N2Growth Blog

JUNE 29, 2010

The following list of suggestions is my gift to you in hope that it will allow you to outsmart those that feel they cannot be outsmarted… Define Acceptable Behavior : This first thing all CEOs need to do is to accept responsibility for any “corporate crazies&# who have taken residence in their organization.

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Harvard Business Review

AUGUST 15, 2013

This argument was derided by IT supply-side executives such as Steve Ballmer, Carly Fiorina, and Scott McNealy, but CEOs quietly applauded it. In fact, CEOs avoid IT like the plague. Because they distance themselves from IT, CEOs don''t grasp its subtleties. They had suspected all along that IT really doesn''t matter.

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Harvard Business Review

JUNE 4, 2013

Have you ever pondered what you''d ask the CEO if you were made chairman of the board for 10 minutes and could pose one question? Nothing about markets or strategies — CEOs have canned answers for that kind of thing. While you''re firing him, inform the CEO that data security is the number one critical need for U.S.

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Miles Anthony Smith

MAY 2, 2018

Matt Sweetwood, branding expert, defines personal branding as: " Personal branding is the practice of people marketing themselves and their careers as brands -- the ongoing process of establishing a prescribed image or impression in the mind of others about an individual." In 2011, he was signed to Ellen DeGeneres' label, eleveneleven.

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Harvard Business Review

OCTOBER 14, 2011

This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System. The recent ups and downs of the global financial markets have placed a lot of scrutiny on CEOs, corporate boards and executive teams to deliver stakeholder value that can withstand the fluctuations. As a CEO leading a global U.S.-based

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Harvard Business Review

FEBRUARY 26, 2016

The result is the reconstitution or destruction of industries, creation of new market spaces, and reshaping of old industry ecosystems. CEOs are on the hunt to understand who has done what, and who has succeeded. CEOs cannot manage their silos via hub-and-spoke and expect digital expertise to be properly incorporated in key decisions.

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Harvard Business Review

APRIL 18, 2014

CEOs of midsized companies who make big bets can lose the farm. The company was hell-bent on entering a new market but knew it had to automate its warehouse to do so. BlueArc’s top team remained confident because they knew the company was strong in three critical areas: The ability to predict the market. Forecasting acumen.

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Harvard Business Review

OCTOBER 30, 2017

In his Harvard Business Review article summing up his tenure, Immelt recalls that the two things that influenced him most were Marc Andreessen’s 2011 Wall Street Journal article “ Why Software Is Eating the World ” and Eric Ries’s book The Lean Startup. He doubled GE’s investment in R&D. Then it wasn’t.

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Harvard Business Review

JUNE 16, 2015

And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.” A connected world is a transparent world.

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