the ceo magazine, governance,
James Bowen & Brian MacNeice, Managing Directors, Kotinos Partners & Authors, Powerhouse – Insider Accounts into the World’s Greatest High Performance Organizations

By governance we mean the model by which an institution is run. Thinking about governance is the “stuff” of management and one of the tasks to which leaders look forward the least. In a high-performance context, however, governance is where the rubber hits the road.

the ceo magazine, customer experience,
Chip R. Bell, Author, Kaleidoscope:  Delivering Innovative Service That Sparkles

As grandparents, my wife and I are in the middle of brainstorming cool presents for our three granddaughters.  Over the Thanksgiving holidays, we asked them for suggestions.  The 10 and 12 year olds took a clipboard and made a list, complete with brand names and model numbers.  But, the 8 year old took a completely different approach.  On the clipboard under her name she wrote, “Just surprise me!”

The scandal that recently enveloped Wells Fargo teaches an important lesson about running an ethical business. And Wells Fargo was trying to run an ethical business, despite its huge blunder. For example, Well Fargo avoided many of the pitfalls and risky investments that plagued other big banks in 2008/2009.

the ceo magazine, strategy,

In Henry IV Part 1, Owen Glendover, the leader of the Welsh rebels joins the insurrection against King Henry. Glendower, a man steeped in the traditional lore of Wales, claims to command great magic. Therefore, mysterious and superstitious, he sometimes acts in response to prophecies and omens. In the play, Glendover boasts to Hotspur, “I can call the spirits from the vastly deep.” Hotspur deflates Gelendover with, “Why, so can I or so can any man; But will they come when you call them?”

the ceo magazine, strategic planning,
Claire Brooks, President, ModelPeople Inc.

Over the last twelve years I have been consulting on strategy and innovation with organizations, from the Top 10 of the Fortune 100, to start-ups and not-for-profits. During this period I’ve seen a quiet revolution in the way that strategic planning is carried out. It used to be that leading corporations relied on rigorous annual strategic planning processes, yet in a VUCA world - one of Volatility, Uncertainty, Complexity and Ambiguity – markets and customers are now moving too fast for traditional models of strategy planning.

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