the ceo magazine, change makers,
Amy Radin, Author, The Change Maker’s Playbook: How to Seek, Seed and Scale Innovation In Any Company

Hard work, persistence, passion, and resourcefulness propel change makers forward. But so does the ability to spot and support other changemakers to join forces with you – to attract them to your organization, and then to help them succeed.

You may be a doer of many things, but you are also a leader, coach, and orchestra conductor as you assemble the team to advance the innovations delivering value to users and growth to your enterprise.

Jeff Bezos is the CEO of one of the worlds most successful companies – Amazon – who have grown at an astronomical rate, disrupting multiple industries along the way (did you know that Cloud Computing is one of Amazon’s largest and most profitable divisions, making life tough for Tech industry giants like IBM and Microsoft?) and changing the way we all shop.

the ceo magazine, innovation,
Kyle Nel, Nathan Furr and Thomas Zoega Ramsoy, Authors, Leading Transformation: How to Take Charge of Your Company's Future

Guiding an organization through transformation is one of the hardest things that leaders are called on to do.

Among many variables, transformation requires both seeing new business opportunities, and then taking meaningful steps to capture them. But to do this effectively, organizations can’t always work alone.  

As new technologies emerge and old industries converge, companies are finding that working independently to create the capabilities and technologies needed to enter a new industry is costly, risky, and even counterproductive.

the ceo magazine, mergers and acquisitions,
Colin Earl, CEO, Agiloft

Mergers and acquisitions are for risk-takers, particularly when you consider that 83% of them fail to boost shareholder returns.[1] Despite these odds, M&A continues to appeal to companies of all stripes as offering the most direct path to achieving long-term strategy. The enduring siren song of M&A has generated troves of studies to identify why the failure rate is so high. The common culprits are differences in corporate culture and business systems. Collectively, these determine how a company does business.

the ceo magazine, managing teams,
Brad Murphy and Dr. Carol Mase, Authors, The Age of Surge: A Human-Centered Framework For Scaling Company-Wide Agility And Navigating The Digital Tsunami

Silos, bureaucracy, rigid boundaries—if you aren’t transforming your organization, you are putting your company at risk.  Challenging statement, we know. All those layers, fiefdoms, and decrees seem impossible to change, yet they impede the speed and communication organizations need in the digital age.  And, as you try to respond to escalating customer demand, doing things the way you’ve always done them is going to clog your innovative wheels.  Then, say goodbye to growth.

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