In the CEO Afterlife

AUGUST 6, 2013

Wouldn’t you expect more innovation? I am not suggesting restructuring the entire brand management system. I am making the case for CMOs and CEOs to recognize the necessity of their own direct and passionate involvement as chief brand custodians. Some companies brand exceedingly well. That’s an understatement.

Brand 260

Brand P&L Human Resources Brand Management 260

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).

Gordon 150

Gordon Restructuring Leadership CEO 150

The Practical Leader

APRIL 17, 2024

The CEO and second generation owner of this family business was completely frustrated, very unhappy, and hated coming into work every day. Often, they pay lip service, perhaps even passionate lip service, to the importance of customers, quality, teams, innovation, engagement, leadership development, new technologies, safety, and the like.

Teamwork 104

Teamwork Restructuring Project Micromanagement 104

CO2

JUNE 14, 2023

I need to restructure my business — I ’ m thinking of eliminating my acquisitions team, ” said the CEO of a large professional services firm. Like many of the CEOs whom I coach, he was anxious in this pandemic and had a hard time thinking of any other question other than, “ How do I cut costs?

Welch 78

Welch Restructuring CEO Bottom-up 78

CO2

JUNE 14, 2023

I need to restructure my business — I ’ m thinking of eliminating my acquisitions team, ” said the CEO of a large professional services firm. Like many of the CEOs whom I coach, he was anxious in this pandemic and had a hard time thinking of any other question other than, “ How do I cut costs?

Welch 78

Welch Restructuring CEO Bottom-up 78

HR Digest

MAY 2, 2024

CRN received a statement from a spokesperson from the company stating that it was “simplifying structures to give employees more opportunity to work on our most innovative and important advances and our biggest company priorities while reducing bureaucracy and layers.” Why Are Google Job Relocations Taking Place? According to Inc.

Trends 59

Trends Decentralization CFO Bureaucracy 59

In the CEO Afterlife

SEPTEMBER 3, 2012

This is a short-term aggravation, and though it may thrash earnings for the quarter or the year, it is not a restructuring of the marketplace. Sure, it isn’t business as usual, and yes, every CEO has to make some moves to shore up sales and profits. CEO’s justify across-the-board cuts because they think it is fair.

Short-term 232

Short-term Long-term Advertising Hammer 232

Mills Scofield

JULY 22, 2012

But life, work and innovation are about AND/BOTH, not EITHER/OR – that’s a false choice. Challenge : Discover a paradox, perhaps at the fringe, to help you and your team innovate before the end of August. Perhaps that’s why I think CEOs need to be CCS’s – Chief Culture Stewards. Look at the edges.

Restructuring 178

Restructuring Process Strategy Innovation 178

In the CEO Afterlife

DECEMBER 7, 2014

Risk-averse CEOs find comfort in the ‘ doing more of the same’ strategic mode. A long time ago, this ethic saved a near-bankrupt company that I had a part in restructuring. Branding Human Resources Leadership Life Marketing Strategy Bob Olodort CEO Complexity Culture Focus Jacobs Suchard Nabob Sacrifice Samsung Vision'

Human Resources 183

Human Resources Restructuring Competitive Advantage Marketing Strategy 183

CO2

JULY 25, 2023

“I need to restructure my business — I’m thinking of eliminating my acquisitions team,” said the CEO of a large professional services firm. general Jack Chain who was responsible for the country’s nuclear arsenals, to Jack Welch, former CEO of G.E. How can we do it better?” What will we measure?”

Leadership 78

Leadership Welch Bottom-up Innovation 78

CO2

JULY 25, 2023

“I need to restructure my business — I’m thinking of eliminating my acquisitions team,” said the CEO of a large professional services firm. general Jack Chain who was responsible for the country’s nuclear arsenals, to Jack Welch, former CEO of G.E. How can we do it better?” What will we measure?”

Leadership 78

Leadership Welch Bottom-up Innovation 78

Center for Creative Leadership

SEPTEMBER 16, 2020

This leader is seen as having the potential to bring different informal networks together, fostering collaboration and a more innovative, multi-disciplinary approach to enhancing the customer experience, a key priority for the CEO.

Development 105

Development Executive Coaching Objective Audience 105

LDRLB

SEPTEMBER 12, 2012

This is a short-term aggravation, and though it may thrash earnings for the quarter or the year, it is not a restructuring of the marketplace. Sure, it isn’t business as usual, and yes, every CEO has to make some moves to shore up sales and profits. CEO’s justify across-the-board cuts because they think it is fair.

