dollar Tree-Starboard Value situation leads to a bigger question: are activists the enemy or should they be treated like Wall Street runners with an urgent message?
The Learning Experience has enjoyed double digit growth in its 16 years of existence. CEO Richard Weissman credits the company’s focus on driving brand recognition by green-fielding all its own products.
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.