In the CEO Afterlife

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Who is the 21st Century CEO?

In the CEO Afterlife

Peering into the future by a decade, I expect to see little change in the definition of leadership. As with any other era, whether the year is 1998 or 1968, the range of personal attributes required to be a Chief Executive Officer must align with the type and state of that enterprise and industry.

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Snails and Big Companies

In the CEO Afterlife

Definitely. The shell for big companies is not bricks and mortar. It is clout. Clout comes from cash. We see this in the rash of acquisitions that fuel scale economies. Look at Kraft Foods. Snails live in cool, dark environments.

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The Difference between Strategists and Strategic Planners

In the CEO Afterlife

Strategic Planners, at the outset, are disadvantaged by the definition of their role. Strategists and Strategic Planners may read the same periodicals and have similar destinations in mind, but there is a difference between the two. They are staffers, not line managers. Consultants earn a living by the clock.

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Who Makes Resolutions Come True? YOU

In the CEO Afterlife

Most of them will emerge from the goal definition exercise. These are the ‘softer’ factors that include empathy, stress, contentment, how you lead, how you inspire, and how you impact others. Define the constraints.

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The ‘Old Economy’ Needs a Rocket Man

In the CEO Afterlife

Old school CEOs either don’t know how to innovate, fear innovation or simply fail to comprehend the true definition of the word. What repels innovation at old economy companies? Most problems in business begin with leadership. Within these institutions, innovation is likely as overused and as meaningless a word as strategy.

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What’s Holding YOU Back?

In the CEO Afterlife

Most of them will emerge from the goal definition exercise. These are the ‘softer’ factors that include empathy, stress, contentment, how you lead, how you inspire, and how you impact others. Define the constraints.

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Why Strategy Withstands the Test of Time

In the CEO Afterlife

Of course, within the realm of the definition, there are good strategies and bad ones. How often have you heard people say, “Our strategy is to become the biggest and the best?” This is not strategy. Strategy is not the what. Strategy is the how – how will you become the biggest and the best?

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