225 Posts found for Source: Chief Executive

How does one define M&A success? Chief Executive reached out to two respected corporate performance consultancies—EVA Dimensions and Applied Finance Group—and put the question to them. Each came up with what they consider to be the truest test of a flourishing or regretful M&A transaction. The firms applied their metrics to six M&A deals, analyzed in full on the following pages.

Content: Article | Author: Russ Banham | Source: Chief Executive | Subject: Mergers & Acquisitions

Often CEOs know what they’re good at and spend time to hone those skills, but it can be hard to see the flipside of those strengths. For example, a CEO who sees himself as efficient may be viewed by employees as abrupt or uncaring. Or a leader who strives to be thoughtful and strategic may be perceived as moving too slowly. Being mindful of the … [ Read more ]

Content: Article | Authors: Andrew Gilman, Cheryl Strauss Einhorn | Source: Chief Executive | Subject: Personal Development

Peter Drucker once dubbed Frances Hesselbein “the greatest leader in the country.” In a recent interview with Chief Executive, Hesselbein shared four of the leadership practices that she found most effective during the course of her career.

Editor’s Note: I have been consistently impressed with the writings and thought leadership of Frances Hesselbein. I encourage you to search for her name on this site to find … [ Read more ]

Content: Thought Leader | Author: Jennifer Pellet | Source: Chief Executive | Subjects: Management, People

We propose that business executives and finance leaders embrace the evolution from cost management to cost leadership. Cost leadership is reflected in a culture that, independent of macroeconomic circumstances, pursues a low cost, high-quality, customer-centric approach to managing the business. Cost leadership is characterized by four primary criteria:
(1) recognition as the lowest cost producer in one’s industry, without compromise in quality or customer focus; … [ Read more ]

Content: Article | Authors: Allen Schiff, Jonathan Schiff | Source: Chief Executive | Subject: Management

Apply open-book management to boost employee ownership.

Content: Article | Author: Morey Stettner | Source: Chief Executive | Subjects: Management, Organizational Behavior

Companies have been feverishly pursuing growth and global expansion—and in the process setting themselves up for failure.

Content: Article | Author: William E. Rothschild | Source: Chief Executive | Subjects: Management, Strategy

There is a direct, and measurable, relationship between employee engagement and a company’s success. Want to increase your earnings per share by almost 30%? Get your employees involved.

Content: Article | Author: Eric Mosley | Source: Chief Executive | Subject: Organizational Behavior

Seven essential questions every board must consider.

Content: Article | Authors: David Martin, Leo M. Tilman | Source: Chief Executive | Subject: Corporate Governance

Answers to the future growth of your business depend on your ability to ask the right questions. These are the fundamental questions that underlie the core of your intention.

Content: Article | Author: Norm Levy | Source: Chief Executive | Subjects: Management, Strategy

How do we keep customers satisfied and loyal for the long haul?

Content: Article | Author: Andrea Ayers | Source: Chief Executive | Subject: Customer Related

Can some CEOs be unaware of their own company? Sometimes the paradox is obvious to everyone – but them. Here are six areas every leader should check.

Content: Article | Author: Matt Shlosberg | Source: Chief Executive | Subjects: Corporate Governance, Management

CEOs are often the last defense against unrestrained discounting that degrades margins and destroys value.

Content: Article | Author: John Kador | Source: Chief Executive | Subject: Pricing

There are few situations in the turnaround world where timidity wins. People both inside and outside of the company will say, ‘Just give it time.’ But I’ve never seen a situation headed south where giving it time would have helped.

Content: Quotation | Author: Cyrus Freidheim | Source: Chief Executive | Subject: Management

Reputational intelligence requires:

* Understanding the clear distinctions between brand and reputation;
* An existing or developing positive corporate culture;
* Rigorous application of business tools such as research to track distinct aspects of your reputation; and
* Continuous commitment by the board and C-level executives to treat the company’s reputation as the high-value asset it is and manage it proactively.

Content: Article | Author: William G. Margaritis | Source: Chief Executive | Subject: Management

Collaboration has become a hot buzzword. Tear down silos. Get employees to talk to each other from separate cubicles, separate countries. Partner with suppliers and customers to bolster innovation. The mandate for CEOs and senior executives seems clear: You should get your employees to collaborate more.

Guess what? This conventional wisdom is dead wrong: Collaboration is not necessarily a good thing, and more of it is … [ Read more ]

Content: Article | Author: Morten T. Hansen | Source: Chief Executive | Subjects: Management, Organizational Behavior

Whether you are seeking to attract and retain talent, generate support for a new business imperative, or to maintain friendly labor relations, an effective Employee Engagement program is one that is built on the five C’s: clarity, consistency, context, customization and conversation.

Content: Article | Author: Carreen Winters | Source: Chief Executive | Subjects: Human Resources, Management

No one disputes that the competitive chessboard today is global, and will continue to become even more international in scope as emerging markets like China, India and Latin America burgeon. Yet, most U.S. multinationals, alleging impediments like travel impositions and language and cultural barriers, retain boards that reflect the American and not the global marketplace.

Content: Article | Author: Russ Banham | Source: Chief Executive | Subjects: Corporate Governance, International

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The colossal business failures of the past few years underscore the fact that the conduct of a company’s leadership team is directly correlated with the organization’s long-term performance. Once-venerable institutions such as Bear Stearns, Lehman Brothers, Merrill Lynch and Royal Bank of Scotland paid the ultimate price for the behaviors of their leadership teams. And just as business failures can be traced back to the … [ Read more ]

Content: Article | Author: Susan Lucia Annunzio | Source: Chief Executive | Subjects: Leadership, Management

Why aren’t women viewed as visionary?

Content: Article | Authors: Herminia Ibarra, Otilia Obodaru | Source: Chief Executive | Subject: Women in Business