In the CEO Afterlife

MARCH 20, 2012

Cultures conducive to inspiring individuals and teams are the ones that deliver superior results. Foster a healthy corporate culture that creates value. Great strategy and great execution comes from the people within the enterprise. Procter and Gamble have been winning the culture game for 175 years. That is sustainable competitive advantage.

Competitive Advantage 250

Competitive Advantage Long-term CEO Ethics 250

In the CEO Afterlife

JUNE 4, 2012

They spend weeks, sometimes months assessing, discussing, assembling teams, leading SWAT analyses, and on, and on, and on. Strategic Planning positions exist inside companies, and in external consulting businesses. Consultants earn a living by the clock. The ramification of this incentive is easy to deduce. in some cases, less.

Strategic Planning 221

Strategic Planning Document Competitive Advantage Consultative 221

In the CEO Afterlife

APRIL 28, 2012

Most importantly, the implications and action steps became an ‘easy sell’ to my team. By applying Jacobs Suchard’s brands and businesses to HBR’s models, I was able to pin-point weaknesses and bring clarity to missing opportunities. Human Resources.

Mentor 228

Mentor Advertorial Kotter Hamel 228

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. 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. Fast Companies Get Results.

Company 145

Company Brand Competitive Advantage Retail 145

In the CEO Afterlife

OCTOBER 30, 2011

In a strategy seminar I asked the leadership team to tell me what business they were in. Here’s how the Fortis B2B team define themselves: Natural gas is our business. The ethic of more balls in the air, more chances of success lurks in their subconscious. The answer should have been a no-brainer. Thankfully, Fortis Inc.

Strategy 234

Strategy CEO Marketing Strategy Human Resources 234

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. 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.” Desperate times require desperate measures.

Sports 228

Sports Tactics Competitive Advantage Short-term 228

In the CEO Afterlife

JANUARY 30, 2012

And it doesn’t matter whether you run a Fortune 500 company, a sports team or the local PTA. Clarity of purpose, strategy, and vision will never be more critical than in these situations. In the leadership game, mental toughness and tenacity in hard times separates winners from losers. Leadership Bloggers I follow: Mike Myatt at [link].

McCarthy 212

McCarthy Leadership Crisis Management Sports 212

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. The strategy I’ve grown to love and count on over a 45-year career is do less, better. A long time ago, this ethic saved a near-bankrupt company that I had a part in restructuring.

Human Resources 183

Human Resources Restructuring Competitive Advantage Marketing Strategy 183

In the CEO Afterlife

MAY 22, 2013

Most of the lessons learned were from the errors the executive team made in the first frost that almost put us out of business. Over my 17-year career in the North American coffee business, I must have dealt with three or four Brazilian frosts that pushed the price of coffee futures through the roof.

CEO 260

CEO Human Resources Conference Price 260

In the CEO Afterlife

JULY 16, 2015

They want to know how to best trek Mount Here , the vista everyone on the team agreed to climb in the first place. Once stubborn strategists carve out their course of action, the wisest of the owls stick to it like crazy glue. They don’t seek out the infinite, untapped opportunities at the top of Mount Elsewhere.

Strategy 100

Strategy Brand Brand Management Marketing 100

In the CEO Afterlife

JANUARY 20, 2016

” Of course this is all for not without disciplined leaders with the passion to guide their team in the direction indicated by the strategic compass. These promotions fortify the emotional claim that “ Red Bull gives you wings.”

Strategy 165

Strategy Core Competence Constraint Short-term 165

In the CEO Afterlife

MARCH 28, 2012

Cultures conducive to inspiring individuals and teams are the ones that deliver superior results. Foster a healthy corporate culture that creates value. Great strategy and great execution comes from the people within the enterprise. Procter and Gamble have been winning the culture game for 175 years. That is sustainable competitive advantage.

Competitive Advantage 131

Competitive Advantage Long-term CEO Ethics 131

In the CEO Afterlife

FEBRUARY 19, 2012

On reflection, I should have paid attention to the unique personalities of my management team and made some adaptations that would have allowed their business lives to be even more fulfilling. It was also “easy” leadership because I led without much regard to filtering the intensity of my personality.

CEO 213

CEO Human Resources Bureaucracy Maturity 213

In the CEO Afterlife

SEPTEMBER 6, 2011

You see, the “talk” of cultural strategy (we called it the credo) that hung on the walls of the offices and the plant was “walked” by the leadership team. In the background, my Glee Club (HR) made culture their top strategic priority. Ultimately, it is the CEO who determines the corporate culture, whether good or bad.