Short-term 161

Short-term Long-term Budgeting Hammer 161

Harvard Business Review

OCTOBER 5, 2012

CEOs of large companies face a conundrum: they are confronted with a growing number of frugal consumers clamoring for affordable solutions, yet their existing corporate culture and incentive systems are designed to support a "bigger is better" business model — not to deliver more with less. In sum, CEOs need a frugal innovation agenda.

CEO 15

CEO Innovation Restructuring Incentives 15

Marshall Goldsmith

DECEMBER 16, 2013

Restructuring has led to fewer layers of management, also to fewer opportunities for promotion. Innovative high-technology corporations are currently paying employees large bonuses to recruit top talent. The CEO of a leading telecommunications company recently embarked on an innovative approach.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

In the CEO Afterlife

FEBRUARY 5, 2011

In the CEO Afterlife. These executives and their CEOs have been so preoccupied with the management mania of the day (years back it was TQM, then right-sizing and now Internet solutions) that their eye has been off the heartbeat of the consumer goods business. Main menu Home. Leadership. Thanks for this. Leave a Reply Cancel reply.

Magazine 100

Magazine Brand Article Marketing 100

Harvard Business Review

OCTOBER 5, 2012

CEOs of large companies face a conundrum: they are confronted with a growing number of frugal consumers clamoring for affordable solutions, yet their existing corporate culture and incentive systems are designed to support a "bigger is better" business model — not to deliver more with less. In sum, CEOs need a frugal innovation agenda.

CEO 8

CEO Innovation Restructuring Incentives 8

N2Growth Blog

SEPTEMBER 14, 2010

For me businesses are as much or more about the people than they are about the products and markets …so those tough restructuring calls (or sometimes the shut it down calls) are the hardest things ever. The CEO has all of that intellectual property and those secrets in his arsenal to guide the business forward. And guess what?

Open-book 272

Open-book Greenleaf Blog Marketing 272

Ron Edmondson

DECEMBER 9, 2019

I recently resigned my position as CEO of Leadership Network. Leadership Network has a long, great history of helping the Church accelerate growth and innovation. I spent my time restructuring the organization and the team; hopefully positioning it for the future.

Edmondson 73

Edmondson Career Restructuring Brainstorming 73

Harvard Business Review

AUGUST 9, 2011

Forbes recently published our list of the world's most innovative companies in which we ranked companies based upon their innovation premium. But why do some companies have a high innovation premium while others do not? CEOs of average companies, in comparison, scored at about the 68th percentile.

Innovation 15

Innovation Company Disruptive Innovation Restructuring 15

Strategy Driven

OCTOBER 21, 2016

The CEO called for a redoubled effort to resurrect its ailing American arm, a market where customers had been flocking to sports utility vehicles. Neither a restructuring strategy nor a turnaround leader alone could have engineered Nissan’s historic rebound. A new strategy was required. Reprinted by permission of Wharton Digital Press.

Chief Operating Officer 50

Chief Operating Officer Short-term Strategic Fit Restructuring 50

Harvard Business Review

DECEMBER 1, 2016

Being a CEO is harder than ever. What’s a CEO to do? And their CEOs are leading the charge. Our research, which we call the “digital DNA,” identified 23 new management practices CEOs should consider, focusing on empowerment, experimentation, collaboration, data, and speed. The 21st-Century CEO.

CEO 8

CEO Metrics Leadership Business Model 8

Harvard Business Review

JULY 21, 2016

And we have figured out why: analytics forces changes on the C-suite that the CEO has to anticipate and manage, but many don’t. Frequent restructurings of the analytics function. The CEO has to work on four things: Actively manage C-suite dynamics. CEOs must anticipate this reaction. But that is not always the case.

CEO 8

CEO Competitive Advantage ROI CFO 8

Harvard Business Review

AUGUST 31, 2011

As Steve Jobs steps down as Apple's CEO — and Tim Cook takes over — many folks are wondering whether Apple can keep its innovation engine humming. During Jobs' absence from 1986-1998, Apple's innovation premium dropped by 30% as the company quit innovating and its investors lost confidence. Can he do it?

Innovation 13

Innovation Disruptive Innovation Restructuring Technology 13

Harvard Business Review

SEPTEMBER 26, 2011

In the past 25 years, CEOs of many major corporations have relied on a flawed set of beliefs to lead their organizations. This environment and the behavior produced by the prevailing set of beliefs to which CEOs subscribe have deepened a widespread public distrust of corporations and capitalism. The Conventional Wisdom.

