CEO Corner

5 Ways to Find your Low-Hanging Growth Opportunities

Chief Executive Magazine -

CEOs are often far removed from the thousands of processes carried out every day across the complex organizations they lead, resulting in easy growth opportunities missed. These opportunities can be uncovered using six key capabilities: problem-solving skills, motivation, cross-unit collaboration, fast decision making, strong implementation skills and real accountability.

4 New Rules for Global Business Success

Chief Executive Magazine -

In his new e-book, Re-Think: A Path to the Future, former IBM CEO Sam Palmisano predicts that traditional multinational firms will cease to exist and will eventually be replaced by globally integrated enterprises. These GIEs will locate departments not only in different states but even in different countries, wherever the most appropriate talent resides.

5 Time Management Tips for CEOs

Chief Executive Magazine -

As a CEO, your strengths and capabilities are numerous. But you won’t succeed at any of them if you aren’t good at managing your time. From better delegation to intimately understanding your product and business to setting aside the right amount of creative thinking time, there are ways of adjusting your schedule that will help you focus on CEO-level priorities.

How One CEO Turned Stagnant Sales into Growth

Chief Executive Magazine -

The sales buck ultimately stops with the CEO. If earnings expectations or revenue objectives are missed, its the CEO who takes the fall. In fact, Gartner ranked revenue and company growth as a CEO’s top priority in 2013. Here’s what one CEO did to boost stagnant sales and jump-start growth in his firm.

6 Tips for Improving a CEO’s Reputation Among Employees During a Crisis

Chief Executive Magazine -

CEOs often have to make tough decisions involving mergers, acquisitions, layoffs, salary freezes and more. Certain events, even when they are the best decision for the long-term health of the company, can generate widespread fallout, including damaging the reputation of the CEO. Communications consultants David Johnson and Don Middleberg offer tips to help CEOs handle negative reputational issues.

Guidelines for Revitalizing a Brand

Chief Executive Magazine -

History shows that ignoring or missing a major consumer trend or behavioral shift can have significant detrimental effects on brand survival. Some never recover, but others have learned how to reinvent themselves. Here are some suggestions for revitalizing a brand, from CEOs who have achieved it.

How to Restore Trust When Goals Aren’t Met

Chief Executive Magazine -

In light of the news that the U.S. Federal Reserve has rejected Citicorp’s request to increase dividends and buy back stock, CEO Mike Corbat is now in a difficult position. He not only has to find another way to turn the company around, he will also have to regain the trust of all stakeholders. And the latter, some experts say, is as critical as the former.

Lessons for CEOs from Mary Barra’s Ordeal

Chief Executive Magazine -

General Motors CEO Mary Barra’s faced the firing squad during her two days of Congressional testimony last week on the ignition-switch recall fiasco. Now she has to figure out how to pivot to the future - by fixing the culture. It’s all about transparency and authenticity.

Chevron CEO Shows Rewards of Standing up to Green Bullies

Chief Executive Magazine -

CEOs often opt to settle suits brought by environmentalists and other third parties against companies all around the world. Chevron CEO John Watson just demonstrated the potential rewards of sticking things out and fighting for ultimate justice rather than kowtowing to the rabid complaints of extreme progressives wanting to stick it to “big oil.”

Why Culture is The Basis of Building & Investing: What Carlyle Group’s Example Holds for CEOs

Chief Executive Magazine -

Billionaire buy and hold investor Ron Baron says he invests in people, not companies. Before he opens his investment war chest, he dives deep into a company, actually meeting the leadership and seeing the tone they set from the top. No matter how "successful" a company looks on paper, it's the meet and greet and getting to know the people involved in the organization and their culture that seals the deal for him. Peeling back his 25 billion investing portfolio, one of his investing jewels is The Carlyle Group.

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