the ceo magazine, management strategy,
Aaron Elder, CEO Crelate Talent

No matter what sector your company is in, the fact is that technology is now at the heart of most everything we do. Accordingly, 63 percent of CEOs surveyed by PwC in 2015 said they use digital tech for strategic decision-making and risk management.

However, the 2016 Watermark Board Diversity Index found that the number of CEOs who come from a tech background is surprisingly low – only 3 percent, as opposed to 55 percent with accounting or legal backgrounds.

The question is: does a modern CEO *need* to be a tech whiz?

the ceo magazine, business growth,
Leonard Sherman, Author, If You’re In A Dogfight, Become a Cat! – Strategies for Long-Term Growth

The time to rethink three widely believed, but outdated management ideas is long overdue.

1. There are “good” and “bad” industries

In the late 1970s, Michael Porter’s seminal article on business strategy -- How Competitive Forces Shape Strategy -- established five industry characteristics to explain why some companies are inherently more profitable than others.

the ceo magazine, innovation,
Soren Kaplan, Founder, InnovationPoint

Most corporate visions and missions sound alarmingly alike: “Become the number one provider of blah, blah, blah.” These generic, broad-based goals might rev up sales teams, but they do little to spark ingenuity. Perhaps the worst thing a company can do is give “innovation marching orders” without any guideposts. That’s when the focus gets lost, teams spin their wheels, and innovation culture gets crushed.

Keri Calagna, Principal, Deloitte &Touche LLP 
Empower a culture that seizes crises as opportunities to drive brand resilience

A familiar story is on the front pages every few months — a CEO ousted from a company, a tarnished brand and customers flocking away to their competitors. The untold story is of the thousands of CEOs that excel at managing and cultivating a company’s brand and reputation. They strategically make sure they avoid scandal, and if a crisis does spring up, they are prepared to tackle it. 

the ceo magazine, workforce,
Leslie H. Kaminoff, Author, THE GREAT MANAGEMENT RESET:  27 Ways To Be A Better Manager (Of Anything)

As managers, we have all spent endless hours coming up with possible solutions to motivate our staff.

Let us assume that each employee has all the necessary tools to perform their jobs effectively. These tools include technology and supplies, as well as intangibles such as work environment, benefits and peer relationships. We seem to be fairly clear regarding these basic needs.  But examining these items in greater detail will reveal that most of the required tools are in fact, intangible items.

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Published by The 8020Strategy Group, the magazine is complementary to the highly successful CEO Show and brings highly focused topics in every issue that Entrepreneurs and Executive can readily benefit from in managing growth.