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The Best Things in Business are Free

In the CEO Afterlife

Negotiating for a lower price or something extra is the modus operandi of every antique retailer, real estate broker, flea market merchant and automobile dealer. Bureaucracy lurks on the periphery, waiting for its opening to subvert the lean, mean, business machine. Everyone is looking for a good deal, a real bargain. But, beware.

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Are Great CEOs Always Great Leaders?

In the CEO Afterlife

Companies, markets, and the categories in which they compete can be exceedingly dissimilar. Is a “turnaround” artist right for a profitable, steady bureaucracy? In the final analysis, would these improvements in human resource strategy have made any difference to the company’s performance? Same leader, different result.

CEO 213
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Snails and Big Companies

In the CEO Afterlife

Every day, we see or read about bureaucracy – government is the biggest offender. While the speed of a snail is the most common knock against big company bureaucracy, there are several other similarities between the species. I’ve always held the opinion that big organizations move at a snail’s pace. Snails are slow. Snails can’t hear.

Company 212
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'Doing Right Things' or 'Doing Things Right' | In the CEO Afterlife

In the CEO Afterlife

‘Doing Right Things’ or ‘Doing Things Right’ by John • March 28, 2011 • Human Resources , Leadership , Strategy • 0 Comments. The key to competitive advantage is setting the strategic game rules of the marketplace and shattering market paradigms with entrepreneurial leadership. Leadership.

CEO 100
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Gretzky, Gates, Zuckerberg: Can they see the Unseen? | In the CEO.

In the CEO Afterlife

And although pundits continue to encourage entrepreneurial thinking for stagnating mega-businesses, these bureaucracies can’t break from risk-averse management. Their marketing teams research everything to death. Human Resources. link] #branding #marketing #advertising #design Follow Me on Twitter. Search My Site.

CEO 235
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Retain Your Top Performers

Marshall Goldsmith

Leaders can no longer afford to let the vagaries of the job market determine who leaves and who stays. We must manage our human assets with the same rigor we devote to our financial assets. In addition to reducing bureaucracy, high-performing, high-tech companies provide freedom in dress codes, scheduled hours, and lifestyle choices.

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Are Great CEOs Always Great Leaders?

LDRLB

Companies, markets, and the categories in which they compete can be exceedingly dissimilar. Is a “turnaround” artist right for a profitable, steady bureaucracy? In the final analysis, would these improvements in human resource strategy have made any difference to the company’s performance? Same leader, different result.

CEO 122