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Social Media for CEOs

N2Growth Blog

Nary a week passes where I don’t hear from a CEO who’s grappling with this social media conundrum: should I, or shouldn’t I? We have a social media practice at N2growth, I use social media, and all of the CEOs I coach are participating at some level in social media. By Mike Myatt , Chief Strategy Officer, N2growth.

Media 305
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Why Businesses Fail | N2Growth Blog

N2Growth Blog

As much as you may wish it wasn’t so, as a CEO you’re really only as good as your last decision. As a person that works with CEOs and entrepreneurs on a daily basis I can tell you with great certainty that all leaders are not created equal when it comes to the competency of their decisioning skills. They make bad decisions.

Blog 409
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How Dumb Is Your Business?

N2Growth Blog

Posted on October 13th, 2010 by admin in Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth How dumb is your business? At the risk of drawing the ire of corporate elitists, I submit to you that the dumber your business is, the better off you are. Our Freedom. All Rights Reserved

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Has Jim Goodnight Cracked the Code of Corporate Culture?

Michael Lee Stallard

Published by Michael Lee Stallard on June 18, 2010 09:30 am under E Pluribus Partners , Media Appearances , connection culture , employee engagement Today, The Economic Times in India published an article I wrote about Jim Goodnight and SAS Institute. Jim Goodnight, co-founder and CEO of SAS Institute, is not one of them.

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Has SAS Institute’s Goodnight Cracked the Code on Corporate Culture?

Michael Lee Stallard

Last year I met with Jim Goodnight, SAS Institute’s founder and CEO, to learn more about his leadership and SAS Institute’s culture. Jim Goodnight, co-founder and CEO of SAS Institute, is not one of them. Recently, SAS was named number 1 on Fortune’s “100 Best Companies to Work For” list for 2010.

Software 287
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JP Morgan's Loss: Bigger than "Risk Management"

Harvard Business Review

The recent disclosure of a multi-billion dollar trading loss at JPMorgan Chase reminds us again of the challenge and complexity of risk management, the subject of our June 2012 HBR article, "Managing Risks: A New Framework." Each requires customized risk management processes.

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Good Risk Management Means No Buck-Passing

Harvard Business Review

pipeline explosion in September 2010. PG&E could still have conducted intelligent risk management in the interest of its own shareholders. • Middle managers must model and transmit the CEO's directive to the front line, and front-line employees must own risk management. Tragically, sometimes they do.