Guest Blogger

the ceo magazine, managing teams,

What are we going to do with middle managers? Fire ‘em or rewire ‘em?

Management

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 […]

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the ceo magazine, leadership,

Certainty is no longer enough

Leadership

Chris Lewis, Co-author, The Leadership Lab:  Understanding Leadership In The 21st Century There are some things every CEO is certain about. That’s what we get paid for. For instance, we’re certain that customers are more demanding now than they’ve ever been before. We’re certain that there are more things that can affect our business than ever before. We know

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the ceo magazine, data analytics,

Establishing A Data Practice And Building A Data Culture Into Your Business

Management

Kristen Sosulski, Associate Professor, NYU’s Stern School of Business With the rising popularity of data science and business analytics, skills in data analysis, statistics, and data visualization are in high demand.  Big data and analytics can give firms a competitive advantage.  A strong data analytics and visualization team can lead the company in transforming its data

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the ceo magazine, organizational knowledge

How Executives Can Successfully Implement Workplace Software to Enhance Competitiveness

Management

Mostafa Sayyadi, Author, Leading Between the Lines Today, technology has changed the business world ten-fold. Every day there is an easier way to process, access, and disseminate information. In fact, organizational competitiveness is positively associated with using technology and setting up useful business software and systems to enhance strategic decision-making. 

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the ceo magazine, hiring,

How to Hire the Right People

Management

Jock Purtle, Founder, Digital Exits Any good business leader understands employees are the key to success. You may have a great product, and you may have a solid business model, but if you don’t have the right people in the trenches, then your success will be short-lived at best, if it ever comes at all. Because

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the ceo magazine, influencer marketing,

Influencer Marketing Tips for CEO’s

Marketing

Hilary Topper, CEO, HJMT Public Relations, Inc. Influencers create change. They help you create awareness and visibility for your products or services and they can help build your community. For years, brands have used celebrities, experts and influencers, leveraging these relationships to build media opportunities. Lever Brothers Dove Beauty Bar is a great example of this. Years

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the ceo magazine, innovation,

How Business Leaders Can Build Effective Innovation Strategies to Improve Business Success?

Management

Mostafa Sayyadi, Author, Leading Between the Lines The business environment is constantly changing as organizations are increasingly participating in global markets. Hypercompetition has become the norm. Innovation is also a crucial part of hypercompetitive environments. Organizations can design, copy, or update products and services easier with more adaptability then ever today. Leaders can apply innovation strategy

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the ceo magazine, marketing,

From the Top Down

Marketing, Sales

Martyn R. Lewis, Author, How Customers Buy…& Why They Don’t. As Peter Drucker so notably stated, “The purpose of business is to create a customer”. Drucker went on to tackle the notion that to provide a return to shareholders is akin to breathing for the human body. Just as you must breathe to live, so must

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the ceo magazine, job satisfaction,

Dear CEOs: Forget Technology. People are the Answer to Your Problems

Management

Jack Bergstrand, Author, The Velocity Advantage When faced with criticism, leaders usually utter some version of the same cliché: “complain all you want, but the view is pretty different when you’re in power.” Presidents say it about the Oval Office. CEOs say it about the corner office. Shareholders say it about the boardroom. The sentiment,

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