Jeff Bezos is the CEO of one of the worlds most successful companies – Amazon – who have grown at an astronomical rate, disrupting multiple industries along the way (did you know that Cloud Computing is one of Amazon’s largest and most profitable divisions, making life tough for Tech industry giants like IBM and Microsoft?) and changing the way we all shop.

the ceo magazine, innovation,
Kyle Nel, Nathan Furr and Thomas Zoega Ramsoy, Authors, Leading Transformation: How to Take Charge of Your Company's Future

Guiding an organization through transformation is one of the hardest things that leaders are called on to do.

Among many variables, transformation requires both seeing new business opportunities, and then taking meaningful steps to capture them. But to do this effectively, organizations can’t always work alone.  

As new technologies emerge and old industries converge, companies are finding that working independently to create the capabilities and technologies needed to enter a new industry is costly, risky, and even counterproductive.

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.

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