the ceo magazine, mergers and acquisitions,
Colin Earl, CEO, Agiloft

Mergers and acquisitions are for risk-takers, particularly when you consider that 83% of them fail to boost shareholder returns.[1] Despite these odds, M&A continues to appeal to companies of all stripes as offering the most direct path to achieving long-term strategy. The enduring siren song of M&A has generated troves of studies to identify why the failure rate is so high. The common culprits are differences in corporate culture and business systems. Collectively, these determine how a company does business.

the ceo magazine, managing teams,
Brad Murphy and Dr. Carol Mase, Authors, The Age of Surge: A Human-Centered Framework For Scaling Company-Wide Agility And Navigating The Digital Tsunami

Silos, bureaucracy, rigid boundaries—if you aren’t transforming your organization, you are putting your company at risk.  Challenging statement, we know. All those layers, fiefdoms, and decrees seem impossible to change, yet they impede the speed and communication organizations need in the digital age.  And, as you try to respond to escalating customer demand, doing things the way you’ve always done them is going to clog your innovative wheels.  Then, say goodbye to growth.

the ceo magazine, leadership,
Chris Lewis, Co-author, The Leadership Lab:  Understanding Leadership In The 21st Century

There are some things every CEO is certain about. That’s what we get paid for. For instance, we’re certain that customers are more demanding now than they’ve ever been before. We’re certain that there are more things that can affect our business than ever before. We know that technology is changing faster than at any time in history. We also know that we have more data about everything than we ever had before. We also know that we’re busier than ever before in our lives.

Piles of applications and résumés represent time to sort through applicants, attempting to match a position with a person’s expertise and skills. It would be so much faster if the unsuitable job applicants walked in with a label on their forehead: “Reject.” Then you could spend time with the best qualified candidates.

The top candidates have unique qualifications, while the worst candidates share common flaws. Here are the glaring warning signs that will help you short-circuit those time-wasting interviews in the hiring process and move on to the top talent quickly.

the ceo magazine, data analytics,
Kristen Sosulski, Associate Professor, NYU’s Stern School of Business

With the rising popularity of data science and business analytics, skills in data analysis, statistics, and data visualization are in high demand.  Big data and analytics can give firms a competitive advantage.  A strong data analytics and visualization team can lead the company in transforming its data into a unique asset.  However, if your company isn’t quite there, it’s not too late. 

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