CEO 15

CEO Short-term Long-term Restructuring 15

Harvard Business Review

JUNE 20, 2014

When Deborah DiSanzo took over as CEO of Philips Healthcare in May 2012, she knew that engineering would continue to drive innovation. We have seen these forces at work in many different industries around the world, requiring a decidedly closer working relationship between the CEO and CMO. Who should lead our transformation?

CEO 8

CEO Marketing Hotels Long-term 8

LDRLB

APRIL 21, 2014

We all understand that these days it’s really not so much the number of cars or assembly line or factories that a company has, but really its ability to keep up, to be competitive, to be innovative and what gives the company its competitive edge is really the people who make it. What can we do to take advantage of this idea?

Human Capital 60

Human Capital Open-book CFO Innovation 60

Harvard Business Review

APRIL 25, 2013

Initially when the start-up''s founder, serial entrepreneur Elon Musk, looked at the space industry, he faced a quandary about where to innovate, given the restrictions and mandatory performance criteria for space travel. Musk quickly zeroed in on the one area ripe for innovation: cost reduction. They think about the future.

Cost 8

Cost Innovation Long-term Transportation 8

Harvard Business Review

NOVEMBER 19, 2013

Increasing creativity and innovation is not only on the priority list for start-ups; it’s also a strategic goal for CEOs of small, medium, and large-sized companies. As companies grapple with long odds on innovation like these, they are also looking for ways to improve the likelihood of their intrapreneurial success.

Innovation 8

Innovation Company Entrepreneur Constraint 8

Harvard Business Review

JUNE 2, 2015

firms with structures organized around customers would grow from 32% to 52% as firms raced to build customer-centric organizations, and he interviewed companies including IBM and Systems Group that had announced customer-centric restructurings. ” A good example of customer-centricity is Tumi , the innovative U.S.-based

Restructuring 8

Restructuring Company Henderson Health Care 8

Harvard Business Review

MAY 29, 2014

Muhtar Kent, the Chairman of the Board and CEO of Coca-Cola since 2009, talks about how the beverage company is imbedding sustainability into its business. Restructuring a company to focus on sustainability doesn’t happen overnight, so how long did it take to get everyone on board and how did you deal with any resistance to change?

CEO 8

CEO Supply Chain Operations Brand 8

Harvard Business Review

JANUARY 10, 2014

And the long-term trends that have driven corporate restructuring are not going away — globalization, technical change, and ever fiercer competition between firms. The years of the Great Recession saw many big mergers aimed at restructuring assets and cutting costs. IBM’s surveys of top executives have picked up on this trend.

Restructuring 8

Restructuring Trends Long-term Short-term 8

Harvard Business Review

MAY 24, 2013

With former CEO A.G. She''s an expert on strategy, innovation, and leading change. In her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good , she analyzed how P&G (among other companies) achieved long-term performance. She holds the Ernest L. Why is P&G making this move, now?

P&L 8

P&L Restructuring Price CEO 8

Harvard Business Review

JANUARY 7, 2014

Since 2009, Adam Bryant has interviewed hundreds of CEOs for the “Corner Office” feature in The New York Times. This month he’s publishing his second book based on the interviews: “Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation.” CEOs recognize email as a problem.

CEO 9

CEO FAQ Restructuring Performance Review 9

Harvard Business Review

NOVEMBER 7, 2014

This management team, like many others, has fought to increase profitability through business transformation, restructuring, and cost-cutting, without devoting much thought to keeping employees engaged and connected. Organizational agility, innovation, and growth are really difficult without engaged employees. Enough said.

Workshop 10

Workshop Restructuring CEO Morale 10

Harvard Business Review

NOVEMBER 7, 2014

This management team, like many others, has fought to increase profitability through business transformation, restructuring, and cost-cutting, without devoting much thought to keeping employees engaged and connected. Organizational agility, innovation, and growth are really difficult without engaged employees. Enough said.

Workshop 10

Workshop Restructuring CEO Morale 10

Harvard Business Review

OCTOBER 28, 2011

Its opening sentence: "Despite another quarter of robust corporate profits, an ominous impulse is stirring at many big companies — restructuring.". In his work on responsible restructuring, Cascio discovered profitable alternatives to employee layoffs. This strikes us as a knee-jerk reaction and a bad idea.

Restructuring 10

Restructuring Open-book Creativity Motivation 10