Assessment of the situation to devise a game plan for things to come to fruition.

As CEO, you’re frequently called on to introduce someone—a celebrity for your big client event of the year, an industry guru for your management meeting, a politician for a community gathering.  Whatever the occasion, you never want to be that person who disappoints the speaker, confuses the crowd, and embarrasses yourself.

the ceo magazine, corporate mission,
Peter Georgescu, Chairman Emeritus, Young & Rubicam

Jim Sinegal is the son of a coal miner and steelworker. He grew up with a firsthand view of the realities of human labor and the difficulties of making a living through decades of sustained hard work, in his father’s life and then in his own. What has endeared him to me the most may be that he’s also a CEO who, at one point, has told unhappy shareholder activists to take a flying leap. He’s the founder of Costco, one of the most successful retailers in the world, in an industry that’s as tough as it gets. Few companies anywhere operate in an industry with lower margins. Costco is a public company, so it has no choice but to deliver top performance for shareholders. And yet, Sinegal founded the company with four simple, key principles:

the ceo magazine, pivoting,
John F. Dowling

In 1985, Dick Yuengling took over the family beer business due to the failing health of his father. During that time, three major brewers controlled 70% of the US Domestic beer market. Yuengling’s share was 0.065%. Some independent brewers gave up and sold off to larger competitors. Other smaller brewers followed the M&A strategy to get bigger and chase the big 3 (Anheuser- Busch, Miller & Stroh’s).

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