Guest Blogger

the ceo magazine, competitive advantage,

How Executives Can Use Inter-Companies Social Networks to Effectively Manage knowledge

Management

Mostafa Sayyadi, Author, Leading Between the Lines Competitive advantage is sought by many executives, for instance, Grant concentrates on knowledge application, and argues that firms are entities that must apply the knowledge that their employee’s possess in order to enhance competitive advantage. An example of this is when Jamie Diamond left Citigroup to head up J.P. […]

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the ceo magazine, organizational strategy,

How Strategy Develops a Workplace based upon Managing Intellectual Capital?

Management

Mostafa Sayyadi, Author, Leading Between the Lines Today‘s globalized nature of competitiveness in the markets is placing more pressure on companies to develop more effective organizational strategy. There are many studies that focus on the organizational and managerial factors that create a better workplace for employees. Organizational strategy is such an area that plays a critical

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the ceo magazine, leadership,

Harnessing the Power of Cognitive Diversity on an Executive Team

Leadership, Management

Kim Christfort, National Managing Director, The Deloitte Greenhouse™ Experience team In a time of accelerating change, increasing disruption, and heightened uncertainty, success demands unprecedented levels of resilience and flexibility from executives.  CEOs in particular must strike a dynamic balance between seemingly paradoxical priorities – embracing risk while mitigating it, exploring new, untested, business models while

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the ceo magazine, talent management,

Top Tips for Effective Talent Management

Management

Mostafa Sayyadi, Author, Leading Between the Lines Effective talent management is needed to achieve a high degree of sustainable competitive performance. Executives can improve performance by taking a more strategic approach—suggesting that organization’s collective-interests are strategic tools that need to be managed to create competitiveness. Executives can therefore contribute to organizational performance through developing relationships with

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the ceo magazine, networking,

Why Networks and Networking Are Not the Same

Self Governance

James Millar, Author, Building Bridges: The Case for Executive Peer Networks It’s no surprise that many people avoid professional “networking” activities. As a team of researchers reported in the May 2016 Harvard Business Review: “We know that [networking is] critical to our professional success, yet we find it taxing and often distasteful.” These scholars found that negative

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the ceo magazine, customer service,

Improving Customer Service Skills: How executives can be of great help

Leadership, Management

Mostafa Sayyadi, Author, Leading Between the Lines Executives today are focusing on customer and employee relationship management. Executives today are also focused on strategic management decision making due to the hypercompetitive global environment and the public and private sector evaluation and opinion. Public organizations are attempting to function as private profit-wise while public companies have the Wall Street

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the ceo magazine, purpose,

You’ve Reached the Top. Now What? Pointers for Facing Life After the C-Suite

Leadership, Self Governance

Nick Craig, President, Core Leadership Institute Congratulations: You’re at the top of your organization or field. CEO, CFO, chairperson, award winner… Most executives and high-achievers have a predictable narrative as to how they expect their journey to turn out, from moving up the ranks in their organizations to reaching a coveted position, often with a fancy

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the ceo magazine, time management,

The CEOs Challenge with Change

Leadership

Rick Miller, Author, Be Chief: It’s a Choice, Not a Title Those who occupy the corner office know that expectations and opinions about WHAT should be done and HOW it should be done come from all directions. And while there is a wide variance in the “what’s” of CEO decision making, the “how’s” are delivered with surprising

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