In the CEO Afterlife

OCTOBER 30, 2011

Leadership. by John • October 30, 2011 • Human Resources , Leadership , Marketing , Strategy • 4 Comments. You’d think executives from the same organization would offer the same responses. In a strategy seminar I asked the leadership team to tell me what business they were in. Leadership.

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In the CEO Afterlife

MARCH 11, 2012

Ever since I started blogging about leadership and strategy, I’ve been harping about the notion of “doing less, better” as a business modus operandi. Last year, Booz & Company conducted a broad study amongst 1,800 executives on the power of focus in business. Wall Street is against the idea. Booz & Co.

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Execution Reference CEO Company 126

In the CEO Afterlife

MAY 10, 2018

Your success or failure must be quantified by such key business indicators as market share, financial ratios, brand awareness, new product launches, and execution within the deadlines. Rather you must outsmart the giant with innovative thinking, pivoting on a dime, and impeccable execution. Well-articulated goals and metrics.

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Maturity Tips Entrepreneur Bottom-up 159

In the CEO Afterlife

NOVEMBER 8, 2017

Beyond my recreational life (weapons of choice being a tennis racquet and a pickle-ball paddle – on a good day I use both), I’m writing about business leadership, branding and life. In addition, they relish in their leadership role and the power that goes with it. I’m working – not for money, for fun. Energetic and tenacious.

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CEO Golden Parachute Entrepreneur Politics 145

In the CEO Afterlife

SEPTEMBER 6, 2011

Leadership. by John • September 6, 2011 • Human Resources , Leadership • 1 Comment. The advice proved excellent, and for the rest of my days in the corner office I was joined at the hip with an outstanding finance executive who is now the CFO of Lindt & Sprüngli , the world’s leading chocolatier. About John.

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CEO CFO Human Resources Real Estate 162

In the CEO Afterlife

MAY 23, 2011

Leadership. We bring good things to life lasted from 1981 until 2004 with a changing of GE’s executive guard. " Second are the ones that require great executions like "Just Do It" Yours is a very good list. As you rightly point out, 'Just Do It' required great executive to achieve such status.

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In the CEO Afterlife

OCTOBER 23, 2011

Leadership. by John • October 23, 2011 • Human Resources , Leadership , Marketing , Strategy • 4 Comments. I’ve posed these questions to hundreds of senior executives. You’d think I’d get similar answers from the executives who work in the same company. Leadership. In the CEO Afterlife. Think again.

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In the CEO Afterlife

OCTOBER 3, 2011

Leadership. by John • October 3, 2011 • Human Resources , Leadership , Life • 0 Comments. With great pride, he watched the men and women who worked under him go on to become outstanding CEOs, senior executives and masters in their craft. Leadership. Tags: CEO , HR , Leadership , Life. Main menu Home.

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In the CEO Afterlife

DECEMBER 27, 2014

Let’s assume that you work in an overly complex business environment and complexity is crippling decision-making, curtailing execution, and savaging the culture. Branding Human Resources Leadership Life Marketing Strategy Uncategorized Do Less Better In the CEO Afterlife Vision' Play out the “What if.”

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Constraint Human Resources Marketing Strategy Short-term 200

In the CEO Afterlife

NOVEMBER 13, 2012

Companies, large and small, cannot survive without great leadership, sound strategy and flawless execution. That meant reflecting on past situations and determining the factors that were critical to the outcome. The times have changed, but the tools that determine success or failure have not.

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In the CEO Afterlife

JANUARY 20, 2014

Let’s assume that you work in an overly complex business environment and complexity is crippling decision-making, curtailing execution, and savaging the culture. Human Resources Leadership Life Business CEO Crisis Management Culture In the CEO Afterlife John Richard Bell Mentoring New Year''s Resolutions Resolutions Strategy Vision'

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Constraint Human Resources Crisis Management Short-term 185

In the CEO Afterlife

APRIL 24, 2017

Farsightedness is essential to effective leadership. The glue that binds leadership, strategy, and execution is people—at every level of the organization. Every challenging environment presents tremendous opportunities for leaders to excel. Clear, compelling visions establish the foundation for exciting growth.

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Company Apparel Competitive Advantage Long-term 177

In the CEO Afterlife

JUNE 17, 2012

The best ones influenced my mode of operation as an executive of Jacobs Suchard , the maker of coffee and chocolate brands, Jacobs , Nabob , Toblerone , Suchard and Côte d’Or. When all is said and done, regardless of whether a company is a master strategist or a proponent of the hustle mindset, superior execution is critical.

