The year 2021 is likely to be a big one for deal-making as consolidation picks up. But as with everything else following the global pandemic, all forms of deal-making are more likely to return to a “new normal” than to the past. CEOs share their strategies for acquisition and partnership.
CEOs of companies that are in any stage of digital transformation know that the only way to stay competitive is to bring in the right people, who have both the skills and the right cultural fit. But top executives say doing it right requires a sophisticated multi-pronged approach.
Companies serious about building future bench strength are starting their recruiting much earlier—in elementary and high school. This whitepaper examines strategies used by Orlando-area companies to engage the future workforce now.
We are in the midst of one of the most disruptive periods in a half century. It is now a make-or-break time for leaders, who will succeed or fail based on their ability to promptly pivot and take action for the journey forward. In a survey of more than 300 CEOs and C-Suite executives, more than half said Covid has increased the pressure for transformation. But how can companies implement the right strategies in such as volatile and challenging environment?
The GC’s scope of responsibilities has expanded manifold over the past decades as new risk factors continue to emerge at an alarming rate—and even more so amid Covid and heightened considerations of workplace safety risk. This white paper presents the perspective of hundreds of CEOs on the evolving role of the GC and how they are tackling the constant flow of disruption.
During the past 50 years, the world of technology and e-commerce has certainly boomed. Trying to adapt new ways of doing business to antiquated sales tax cases was not cutting it. By 2018, U.S. online sales tallied more than a half-trillion dollars and accounted for about 10 percent of all retail sales.
Disruption and the hyper-acceleration of change has shortened cycles in every industry, putting all CEOs under pressure not only to create cultures that are dynamic and nimble enough to evolve quickly, but to be ever more flexible and adaptable themselves.
Despite the emerging trends and challenges facing tax executives, an opportunity exists to develop a compelling case for change. It is the responsibility of the CEO to create an environment that facilitates that business case and drives an operating plan for greater tax performance.
In a hypercompetitive climate characterized by constant disruption, talent is a must-have weapon for long-term survival. With the war for talent at a peak, companies are devoting more resources—and a greater share of the CEO’s time—to finding and keeping the best.
Too often, companies manage to woo top talent only to lose them to competitors within months. An effective onboarding program can increase three-year retention by two thirds and first-year productivity by close to 50 percent. And as millennials and post-millennials become a larger part of the workforce, engagement starting on day one is becoming the new table stakes in the war for talent.
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