the ceo magazine, change management,
Mostafa Sayyadi, Author, Leading Between the Lines

Today‘s globalized nature of business is placing more pressure on companies to employ change management leaders who are capable to build learning companies. There are many studies that focus on the organizational factors that drive organizational innovation. Structure is one such area that plays a critical role and is a strategic prerequisite for business success in today’s knowledge-based economy.

the ceo magazine, innovation,
Jon Kolko, Author, Creative Clarity

Creativity is fundamental to driving the market. It's no longer a word used to describe aesthetics or the "icing on the cake"; creativity is a required competency for organizations who seek to identify new market opportunities, define new ways of running their business, and ship innovative products and services. But the creative process, and creative people, can be frustrating. The process is messy and organic, and the people are emotional and eccentric. Often, conservative companies who have established ways of doing and thinking have trouble attracting and retaining creative talent, who feel stifled by regimented processes, rules, and a hierarchical culture of consensus.

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.

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