2010 CEO Leadership Supply Chain 
N2Growth Blog
MAY 16, 2010
Posted on October 13th, 2010 by admin in Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth How dumb is your business? The dumb factor not only applies to talent, capital, and technology, but it also extends throughout the entire value chain.
Next Level Blog
NOVEMBER 11, 2010
As I was walking through this ancient city searching for dinner tonight, I started thinking about the kind of leadership that must be required to start a project you won't live to see the end of. That doesn't mean, however, that your leadership can't build a legacy that outlives you. .
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N2Growth Blog
NOVEMBER 16, 2010
As one example; if you are a manufacturing organization, innovation in your core could include new and improved materials, new techniques, novel approaches to supply chain management etc. Innovation, improvements, or these 'Next' Practices should be looked at in all facets of your business value proposition, your core.
Harvard Business Review
OCTOBER 22, 2013
As a CEO, I’m used to getting angry e-mails. The lack of traceability in our materials supply chain is almost archaic. What would make it impossible, they said, was if the companies further up the supply chain—the cattle ranchers and the slaughterhouses—were unwilling to go along with it. But these were different.
Harvard Business Review
JUNE 19, 2014
Why would the CEO of a huge corporation with vast capabilities need to look elsewhere for assistance? If outside help is truly needed, doesn’t that say something pretty negative about the CEO’s own staff and existing supply chain? Collaboration Leadership' Outside the organization? As Faaiza Rashid, Amy C.
Harvard Business Review
JANUARY 6, 2012
The Corporate Leadership Council reports that highly engaged organizations have the potential to reduce staff turnover by 87% and improve performance by 20%. According to a PRWeek/Barkely PR Cause Survey in 2010, two-thirds of brands now engage in cause marketing, up from 58% in 2009. Marketing experts agree.
Harvard Business Review
NOVEMBER 7, 2011
Recently, I spoke with Linda Sharkey , an author and expert in global leadership development and culture change, to chat with me about this issue. They rendered the global power of the company useless because they could no longer leverage Nestle's massive supply chain or brands. How about you?
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