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, job satisfaction,
Jack Bergstrand, Author, The Velocity Advantage

When faced with criticism, leaders usually utter some version of the same cliché: “complain all you want, but the view is pretty different when you’re in power.”

Presidents say it about the Oval Office. CEOs say it about the corner office. Shareholders say it about the boardroom.

The sentiment, of course, is that you never know the full measure of a problem until you’re in the driver’s seat.

Heavy is the head that wears the crown, and so on…

But is the view really that different, depending on where you sit?

the ceo magazine, competitive advantage,
Mostafa Sayyadi, Author, Leading Between the Lines

Competitive advantage is sought by many executives, for instance, Grant concentrates on knowledge application, and argues that firms are entities that must apply the knowledge that their employee’s possess in order to enhance competitive advantage. An example of this is when Jamie Diamond left Citigroup to head up J.P. Morgan in the 2013, he was paid 20 million dollars to not take any people with him to J. P. Morgan for three years. Thus, knowledge creation and application manifest themselves in people, organizations, systems, and processes and should be guarded like gold in the Federal Reserve Bank. In this article, I place a new emphasis on inter-companies social networks, because its strategic importance in exploiting knowledge and enhancing effectiveness at all levels of the organizations.

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.

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