In the CEO Afterlife
DECEMBER 7, 2014
To rise from the ashes, our young management team made several tough sacrifices to transform a multi-product, multi-brand operation from generalist to specialist. This turnaround occurred at Jacobs Suchard’s North American operation, eventually sold to Kraft/Mondelez after many years of profitable growth as a coffee specialist.
In the CEO Afterlife
MAY 13, 2012
Jacobs Suchard Directors expected me to run their North American operation as an entrepreneurial enterprise, and as long as the returns were acceptable, they assumed I was doing just that. Cultures conducive to inspiring individuals and teams are the ones that deliver results. I wasn’t surprised in the least.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
In the CEO Afterlife
APRIL 23, 2012
For most of my career, I operated within intensely competitive arenas where fractions of market share points were worth millions of dollars. Competitive situations create a distinct individual and team behavior. It’s not as if RIM were operating in a non-competitive environment. In business, your competitor is the enemy.
In the CEO Afterlife
MARCH 21, 2016
They put the pedal to the metal to get the job done, and they expect that modus operandi from their teams. Companies who thrive on a fast culture are obsessed with reducing costs and improving operations. The most successful leaders, leverage ‘fast company’ cultures to achieve competitive advantage. Fast Companies Get Results.
In the CEO Afterlife
JULY 2, 2012
As in war, a common enemy is a great place to unify and motivate a team behind a worthy cause. The new economy doesn’t operate that way. When a business is in the red because of smart competitive maneuvers or its own strategic ineptitude, intense disdain for the competition emerges. It is the mindset of a company in a “turnaround.”
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. They want to know how to best trek Mount Here , the vista everyone on the team agreed to climb in the first place. Tight Strategies Don’t Limit Opportunity. They Create It.
In the CEO Afterlife
DECEMBER 29, 2013
Wal-Mart people can’t deliver that promise without a super-efficient operation. If HR’s promise is a “nimble, creative, get-it-done” team of employees, there is a host of ways to deliver and demonstrate this positioning. Within every successful brand is a core promise. Wal-Mart promises low prices, every day.
Expert insights. Personalized for you.
183 
Let's personalize your content