Guest Blogger

Posts by Thought Leaders and Business Leaders who are not our regular bloggers but have valuable insights and personal stories to share with our readers.

the ceo magazine, innovation,
Andy Fromm, Chairman & CEO, Service Management Group

When it comes to innovation, I’ve come to realize that it’s impossible to map out point A to point B. The journey isn’t direct, but rather a meandering path, full of redirections, twists, and turns. I strive to let curiosity drive me every day.

the ceo magazine, organizational strategy,
Mostafa Sayyadi, Author, Leading Between the Lines

Today‘s globalized nature of competitiveness in the markets is placing more pressure on companies to develop more effective organizational strategy. There are many studies that focus on the organizational and managerial factors that create a better workplace for employees. Organizational strategy is such an area that plays a critical role and is a prerequisite for business success in today’s hypercompetitive environment. I place a new emphasis on this organizational factor and shed light on this important organizational element to build a workplace upon managing intellectual capital within organizations.

the ceo magazine, leadership,
Kim Christfort, National Managing Director, The Deloitte Greenhouse™ Experience team

In a time of accelerating change, increasing disruption, and heightened uncertainty, success demands unprecedented levels of resilience and flexibility from executives.  CEOs in particular must strike a dynamic balance between seemingly paradoxical priorities - embracing risk while mitigating it, exploring new, untested, business models while executing efficiently on the existing ones, capitalizing on proprietary expertise while challenging established orthodoxies, and of course driving short term yields while fueling long term opportunities [i].  It takes real mental and emotional energy to maintain these tensions as an individual.  But the challenge of leading a truly associative organization, one that can operate effectively while sustaining unresolved tensions, is best met by CEOs that can harness the diverse strengths inherent in their leadership team.

the ceo magazine, talent management,
Mostafa Sayyadi, Author, Leading Between the Lines

Effective talent management is needed to achieve a high degree of sustainable competitive performance. Executives can improve performance by taking a more strategic approach---suggesting that organization’s collective-interests are strategic tools that need to be managed to create competitiveness. Executives can therefore contribute to organizational performance through developing relationships with subordinates that link talents’ individual interests to the organization’s collective-interests.

the ceo magazine, networking,
James Millar, Author, Building Bridges: The Case for Executive Peer Networks

It’s no surprise that many people avoid professional “networking” activities. As a team of researchers reported in the May 2016 Harvard Business Review: “We know that [networking is] critical to our professional success, yet we find it taxing and often distasteful.” These scholars found that negative feelings toward professional networking were “not simply dislike or discomfort. It was a deeper feeling of moral contamination and inauthenticity.” Strong words, indeed!

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