CEOs: the Ultimate Project Managers
In the beginning, companies sold products. Then they sold services. In recent years, the fashionable suggestion has been that companies sell experiences and solutions, meeting
In the beginning, companies sold products. Then they sold services. In recent years, the fashionable suggestion has been that companies sell experiences and solutions, meeting
Lifesize CEO Craig Malloy has run the company across two different eras—once in the 2000s before selling it Logitech and then again, a few years after leaving. He bought the company back, underwent a brutal tech transition and now is moving Lifesize forward.
Florian Otto’s terrible experience stimulated him to start Cedar, which personalizes the billing process for patients. He talked with Chief Executive about why healthcare is no different than any other industry when it comes to consumer experiences.
Former P&G CEO A.G. Lafley was looking for a way to “allow transparency to guide decisions.” What he discovered was the scientific method, a problem-solving device used by inventors from Leonardo to Steve Jobs.
33Across CEO Eric Wheeler talks about the company’s massive turnaround and how transparency allowed them to move forward with their employees.
As agile platform pioneers continue to rapidly grow, many traditional product companies have been too slow to both realize the importance of platforms and develop a clear and compelling platform strategy.
AT&T CEO Randall Stephenson and NBCUniversal CEO Stephen Burke are making bold moves in turning down sizable licensing revenues in the hopes that people will flock to their standalone streaming services. Will it work out?
Paul Barber, CEO of Prophix, had a growing profitable business across the border in Canada for years as a software distributor. Then NAFTA happened and essentially killed that market, forcing Prophix to do a U-turn.
Xerox President and COO Steve Bandrowczak talked with Chief Executive about how the 113-year old company is evolving, staying relevant and making big investments into innovation.
GE didn’t change quickly enough and Lehman changed too fast. Transformations go wrong because of the timing, the team, and in some cases, the strategy.
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