the ceo magazine, innovation,
Geoff Tuff and Steven Goldbach, Authors, Detonate: Why – and How – Corporations Must Blow up Best Practices (and Bring a Beginner’s Mind) to Survive

There aren’t many successful CEOs in the world who feel frozen when they need to take action.  But there is one choice that can feel paralyzing: when the time comes to blow up a part of the business that is working today but is unlikely to work in the future. Making this decision can be especially challenging when a leader is replacing something that works, with a new thing that has never been done before or never proven to work. While the need to address long-term capability may seem obvious, the need to “deliver the business” creates an urgent and important dilemma.

the ceo magazine, ethics,
Paul A. Dillon, Owner, Dillon Consulting Services LLC

This is not a typical business article.

I’m not really going to tell you directly that you should be doing the “right thing” in business because it is good for customer relationships, or good for business in the global marketplace, in general---or, even that it will keep you out of trouble. While all of those things are undoubtedly true, you’ve probably heard them many times before. If you haven’t, then you need to pay more attention to how you operate your business, and maybe get some coaching in ethical business practices.

the ceo magazine, corporate culture,

How can leaders move beyond assigning blame and putting out fires?  Start with an arson investigation that includes looking for these early warning signs:

1. An inability among senior leaders to articulate the organization’s strategy

Most leaders can explain what they plan to do this week or this quarter, but fewer have the ability to put into words exactly why the company is in business, how they make money, where they want to be in five years, and what differentiates them from the competition. 

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