CEO Due Diligence Marketing Motivation 
N2Growth Blog
NOVEMBER 8, 2023
A strategic-minded CPO deeply understands market trends, supplier dynamics, and emerging technologies. Furthermore, successful CPOs are exceptional leaders who inspire and motivate their teams to achieve excellence. Top supply chain leaders constantly seek new challenges and opportunities to expand their skills and knowledge.
N2Growth Blog
DECEMBER 20, 2010
Those team members who share a commonality of core values will automatically assume “best intentions” in one another vs. assuming “worst intentions” or “motives/agendas.” People can do some due diligence before going to work for a compnay. From my perspective there is no such thing as a toxic asset.
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The Empowered Buisness
OCTOBER 30, 2013
According to Tony Hsieh, CEO, Zappos, hiring mistakes have cost his company as much as $ 100 million! In addition, the highly competitive job market has triggered an increase in exaggerated claims, embellished resumes and “half truths” often missed in the hiring process. Shocking costs of hiring mistakes.
Harvard Business Review
MARCH 27, 2017
Each year major business media outlets rank CEOs based on their performance. The few who win awards and earn the highest ranking become superstar CEOs — they gain visibility and higher social recognition, and they may even earn higher compensation. But for every happy award-winning CEO, there are many more CEOs who did not win.
Harvard Business Review
DECEMBER 26, 2014
A normal acquisition process seeks to ensure something basic: a strategic rationale for a deal, supported by a thoughtful selection process, with known risks identified by a short, intense due diligence. What this requires is doing some integration due diligence as part of the M&A process.
Harvard Business Review
JULY 11, 2014
Even more, it requires understanding their motivations. The primary motivation of the champion is status: champions want to feel important. The champions I’ve known have been motivated by a host of related factors – generating personal visibility, drawing attention and resources to their domain, or being perceived as innovators.
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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