Career CEO Operations Telecommunications 
In the CEO Afterlife
APRIL 10, 2011
In the CEO Afterlife. To ‘entrepreneurs in waiting’ who want to begin their careers in a corporation, I suggest the following: 1. Sixty-five innovative operations - four in the state of California alone. So why don’t they reduce the number of operations? Know the reputation of the CEO. Main menu Home.
Marshall Goldsmith
DECEMBER 16, 2013
Leaders are debating the changing nature of work and the perceived decline in job security (the lifelong career at a benevolent company is a fading memory) and the erosion of corporate loyalty. The CEO of a leading telecommunications company recently embarked on an innovative approach. Provide intrapreneurial opportunities.
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Persuasive Powerhouse
OCTOBER 18, 2010
I work for a telecommunications company and occasionally I’m in the field dressing fiber optic cable in cabinet. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. It comes from the work my clients do. They are amazing.
Harvard Business Review
DECEMBER 26, 2014
When looking to hire a new CEO, corporate boards of directors are increasingly bypassing C-level executives and appointing less seasoned leaders. Some recent CEO appointments in these industries include Yahoo!’s Through this effort, we have observed certain characteristics of this emerging trend. Paul Raines.
Harvard Business Review
NOVEMBER 23, 2010
I also argued in my last post that the CEO has a critical and unique role to play in process improvement, enabling a companys activities to be redesigned across functions and divisions. If the CEO doesnt play this role, process improvement stays comfortably within functional boundaries. He wasnt a process manager.
Harvard Business Review
NOVEMBER 9, 2011
Does your COO have the best shot at becoming the next CEO? COOs are relatively common in service industries such as financial services, energy, information technology and telecommunications, but in manufacturing sectors — such as automotive, chemical, and pharmaceutical companies — they are relatively rare.
Harvard Business Review
DECEMBER 2, 2011
What they don't understand is that modern-day telecommunications, the hair-trigger requirements of financial markets, and the pace of global organizations create 24 x 7 work lives for most executives. The same logic applies to preparing to operate as an executive. One CEO races performance sports cars on weekends.
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