the ceo magazine, employee management,
Tabitha Scott, CEO, Cole Scott Group

Energy drives all living things — that includes organizations. People, the seasons of the year, and companies share a common life cycle: birth, growth, maturity, and decline. Importantly, for an organization to survive, it must jump onto a new growth curve before reaching the end of its decline phase. Companies that complete the jump, like Amazon, survive, while others that don’t, like Blockbuster, fail. Any company can find new life with four types of energy potential: innovation, optimization, social and elemental.

the ceo magazine, innovation,
Mostafa Sayyadi, Author, Leading Between the Lines

The business environment is constantly changing as organizations are increasingly participating in global markets. Hypercompetition has become the norm. Innovation is also a crucial part of hypercompetitive environments. Organizations can design, copy, or update products and services easier with more adaptability then ever today.

the ceo magazine, marketing,
Martyn R. Lewis, Author, How Customers Buy…& Why They Don’t.

As Peter Drucker so notably stated, “The purpose of business is to create a customer”. Drucker went on to tackle the notion that to provide a return to shareholders is akin to breathing for the human body. Just as you must breathe to live, so must a business make a profit and a return to its shareholders. But just as the purpose of life is more than breathing, the purpose of business he argues, is more than making money. The purpose is to create a customer, because what do you have without a customer? You might have a fine research center or a noble philanthropic organization, but you don’t have a business.

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.

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