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Strategy Competitive Advantage Innovation Operations 229

In the CEO Afterlife

DECEMBER 31, 2011

I began blogging about leadership, strategy, marketing and life last February. In this post, I compare the ineptitude of BP against the leadership of Rudy Giuliani during a much bigger crisis. All I’m saying is that there’s another hip and a good candidate for the graft would be a senior HR executive.

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Blog Strategic Planning Mission Statement Brand 222

In the CEO Afterlife

FEBRUARY 6, 2012

A coach or mentor’s advice may serve to overcome personal weaknesses; it may have to do with leadership, how to deal with an impossible boss or a toxic corporate culture. When you consider making a suggestion or a decision in the presence of a senior executive, do you always consider its impact on your career?

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In the CEO Afterlife

APRIL 13, 2015

When leadership foresight is compelling, inclusive, and easily definable, people want to be a part of it; they want to follow their leader to that place. In the old economy, slick merchant bankers and private equity executives sat in wooded oak or mahogany boardrooms listening to slick presentations by blue-suited forty year olds.

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Sports Ethics Travel Follow-up 100

In the CEO Afterlife

MAY 1, 2012

Innovation starts with leadership. Leaders must encourage creativity and teamwork, as well as processes and systems that nurture the concepts and execute the results. One thing is certain; the place to start is the corporate culture. Magic can’t happen in cultures that don’t worship innovation.

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In the CEO Afterlife

SEPTEMBER 26, 2011

Leadership. by John • September 26, 2011 • Human Resources , Leadership • 3 Comments. Surely it is time companies and sales executives transformed this myth into improved customer service mantras such as service wins the game or there are no traffic jams along the extra mile of customer care. Leadership.

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CEO Human Resources Library Brand 256

In the CEO Afterlife

JUNE 20, 2013

Booz & Company’s survey of 3,500 global leaders, including 550 CEOs and 325 other C-suite executives report a serious lack of cohesion within their organizations. Leadership Strategy Amazon.com Apple Business CEO Coca-Cola Howard Schultz In the CEO Afterlife John Richard Bell Pepsi Cola Starbucks Steve Jobs Tim Cook Wal-mart'

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Tactics Retail Price Brand 217

In the CEO Afterlife

AUGUST 7, 2011

Leadership. by John • August 7, 2011 • Human Resources , Leadership , Life • 0 Comments. Beyond my recreational life (weapons of choice being a tennis racquet or a golf club - on a good day I use both), I’m writing about business leadership, branding and life. In the CEO Afterlife. Main menu Home. Visionary.

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In the CEO Afterlife

MAY 13, 2012

Superb strategy and execution comes from the people within the enterprise. Provide perspective and input to the long-term business. Provide strategic direction to managemen. Identify risk and monitor mitigation. I’m suggesting this addition. Foster a culture that creates value.

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Competitive Advantage Long-term CEO Strategy 268

In the CEO Afterlife

MARCH 20, 2012

Great strategy and great execution comes from the people within the enterprise. Provide strategic direction to management. Identify risk and monitor mitigation. I’m suggesting an addition. Foster a healthy corporate culture that creates value. Cultures conducive to inspiring individuals and teams are the ones that deliver superior results.

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Competitive Advantage Long-term CEO Ethics 250

In the CEO Afterlife

JULY 24, 2011

Leadership. I’m certain also, that on the emotional side, the concept has motivated brilliant creative people to find other breakthrough avenues of execution within the confines of the brand’s advertising tenets. Leadership. Tags: Absolut Vodka , Branding , Leadership , Marketing. In the CEO Afterlife. Main menu Home.

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In the CEO Afterlife

FEBRUARY 5, 2011

Leadership. by John • February 5, 2011 • Branding , Leadership , Marketing , Strategy • 1 Comment. The blemish is the abdication of strategic attention by the organization’s most senior marketing executives to the enhancement of brand equity. Leadership. In the CEO Afterlife. Main menu Home.

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In the CEO Afterlife

APRIL 8, 2012

I’d suggest hearing aids for the executives of BP, AT&T, Bank of America, American Airlines, and Charter Communications (cable TV provider). While the speed of a snail is the most common knock against big company bureaucracy, there are several other similarities between the species. Snails can’t hear.

