Strategy

Assessment of the situation to devise a game plan for things to come to fruition.

the ceo magazine, strategy,

Strategy Beyond The Hockey Stick: How To Measure—And Raise—The Odds Of Your Strategy’s Success

Chris Bradley, Martin Hirt, and Sven Smit, Authors, Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds Only 1-in-12 companies manage to rise from the middle of the pack to the top. Here’s how to become one of them Several times a year, top management teams enter the strategy room with […]

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the ceo magazine, business growth,

How CEO’s Can Drive Business Growth in a Disruptive World

Brett Richards, Founder & President, Connective Intelligence, Inc. In today’s volatile market, where speed and performance are critical to business success, CEOs face an unprecedented number of challenges to accelerate growth and differentiate themselves from their competitors. Now more than ever before, leaders need to take the guesswork out of driving growth with better metrics to

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the ceo magazine, business model,

Radical Business Model Transformation

Carsten Linz, Günter Müller-Stewens & Alexander Zimmermann 1. Leading Radical Shifts with Transformational Mindset Today’s exponential change, fueled by the two mega trends – digitization and service orientation (‘servitization’) – makes business model transformation a key strategic priority for many leaders. Companies, which are still relying on outdated business models, face the risk of becoming irrelevant.

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How to Get Your Point Across Persuasively

CEOs typically have their minds made up about most things—social issues, business decisions, social issues. Just ask them. Very few individuals will eagerly invite you to persuade them to take on a new perspective. So if you’re going to get someone to change their behavior, actions, or opinion, you need to do it purposeful. Then

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the ceo magazine, organizational culture,

Is Your Company Misaligned? These 5 Steps Will Get You on the Same Page

Riaz Khadem Add up all the time wasted doing things that aren’t important in your organization—by you, your direct reports and those reporting to you indirectly. You’ll probably end up with a large number. That number represents your organization’s misalignment. We once facilitated an executive session with a large company that included three levels of

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the ceo magazine, mission statement,

Achieve the Impossible

Gary Morton, Author, Commanding Excellence: Inspiring Purpose, Passion, and Ingenuity through Leadership That Matters Inspiring human beings to achieve the truly extraordinary requires something more than a mission statement. Well-constructed mission statements define the field of play, what the organization does on those fields, and what is unique about the organization’s approach; but they are typically

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Introducing Your Next Speaker–Rough, Ruinous, or Rousing?

As CEO, you’re frequently called on to introduce someone—a celebrity for your big client event of the year, an industry guru for your management meeting, a politician for a community gathering.  Whatever the occasion, you never want to be that person who disappoints the speaker, confuses the crowd, and embarrasses yourself. As I sat in

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