CEO 162

CEO CFO Human Resources Real Estate 162

In the CEO Afterlife

APRIL 23, 2012

Competitive situations create a distinct individual and team behavior. The companies that employed me were generally the underdogs in battles against bigger, better-financed organizations. Against mounting odds, we did more than survive. We thrived. From my experience, these six characteristics encapsulate the competitive business culture.

Power 208

Power Sports Competitive Advantage Advertising 208

In the CEO Afterlife

OCTOBER 18, 2015

I didn’t want to lose Walter because he was skilled at his job and a tier-one team player. But Walter didn’t have the necessary skills to move to the next level. Sensing Walter’s frustration, I decided to meet with him.

Report 100

Report Career Discount Mentor 100

In the CEO Afterlife

APRIL 13, 2015

Clear visions work for inventors, athletes, sports teams, nations, and companies of all sizes and shapes. “Easily definable” is the element within visions that facilitates the ethic of simplicity, and doing less, better in this complex world of business. Great leaders envision a better place for every stakeholder”.

Sports 100

Sports Ethics Travel Follow-up 100

In the CEO Afterlife

MARCH 10, 2018

Yakov and David Ben Efraim are a son and father team of literature aficionados based in Montreal, Quebec. They run the blog Quick Book Reviews , as well as the book review website, Bookwormex.com. A few weeks ago I reached out to Yakov and David to seek a review of my book, The Circumstantial Enemy.

Open-book 131

Open-book Review Books Education 131

In the CEO Afterlife

DECEMBER 4, 2011

Their marketing teams research everything to death. And although pundits continue to encourage entrepreneurial thinking for stagnating mega-businesses, these bureaucracies can’t break from risk-averse management. Fundamentally, they are asking their consumers for permission. They proudly claim the consumer is the boss.

CEO 235

CEO Bureaucracy Brand Constraint 235

In the CEO Afterlife

MARCH 1, 2016

After buckets of red ink and much soul searching, our young management team came to terms with the fact that Nabob could not survive as a ‘generalist’ against multi-nationals twenty times its size. What I did not share was the corporate strategy that resurrected this near bankrupt multi-product, multi-brand company.

Brand 100

Brand Competitive Advantage Marketing Strategy CEO 100

In the CEO Afterlife

OCTOBER 23, 2011

They want to know how to better trek Mount Here , the vista everyone on the team agreed to climb in the first place. Once strategists carve out their course of action, the best ones stick to it like glue. They don’t want to hear about the innumerable opportunities on Mount Elsewhere. What will we sell? To whom will we sell?

Strategy 250

Strategy CEO Human Resources Brand 250

In the CEO Afterlife

NOVEMBER 13, 2017

The management team focused on coffee. He climbed the advertising and marketing ladder, and eventually became marketing director at Nabob Foods in Vancouver. Nabob, when Mr. Bell arrived, had too many brands, and lost money. More than 300 workers lost their jobs. The move succeeded: Nabob became the top coffee brand in Canada.

CEO 100

CEO Golden Parachute Books Brand 100

In the CEO Afterlife

NOVEMBER 13, 2017

The management team focused on coffee. He climbed the advertising and marketing ladder, and eventually became marketing director at Nabob Foods in Vancouver. Nabob, when Mr. Bell arrived, had too many brands, and lost money. More than 300 workers lost their jobs. The move succeeded: Nabob became the top coffee brand in Canada.

CEO 100

CEO Golden Parachute Books Brand 100

In the CEO Afterlife

MAY 9, 2011

To achieve this, Riley had to balance the tough academic demands and extracurricular endeavours required for entrance.Graduating Head Boy of Collingwood School, a member of its first 15 rugby team and a highly regarded YMCA councillor, Riley entered Yale University. Throughout his 4 years at Yale, he continued helping others.A

Stage-Gate 100

Stage-Gate Brand Human Resources CEO 100

In the CEO Afterlife

AUGUST 23, 2011

Going through those archives, I re-discovered my kids’ baby years, their birthday parties, sports teams, class pics, and celebrations with friends and family. Last year, in preparation for her wedding, my daughter asked for some childhood pictures from the zillions stored in boxes and photo albums.

