the ceo magazine, innovation,
Soren Kaplan, Founder, InnovationPoint

Most corporate visions and missions sound alarmingly alike: “Become the number one provider of blah, blah, blah.” These generic, broad-based goals might rev up sales teams, but they do little to spark ingenuity. Perhaps the worst thing a company can do is give “innovation marching orders” without any guideposts. That’s when the focus gets lost, teams spin their wheels, and innovation culture gets crushed.

the ceo magazine, business mission,
Peter Sheahan,  Founder & CEO, Karrikins Group

Purpose and profit aren’t mutually exclusive. In fact, they are married. Organizations that work from a sense of purpose consistently create high shareholder returns.

Purpose starts with intention, and it isn’t just about altruism. It centers on creating value for customers, the community, and the enterprise itself. Companies that are clear about purpose, and stay aligned with it, are far more likely to triumph in the long term.

the ceo magazine, productivity,

In virtually every industry, productivity ebbs and flows, depending on myriad factors. When we see these fluctuations, we rightly conclude that they have occurred because of an increase or decrease in employment engagement.

We also hear countless suggestions for getting this right—for correcting the ebbs and banking on the flows. Now it’s time to challenge the ordinary and discover the top things leaders can do to ensure continued and constant engagement.

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