the ceo magazine, strategy,
Robin Speculand, Founder & CEO, Bridges Business Consultancy Int

The pressure to transform your business to integrate digital or to keep up with the competition or to sustain market share is placing the spotlight on organizations execution capabilities. An organization needs both the ability to craft the strategy and the skill to execute it but most do not have it. This is reflected in that more strategy executions fail than succeed, see Bridges research for more details.

the ceo magazine, mission statement,
Gary Morton, Author, Commanding Excellence: Inspiring Purpose, Passion, and Ingenuity through Leadership That Matters

Inspiring human beings to achieve the truly extraordinary requires something more than a mission statement. Well-constructed mission statements define the field of play, what the organization does on those fields, and what is unique about the organization’s approach; but they are typically too complex and lengthy to become a rally cry. Two organizations that accomplished what experts in their fields thought impossible exhibited a rally-cry-like internal ethos centered on an absolutely clear organizational purpose.  Task Force 4-68 (TF 4-68) that won an unprecedented nine of nine force-on-force engagements at the US Army’s grueling National Training Center (NTC) and device maker Stryker that grew earnings at a consistent pace of 20 percent or more for 28 consecutive years had simple, three-word goals that expressed their ultimate expectations. These goals communicated a defining commitment that went beyond a mission statement or even a mission statement on steroids. 

As CEO, you’re frequently called on to introduce someone—a celebrity for your big client event of the year, an industry guru for your management meeting, a politician for a community gathering.  Whatever the occasion, you never want to be that person who disappoints the speaker, confuses the crowd, and embarrasses yourself.

the ceo magazine, corporate mission,
Peter Georgescu, Chairman Emeritus, Young & Rubicam

Jim Sinegal is the son of a coal miner and steelworker. He grew up with a firsthand view of the realities of human labor and the difficulties of making a living through decades of sustained hard work, in his father’s life and then in his own. What has endeared him to me the most may be that he’s also a CEO who, at one point, has told unhappy shareholder activists to take a flying leap. He’s the founder of Costco, one of the most successful retailers in the world, in an industry that’s as tough as it gets. Few companies anywhere operate in an industry with lower margins. Costco is a public company, so it has no choice but to deliver top performance for shareholders. And yet, Sinegal founded the company with four simple, key principles:

the ceo magazine, pivoting,
John F. Dowling

In 1985, Dick Yuengling took over the family beer business due to the failing health of his father. During that time, three major brewers controlled 70% of the US Domestic beer market. Yuengling’s share was 0.065%. Some independent brewers gave up and sold off to larger competitors. Other smaller brewers followed the M&A strategy to get bigger and chase the big 3 (Anheuser- Busch, Miller & Stroh’s).

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