corporate culture

the ceo magazine, mergers and acquisitions,

The Unlikely Role of Enterprise Software in Defining Post-Merger Culture

Management

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 […]

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the ceo magazine, corporate culture,

How to Audit Corporate Culture

Management

Justin Gwin, Risk Advisory Services Manager, Kaufman Rossin Many recent high-profile scandals, such as those at Toshiba, Volkswagen, FIFA, and Wells Fargo, have shown the adverse effect of having a poor corporate culture.  Toshiba’s $1.2 billion profit inflation scandal, which occurred over seven years and came to light last summer, was called “the most damaging event for

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the ceo magazine, corporate communication,

Empathy in Business Communication

Management

Jill Lublin, Author, Profit of Kindness: How to Influence Others, Establish Trust, and Build Lasting Business Relationships Business procedures and management decisions are based on facts and not emotions. As a consequence, business communication strategies are also based on quantifiable factors. This reality makes even the self-proclaimed value-based organizations hard to articulate empathy. Through improvements in

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the ceo magazine, corporate culture,

The CEO as “Cultural Excellence Officer”

Management, Strategy

Jack Litewka, Author, THE SOPHISTICATED MANAGER:  Essential Leadership Lessons for Developing High-Performance Team… and Avoiding Critical Mistakes A CEO creates the Corporate Culture.  This activity deserves and requires careful thought and communication. If this activity is considered a “nice-to-have”, then the resulting culture is random and becomes “cultural transmission by osmosis” – which is not the

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the ceo magazine, leadership qualities,

How to be a Trusted Leader

Leadership

Paul J. Zak, PhD, Professor, Claremont Graduate University Fear or love?  At the most basic level, these are a leader’s choices when seeking to motivate followers. Most managers, perhaps due to some hangover from the eighteenth century, lead by fear because, well, it works. Fear may not be explicit, though some managers still scream and

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the ceo magazine, millennials,

Want to understand Millennials better? Look in the Mirror!

Marketing

Nicole Ertas, Author, Free Range Brands Seems like every non-Millennial has a pretty strong opinion of Millennials, good or bad.   And as corporate leaders, we’re feeling their influence from customer demand and expectations to recruiting and retention.  There’s no escaping it:  the Millennials are here.  And at 80 million strong, with a whole new mode

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the ceo magazine, hiring,

Talent DNA: How to Find the Perfect Employee for Your Culture

Management

Mark Demos and Krisandra Parsons, Founders, Corp-DNA There is an ancient piece of wisdom that simply asks, “Can two walk together unless they be agreed?”  Agreement is more than a decision to associate or combine forces. Agreement has numerous facets that relate to personality, values and motivators. Recently I overheard two HR managers discussing new hires. One said

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Attract and Retain Top Talent by Managing Duty of C

Attract and Retain Top Talent by Effectively Managing Duty of Care

Management

Business travel continues to be an integral part of managing a successful business. Establishing a robust, results-oriented corporate travel management program involves many components. The establishment of a concise travel policy, appropriately managing travel expenses and ensuring that both travelling employees and your business are satisfied with travel management results will demonstrate a positive return

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