In the CEO Afterlife

APRIL 23, 2012

Your success or failure can be quantified by such measurements as market share, financial ratios, brand awareness, new products and deadlines. Winning at any cost is a signal that you have lost sense of the business objectives. Like a sports scorecard, competitive spirit demands measurement and accountability of performance.

Power 208

Power Sports Competitive Advantage Advertising 208

Strategy Driven

SEPTEMBER 22, 2021

Identify what could have gone wrong with the leadership team. It involves reassessing your business operations, starting with leadership. You may discover that some poor leadership decisions may have been responsible for your establishment doldrums. Where necessary, you can run promos to build up excitement.

Finance 85

Finance Long-term Banking Restructuring 85

Sales Wolf Blog

NOVEMBER 1, 2010

  Wayne Turmel, Cranky Middle Manager : The Cranky Middle Manager Show #258 Ruthless Focus with Wally Bock - Wally Bock - one of my "must-read" leadership bloggers - stops by the Cranky Middle Manager Show for an interview with Wayne Turmel where they discuss Wally's latest book Ruthless Focus.  Enjoy!  Enjoy!

Blog 157

Blog Middle Management Talent Management Human Resources 157

Harvard Business Review

OCTOBER 11, 2016

Companies spend a lot of time and money building strong brands to win over customers—but they often fall short when it comes to strengthening their employer reputation to win talent. If companies can’t attract, engage, and retain the right talent, they’re unlikely to achieve their business objectives.

Globalization 8

Globalization Brand Survey Engineering 8

Harvard Business Review

AUGUST 19, 2015

Having a blue-chip personal brand is powerful for international thought leaders, who can leverage it to command exorbitant speaking fees. “When you start building your brand in a corporation, it’s a confined space,” he told me in an interview for my new book, Stand Out.

Company 8

Company Brand Reputation Conference 8

Harvard Business Review

APRIL 27, 2011

Perhaps the most consequential change is how consumers have become empowered to create their own content about our brands and share it throughout their networks and beyond. It has changed my role as CMO at Coca-Cola, and the company's approach to consumer engagement as we work to double our business by 2020.

Marketing 18

Marketing Content Brand Metrics 18

Harvard Business Review

AUGUST 15, 2016

When the big video streaming service surveyed customers who renewed subscriptions, it discovered, paradoxically, that some customers stayed with Hulu even when they didn’t necessarily have a positive perception of the brand overall. Did you feel proud to represent our brand in the conversation? Emma Seppala and Kim Cameron.

Survey 8

Survey Retail System Automotive 8

Harvard Business Review

JUNE 20, 2014

The CMOs will need to be much more attuned to the business objectives and strategies of the company in general and the CEO in particular, while the CEO must become more immersed in the customer perspective. The group set out to design the ideal customer experience across its brands (from the St. Leadership Marketing'

CEO 8

CEO Marketing Hotels Long-term 8

Harvard Business Review

AUGUST 26, 2013

It is no longer sufficient for IT just to be ''aligned'' with your business objectives; a fusion is needed. It requires strong leadership from all senior IT executives, as well as new business acumen. They can also unify technology initiatives and start to foster global collaboration.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

SEPTEMBER 25, 2014

Reverse or reciprocal mentoring programs , which pair younger workers with seasoned executives to work on specific business objectives usually involving technology, are increasingly prevalent in many offices. Its leadership team, however, is comprised of people in their 30s and 40s.

Management 9

Management Mentor Human Resources Incentives 9

Lead Change Blog

JUNE 23, 2016

The pressure he feels to meet the business objectives causes him to press on his team. That’s not an employee problem; it is the symptom of a widespread systemic leadership problem. As a society, we’re more capable than ever to disrupt and rebuild a solid infrastructure based on what’s right for people and good for business.

CEO 166

CEO Leadership Chief Executive Officer Human Resources 166

Harvard Business Review

DECEMBER 28, 2016

Most customer experience (CX programs) are positioned as strategic, but quickly veer away from business objectives and become simply about tracking CX metrics. Customer Churn : A well-run CX program can contribute to gains against customers shifting away from your brand (attrition) or abandoning it altogether (defection).

Attrition 10

Attrition Metrics Net Present Value KPI 10