The people part of business operations.

the ceo magazine, leadership
Ben Straughan, Partner, Perkins Coie

Perhaps few times for an emerging growth company present more risk than the transition of a founder/CEO to "employee" status. This often happens later in the startup life cycle, when a company has funding and/or sales traction. The difference between a smooth and rocky transition can represent the difference between the success and failure of the company.

the ceo magazine, business management
Chris Whipple, author, A.C.T. Now or Fail! 

In the first article of this series, the reader was introduced to a new organization structure in the form of a sideways pyramid.  The structure helps break down barriers, improve communication and results.  One of the main reasons for this success is the ultimate goal of long-term sustainability which was identified as the primary objective that is more critical than any other goal.

Blame destroys motivation and trust
Todd C. Williams, Founder & President, eCameron, Inc.

Listening to last year's debate on the troubles with the Healthcare.gov website it struck me how the blame game destroys business. What at times was more finger pointing than substantive debate about the Obamacare website revolved around "who are we going to fire" rather than how do we make government projects successful and prevent reoccurring failures. And, just when I thought it was over, earlier this week I heard Bill O'Reilly, amidst a solid grilling of President Obama, ask "Why didn't you fire Sebelius?"

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