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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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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8 Tips to Increase the ROI of Your Staff Meetings

Entrepreneurship, Leadership, Management, Sales, Small Business, Strategy

The COO of my consulting firm years ago used to start staff meetings with 5-15 minutes of small talk. Although he intended to promote socializing, the adverse consequences were late-arrivers, difficulty in focusing on serious discussion at the start of the meeting, and low energy throughout the remainder of the meeting. But those meetings were

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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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