2001 CEO Ethics Marketing 
Rich Gee Group
DECEMBER 4, 2010
I was going through some papers that take me back to 2001-2002 and I saw this phrase, “Be Bold In Life&#. home about rich our team news our fans services executive coach business coach speaking inspire media knowledge books affiliates contact Rich Gee Group 203.500.2421 Be Bold In Life. Well I did. Unported License.
Harvard Business Review
SEPTEMBER 27, 2011
This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System. Some years ago, the then-CEO of Air Products told me that it took his team two months to decide and plan layoffs, two weeks to do them, and two years to recover. As former Procter & Gamble CEO A. But that's not what goes on.
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Harvard Business Review
MARCH 12, 2018
” Whether in marketing or sales, it often feels like jobs are contingent on external circumstances, the whims of executives, strategic pivots, and shareholder demands. This hasn’t gone unnoticed by some leaders, and a new generation of CEOs taking a cue from this last bastion of the Protestant work ethic.
Harvard Business Review
JULY 11, 2013
In December, 2001, just prior to filing for bankruptcy, Enron Corporation had approximately $2 billion in cash and no debt coming due. In a keynote speech , he said Enron went bankrupt because of "decisions" made in October 2001. However, in situations where a firm must maintain access to capital markets (e.g.
Harvard Business Review
JUNE 13, 2012
As a recent example, a simple background check would have saved the Yahoo board the trouble of ousting Scott Thompson , the company's fourth CEO in five years, because he falsely claimed a computer science degree. Jeff Skilling, as a condition of his employment at Enron, insisted the company adopt mark-to-market accounting.
Harvard Business Review
DECEMBER 8, 2010
Right now, yesterday's organizations — from corporations to Congress — have a gaping, yawning disclosure gap: the how, what, why, how and when of disclosure simply isn't good enough for markets and communities to be able to allocate and utilize resources productively or efficiently.
Harvard Business Review
MARCH 24, 2011
Between 1994 when he was first elected and 2001, in his third term, the Firm more than doubled its number of consultants (3,300 to 7,700), partners (425 to 891), and annual revenues ($1.5 Competitors whispered that Gupta was committing the most un-McKinsey-like of sins: cutting price to get into new markets. billion to $3.4
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