the ceo magazine,  crisis management,
Jeffrey Hayzlett

Crisis communications affects everyone – big and small companies alike. In the past few years, we’ve seen major brands go through a number of crises – from Sea World’s backlash from the movie “Blackfish,” to Chipotle closing some stores due to E.coli concerns, to industry giants like Wells Fargo and their fraudulent accounts scandal.

The thing about crisis communications is it doesn’t matter how big or small your company is, you can’t ignore crisis communication. It affects everyone at some point; the only difference is how it affects everyone.

the ceo magazine,  business management,
Rex Conner, Lead Partner & Owner, Mager Consortium

The oil & gas industry is just one of many examples of what they call “the big crew change.” They are in the second year of a 7-year stretch in which they are losing 50% of their petro-technical professionals to retirement. If losing a key person or a key group of people is what keeps you up at night, there is a solution for that.

Don’t keep corporate knowledge hidden in people’s mobile minds!

the ceo magazine, innovation,
Patrick Henry, Author, Plan Commit Win: 90 Days To Creating A Fundable Startup

A lot has been written about the importance of innovation as it relates to product success. Innovation is important as it relates to intellectual property, product differentiation and sustainable competitive advantage. But just building a better mousetrap does not ensure business success.

the ceo magazine, organizational culture,
Riaz Khadem

Add up all the time wasted doing things that aren’t important in your organization—by you, your direct reports and those reporting to you indirectly. You’ll probably end up with a large number. That number represents your organization’s misalignment.

We once facilitated an executive session with a large company that included three levels of managers. A manager and her direct report volunteered for an exercise you may wish to try in your company.

the ceo magazine, cash flow,
Fred Parrish, Founder & CEO, The Profit Experts

Too often companies do not pay enough attention to cost control until they run out of cash. By then it’s too late to take the actions necessary to avoid major problems. 

Anyone who has ever tried to raise capital knows that the absolute worst time to get cash from banks or other funding sources is when you desperately need it. The most likely result of a severe cash shortfall without some advanced notice and no access to additional capital is failure. 

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