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Company Bureaucracy Airlines Banking 212

In the CEO Afterlife

MAY 16, 2011

Leadership. by John • May 16, 2011 • Leadership , Strategy • 3 Comments. From there, successful companies marshal resources behind a few winners and then execute like the New England Patriots. Leadership. Tags: Innovation , Leadership , Strategy. In the CEO Afterlife. Main menu Home. Share it: Tweet.

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CEO Innovation Education Brand 133

In the CEO Afterlife

JUNE 4, 2012

I’ve met both over my long career as an executive, a consultant, and a board member. Strategists and Strategic Planners may read the same periodicals and have similar destinations in mind, but there is a difference between the two. Strategic Planners, at the outset, are disadvantaged by the definition of their role.

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Strategic Planning Document Competitive Advantage Consultative 221

In the CEO Afterlife

APRIL 28, 2012

These executive contributors dealt with the situations differently, and their unique approaches broadened my horizons. But shortly after rising to the corporate throne, people and culture became my mantra. Dispute Resolution. Each HBR issue included the views of guest contributors who tackled sticky, hyopethical scenarios posed by the editor.

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Mentor Advertorial Kotter Hamel 228

In the CEO Afterlife

DECEMBER 21, 2011

As for the executives who run Fender and Gibson, I’ll give them this: These folks are the luckiest global brand marketers on the planet. In other words, they benefit from indirect celebrity endorsement. Buddy Holly, Stevie Ray Vaughn, Roy Orbison and Chet Atkins are all gone but Bruce Springsteen, Eric Clapton, Carlos Santana and B.B.

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Company Brand Price Globalization 248

In the CEO Afterlife

MARCH 21, 2016

They understand the risk of each play, but unlike chessmen, they sacrifice strategic contemplation and negotiation to establish themselves as nimble paragons of tireless execution. Business leaders of the poker ilk value quick, prudent, and confident decision-making.

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Company Brand Competitive Advantage Retail 145

In the CEO Afterlife

APRIL 14, 2011

Leadership. by John • April 14, 2011 • Leadership , Marketing , Strategy • 1 Comment. So, knowing that price fixing is illegal, why would the European executives put their companies and themselves at such risk? Leadership. In the CEO Afterlife. Main menu Home. Insider Insight on Price Fixing. About John.

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Price CEO Brand Discount 100

In the CEO Afterlife

JANUARY 20, 2016

Great strategies guide short-term execution. Because Nestlé defined their core competency as convenience coffee rather than instant coffee, they were able to pioneer an entirely new category rather than flog a dead horse. Today, the Nespresso innovation generates $5+ billion in new revenue. Red Bull does an awfully good job of this.

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Strategy Core Competence Constraint Short-term 165

In the CEO Afterlife

MARCH 26, 2015

As an ex-Kraft executive you can expect more about Kraft and giant-slaying in my book, Do Less Better: The Power of Strategic Sacrifice in a Complex World. .” In the interest of shareholder value, Kraft will not abandon its core competency — and that’s no longer food, it’s mergers and acquisitions. * * *.

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In the CEO Afterlife

APRIL 1, 2012

The difference to conventional branding is this: “cult” imagery and the “buzz” created by breakthrough marketing execution that continues to drive Red Bull’s distinctive image. . Over 25 years, Red Bull tenaciously sticks to strategy in everything it does. Red Bull’s initial target market was the college crowd.

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Trout Reis Sports Brand 249

In the CEO Afterlife

JULY 16, 2015

Despite the necessity for precision in purpose and direction, I see more and more examples of senior business executives operating non-strategically. Focused companies thrive by “doing less, better.”. Tight Strategies Don’t Limit Opportunity. They Create It. We used to refer to this modus operandi as “doing business by the seat of the pants.”

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Strategy Brand Brand Management Marketing 100

In the CEO Afterlife

MARCH 28, 2012

Great strategy and great execution comes from the people within the enterprise. Provide strategic direction to management. Identify risk and monitor mitigation. I’m suggesting an addition. Foster a healthy corporate culture that creates value. Cultures conducive to inspiring individuals and teams are the ones that deliver superior results.

Competitive Advantage 131

Competitive Advantage Long-term CEO Ethics 131

In the CEO Afterlife

JULY 20, 2011

Leadership. by John • July 20, 2011 • Human Resources , Leadership , Marketing • 2 Comments. Along the way, I made a stop at Burnett as an account executive on Procter & Gamble. Leadership. In the CEO Afterlife. Main menu Home. When to Take My Name off the Door – by Guest Blogger Leo Burnett.

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