Crisis 100

Crisis CEO Brand Apparel 100

In the CEO Afterlife

MAY 24, 2012

Their leadership practices weaken and demotivate the team. Spineless leaders refuse to hire people better than themselves. They feel threatened that star performers will show them for who they really are. Ultimately this weakens the organization’s product or service.

Committee 244

Committee Politics Learning-by-Doing Motivation 244

In the CEO Afterlife

DECEMBER 29, 2013

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. HR defines its own personality as well as the personality of its efforts – the workforce. A brand’s platform often includes a “reason to believe” the promise. What does HR’s brand stand for?

Marketing 173

Marketing Human Capital Human Resources Brand 173

In the CEO Afterlife

MARCH 18, 2015

A new management team pruned several of the acquisitions, stopped ‘doing more and more,’ and started ‘doing less better’ by giving their full attention to their core business, LEGO blocks. By 2004, sales and profits were in double digit declines. Complexity had brought LEGO to its knees. Something had to be done.

Apparel 100

Apparel Brand Franchising Competitive Advantage 100

In the CEO Afterlife

OCTOBER 17, 2011

I worked on more than a few global brands where the management and marketing team really didin’t fully understand the strengths of own brand. About John. 3 Responses to The CEO as Chief Brand Custodian. October 18, 2011 at 5:02 am. Agree that most brands need more attention.

Brand 168

Brand CEO Stage-Gate SWOT 168

In the CEO Afterlife

JUNE 13, 2011

Every employee knew the purpose and they worked hard as a team to reach the goal. CEO Howard Schultz wanted 2000 stores up and running by the new millennium. Starbucks achieved the target two years early. I also like, “Saving People Money So They Can Live Better.”

Mission Statement 209

Mission Statement CEO Human Resources Brand 209

In the CEO Afterlife

NOVEMBER 4, 2012

By mid-morning coffee, the creative department was coming back to life, and we participated in the daily ritual of wandering around the airy Georgian splendor of our Edinburgh offices and critiquing each teams crumpled creations. It wasn’t brutal or destructive.

Advertising 265

Advertising Creativity Industry Bottom-up 265

In the CEO Afterlife

FEBRUARY 13, 2017

Your job,” I said, “is to choose an organization with a buoyant culture and a leadership team that’s not afraid of change. My friend’s students saw themselves as entrepreneurial thinkers, yet at graduation, most of them will begin their careers in a corporation. I told them not to worry; corporate life isn’t a death sentence.

Mass Marketing 100

Mass Marketing Bureaucracy Entrepreneur Class 100

In the CEO Afterlife

MARCH 7, 2015

Picture this: The CEO of the decaying company is addressing his management team. Then can, and they will. This reminds me of a satirical cartoon that brought a broad smile to my face many years ago. He points to window and says this about the competition. But, on the other hand, they still haven’t figured out how we stay in business!

Absenteeism 100

Absenteeism Short-term Long-term Strategic Planning 100

In the CEO Afterlife

APRIL 10, 2011

Teams composed of individuals with different backgrounds generally find faster, better ways to solve problems. He believes in the brain and muscle mentality (scroll down to last week’s blog). Research; uncover the culture. Don’t overlook the entrepreneurs, but proceed with caution. Explore companies that promote diversity.

CEO 170

CEO Advice Company Competitive Advantage 170

In the CEO Afterlife

JUNE 8, 2016

For a while, the team tried to save its peanut butter brand, Squirrel, and its jam product line, says Bell, but after a few years, they too were cut, with the peanut butter business sold to Canada Packers in 1981. In 1977, the year the two executives joined, Nabob decided to sell and dissolve eight of its 12 product lines.

Brand 100

Brand Brand Management Advertising Management 100

In the CEO Afterlife

NOVEMBER 2, 2014

They tell individuals and teams what they expect, and why the hard work that must be done is important to the entire organization. They have confidence in themselves and in those on their team. Visions are the catalysts to inspire people to go the extra mile to help the leader and their colleagues to get to a better place.

Leadership Styles 238

Leadership Styles Leadership Human Resources Charisma 238

In the CEO Afterlife

NOVEMBER 2, 2014

They tell individuals and teams what they expect, and why the hard work that must be done is important to the entire organization. They have confidence in themselves and in those on their team. Visions are the catalysts to inspire people to go the extra mile to help the leader and their colleagues to get to a better place.

Leadership Styles 229

Leadership Styles Leadership Charisma Human Resources 229