In the CEO Afterlife

JANUARY 14, 2015

Do Less Better isn’t the first book on focus, nor will it be the last. But the element that separates this book from the others is the “how” – how one finds focus in a business world that is more complex than ever. All the way from the C-suite’s choice of markets in which to compete to a person’s daily “to do” list , the “how” is the capacity to make tough strategic choices and tough strategic sacrifices.

Power 138

Power Brand Marketing Strategy 138

In the CEO Afterlife

AUGUST 5, 2015

In Theodore Levitt’s The Marketing Imagination , the renowned marketing professor said there was no such thing as a commodity, only people who think like commodities. Differentiation is still the name of the marketing game. Distinction in service, image and promise allows a brand to occupy a piece of a customer’s busy mind. More importantly, differentiation is the brand’s raison d’être, its reason for being that causes customers to think of it when they are ready to shop.

Brand 137

Brand Airlines Bottom-up Marketing 137

In the CEO Afterlife

MARCH 26, 2015

Kraft is a rather interesting case in shareholder value. For years management has failed to generate organic growth. So they’ve chosen the easier growth route of acquisitions, mergers, divestments, and more mergers. And through it all, shareholders have been rewarded with lucrative stock gains. The history of mergers and acquisitions at Kraft is a long one.

Core Competence 130

Core Competence Brand Reference Objective 130

In the CEO Afterlife

FEBRUARY 20, 2015

21 st Century corporate governance is a busy job. Acting on behalf of shareholders, boards of directors are paying attention to an escalating list of risks and rewards from a firm’s undertakings. Like many activities within any organization, “the squeaky wheels get the grease.” Other than in desperate situations such as ‘turnarounds,’ culture seldom ranks as a pressing matter in the boardroom.

Long-term 125

Long-term Download CEO Objective 125

In the CEO Afterlife

DECEMBER 10, 2015

Five years ago, I became a blogger. With 45 years of business experience as a foundation, I began sharing personal reflections and contemporary insights on leadership – fully aware that my content would not matter a damn had I not kept pace with the pulse of the new economy and the changing dynamics of customers and the workforce. One hundred and thirty blogs later, 1 post stands out from the rest, not because it was critically acclaimed or that it generated thousands of hits.

Suri 113

Suri Diversity Leadership Class 113

In the CEO Afterlife

MARCH 18, 2015

Complexity has many definitions; excessive complication is the simplest. In today’s business, chronic complexity is stifling, stagnating, and bringing companies to their knees. This is why we hear so much about focus from C-suites and corporate boards. CEOs talk focus all the time and nod to its importance, but few take the necessary measures to cut through complexity and clear a path to clarity and coherence.

Apparel 196

Apparel Brand Franchising Competitive Advantage 196

In the CEO Afterlife

APRIL 22, 2015

Okay, so I’m going to start by admitting that my heading was a ‘hook’ to get you into this post. Here’s the deal; the notion that “change is bad” is blasphemy in today’s world of business. In fact, c hange is one of the most proliferated subjects in blogs, books, and social media chats. I understand why, and so do you; change is vital to progress in every field of endeavor.

Brand 125

Brand Core Competence Retail Advertising 125

In the CEO Afterlife

MARCH 7, 2015

Now that I have your attention, the decay I am actually referring to is the 50 warning signs of corporate decay. Watch out for them in your organization. If you spot four or five, work on resolving them, now. Ten or fifteen mean that you are already in the quicksand. Revival is not too late, but whatever you do. remember, the steps you take must be transformational, not incremental.

Absenteeism 115

Absenteeism Short-term Long-term Strategic Planning 115

In the CEO Afterlife

JUNE 10, 2015

In the last 40 years of the 20 th century, strategy was the champion of business supremacy. As a critical success factor, strategy turned into a lucrative industry for a host of consulting firms such as McKinsey & Company , and the Boston Consulting Group. Smart strategic thought became the conduit for propelling companies to decades of top tier performance.

Strategy 165

Strategy Critical Success Factor McKinsey Retail 165