225 Posts found for Source: Chief Executive

Buffeted by years of offshoring, formidable Asian competitors and a global economic downturn, some companies are finding ways to make manufacturing in the U.S. a competitive advantage.

Content: Article | Author: Dale Buss | Source: Chief Executive | Subjects: Management, Operations, Outsourcing / BPO, Strategy

One of the frameworks that resonates with me is a cycle called knowledge, experience, and trust. You capture knowledge about the person or the entity, you translate that into an experience that the person has, and that builds trust. And trust starts the cycle over again, because if you trust someone they’ll give you more knowledge about them and you keep going. And trust also … [ Read more ]

Content: Quotation | Author: Jon Spector | Source: Chief Executive | Subjects: Personality / Behavior, Trust

It shouldn’t take a governance crisis to prompt a review of board composition. As industry changes force shifts in corporate strategy, most CEOs will, at some point in their tenure, find it necessary to ask themselves whether they have the right mix of expertise, experience and business savvy to advise and challenge senior management on the path to success. A board that has served adequately, … [ Read more ]

Content: Article | Author: C.J. Prince | Source: Chief Executive | Subject: Corporate Governance

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When you’re not caught up in being right, then you have the ability to listen when an issue comes up – and I mean really listen.

Content: Quotation | Author: Harry Kraemer | Source: Chief Executive | Subject: Communication

While not as impressive as the headline “funny money” payments to a handful of executives, severance costs are not the only direct, cash costs incurred when CEO failure occurs.

Content: Article | Authors: Claire Wyckoff, Nat Stoddard | Source: Chief Executive | Subject: Corporate Governance

Companies spend hundreds of millions on stock buyback programs that seldom achieve their intended goal.

Content: Article | Author: C.J. Prince | Source: Chief Executive | Subjects: Finance, Management

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CEOs look constantly for areas where they can improve performance. Yet, as a comprehensive, two-year research study shows, many overlook one of the richest and most readily available targets for improvement: their own top management teams (TMTs).

Why? Because a significant number of CEOs remain unaware of the high level of dysfunction on those teams. Our research not only uncovered the striking difference of … [ Read more ]

Content: Article | Authors: Fred Adair, Rich Rosen | Source: Chief Executive | Subject: Management

What are the sources of corporate growth? If you take a middle-of-the- road view of markets, as many executives do, the answers may surprise you: averaging out the different growth rates in an industry’s segments and sub-segments can produce a misleading view of its growth prospects.

Most so-called growth industries include sub-industries or segments that are not growing at all, while relatively mature industries often have … [ Read more ]

Content: Article | Authors: Mehrdad Baghai, Patrick Viguerie, Sven Smit | Sources: Chief Executive, McKinsey & Company Inc. | Subject: Strategy

Sixty to 70 percent of U.S. acquisitions—even more in Europe and Asia—are private, yet there has been little research on M&A activity involving private firms. Most appraisers agree that a minority interest in a privately held company typically sells for less than a minority interest in a similar publicly traded company (a difference known as the discount for lack of marketability or “illiquidity discount”), and … [ Read more ]

Content: Article | Author: Laurence Capron | Source: Chief Executive | Subject: Mergers & Acquisitions

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When the Carnegie and Ford Foundations unveiled their scathing critiques in 1959 of what was then the modern MBA degree, they made a serious impression on their intended audience. The top business schools scrambled to make the suggested changes in an effort to earn back a little respect from both businesses and critics at large.

While there has not been another formal report since the 1950s, … [ Read more ]

Content: Prospective MBA Content | Author: C.J. Prince | Source: Chief Executive | Subjects: About the MBA Degree, Business School News

Robert S. “Steve” Miller, 66, gained a reputation for fixing ailing companies, something that became an unanticipated career for the Oregon-born executive who worked at Ford and was recruited by Lee Iacocca as part of the team that saved Chrysler from ruin in the late 1970s. Initially trained in finance and accounting, Miller went on to salvage many faltering companies, including Aetna, Morrison- Knudson, Waste … [ Read more ]

Content: Thought Leader | Authors: J.P. Donlon, Robert S. “Steve” Miller | Source: Chief Executive | Subject: Management

The steps needed for rapid performance improvement fall into the category of simple to conceive but not easy to do. Leaders of fast turnarounds first systematically diagnose the business’s current condition. This diagnosis, informed by the four fundamental laws of business discussed below, gives them a deep understanding of their point of departure. They next map out a realistic point of arrival, again using … [ Read more ]

Content: Article | Authors: Mark Gottfredson, Steve Schaubert | Source: Chief Executive | Subjects: Management, Strategy

The frequently occurring challenges to innovation and new ventures in large corporations are:
1. the lack of vision at the executive level
2. the initial magnitude of the opportunity
3. the internal competition
4. the availability of resources
5. the isolation of the innovative function

Content: Article | Author: Roy Serpa | Source: Chief Executive | Subjects: Innovation, Organizational Behavior

You’ve just gotten the word. You are the new CEO—or maybe the word is that your offer to acquire another company has just been accepted. Whatever the source, you will now have a new bunch of executives reporting to you, and you know that your success will depend on them.

Right away, you have two tasks—you have to choose who your team will be, and you … [ Read more ]

Content: Article | Authors: Edward J. Coyne, Kevin P. Coyne, Shawn T. Coyne | Source: Chief Executive | Subjects: Leadership, Management, Organizational Behavior

Thousands of companies have jumped on the engagement bandwagon over the past decade. he core idea makes sense; that is, employees who enjoy their work and care about the company will be easier to retain, sell more products, work harder and even contribute more innovations to drive success.

In a competitive marketplace, there’s no shortage of CEOs who tout the quality of their workforce as a … [ Read more ]

Content: Article | Author: John Engen | Source: Chief Executive | Subjects: Best Practices, Human Resources, Management

I consider somebody a good leader if they exhibit three things. One is strategic leadership, which simply means the ability to assess the big picture. The second is operational leadership. I expect our leaders to make things happen, serve our customers, have good processes, organize their own divisions properly and, most important, hit their numbers. And the third is people leadership, the ability to motivate, … [ Read more ]

Content: Quotation | Author: Arun Sarin | Source: Chief Executive | Subject: Leadership

The decisions new CEOs make during their first few months on the job have a decisive impact on whether they ultimately succeed or fail. The transition period is a time of opportunity, but also great vulnerability, especially when new leaders are expected to change their organizations in fundamental ways.

Based on research and experience working with senior executives in transition, the following eight fundamental principles … [ Read more ]

Content: Article | Authors: Dam Ciampa, Michael Watkins | Source: Chief Executive | Subject: Management