N2Growth Blog

MARCH 26, 2012

By Mike Myatt , Chief Strategy Officer, N2growth. If top CEOs, Billionaires, leading scholars, and others who have reached the pinnacle of their profession can continue to invest in themselves, then so should you. Control is about power – not leadership. Forget span of control and think span of influence.

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Harvard Business Review

MAY 28, 2013

This message has been reinforced by the findings of major CEO surveys conducted by IBM and KPMG [PDF], both of which identified complexity as a key business challenge. So to that end, we would like to offer a "simple" seven-step simplification strategy. Don''t let the weeds grow back. Hopefully these steps will help you get started.

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N2Growth Blog

OCTOBER 1, 2012

By Mike Myatt , Chief Strategy Officer, N2growth . Control is about power – not leadership. Forget span of control and think span of influence. Ask yourself this question – If an election for CEO were held today, would your stakeholders re-elect you in a landslide victory? How are your leadership skills?

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Harvard Business Review

SEPTEMBER 8, 2017

To meet the organizational need for integrated experiences across business units, many CEOs have created new roles like Chief Digital Officer, Chief Experience Officer, Chief Customer Officer, or Chief Growth Officer. Elisa Steele at Jive Software, Jay Farner at QuickenLoans, and Susan Lintonsmith at Quiznos have even gone from CMO to CEO.

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Harvard Business Review

FEBRUARY 26, 2016

CEOs are on the hunt to understand who has done what, and who has succeeded. Strategies for growth in a connected world. The new game is to think about the business model and strategy for not just the company but the entire ecosystem. Change the mindset from “span of control” to “speed and collaboration.”

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Harvard Business Review

JULY 19, 2017

As they spread to all its software development teams, Michael Holm, the company’s CEO and cofounder, began to worry that his leadership team was hindering progress. Strategy, competitor actions and timely responses do not fit neatly into a fixed calendar. The CEO and his leadership team share a joint table.

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