N2Growth Blog
AUGUST 1, 2016
CEO Interview: Sam Walsh. This edition of the CEO interview features Sam Walsh, the recently retired CEO, of Rio Tinto. Since taking up the CEO seat at Rio Tinto Sam has steered the business through a torrid industry downturn and firmly positioned them for new growth. (as featured in mining.com).
Leading Blog
MARCH 9, 2015
Our Inside ROPE teams were comprised of colleagues in our company’s marketing, accounting, finance, engineering, support, purchasing, and other functional units. I knew I would need their cooperation and support in order to successfully orchestrate a complex, months-long sales campaign.
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N2Growth Blog
AUGUST 11, 2010
Unresolved conflict often results in a loss of productivity, stifles creativity, and creates barriers to cooperation. Developing effective conflict resolution skill sets are an essential component of a building a sustainable business model. Perhaps most importantly for leaders, good conflict resolution ability equals good employee retention.
Harvard Business Review
JULY 20, 2011
Bean Counters makes the point that GM was doing fine until in the mid 1970s the MBA-trained finance guys took control of product development from the "car guys," who were engineers and designers. He believes that CEOs and the top management should not be bean counters but rather should be a "product guys.". Executive talent.
Harvard Business Review
NOVEMBER 1, 2016
How much do CEOs actually matter? Although such sentiments may not apply to most CEOs, even the anonymous CEO still benefits from the impulse: Most CEOs worldwide earn between 50 and 100 times more than the average worker. The CEO-to-worker pay ratio in America is even bigger, at 350:1.
N2Growth Blog
DECEMBER 22, 2010
However when a situation can be seen through the lens of difference, and a position is simply a matter of opinion not a totalitarian statement of fact, then cooperation and compromise is possible. If you’re a CEO who doesn’t leverage conflict for team building and leadership development purposes you’re missing a great opportunity.
Harvard Business Review
OCTOBER 18, 2016
CEOs get paid handsomely. By endorsing performance-insensitive compensation packages, broadly diversified investors are indeed incentivizing CEOs for good performance. To understand this new explanation for seemingly exorbitant CEO pay, it’s important to understand a recent, fundamental shift in the ownership of U.S.
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