the ceo magazine, culture,
Kathy Bloomgarden, CEO, Ruder Finn

As companies seek a new strategic vision in a digital age, mergers are on the rise. Many of the mergers on the table are driven by the urgency to transform business strategy and gain scale. This is leading to the combination of companies with widely varying cultures. In this context, it’s no longer enough for company leaders to focus solely on the combination of finances and operations; they need to know how to best combine two (often very different) cultures, all while maintaining a strong company internal spirit in the wake of major changes. In fact, cultural integration was the second most common direct factor cited for deal failure by companies in Aon Hewitt’s Global Survey and has increasingly become recognized as a top issue in deal-making.

the ceo magazine, emotional intelligence,
Barry Kaplan and Jeff Manchester, Authors, The Power of Vulnerability

Embracing authenticity is a new paradigm for corporate culture. Authenticity hasn’t been a focus for organizations. Most leaders haven’t known that this is the gateway to unleashing the true power of their organization.

the ceo magazine, innovation,
Chuck Saia, CEO, Deloitte Risk and Financial Advisory

Disruption isn't just a buzzword. It's a legitimate concern on the minds of the executives I meet with.

There are a lot of reasons organizations can be disrupted—innovation, technological advances, policy changes, to name just a few. But if executives can foster a culture of courage and alter their strategy, there’s an opportunity to change the business model and the path forward. Organizations can take proactive steps and not only avoid being disrupted, but also become the disruptor in their industries.

That’s exciting.

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