the ceo magazine, innovation,
Chuck Saia, CEO, Deloitte Risk and Financial Advisory

Disruption isn't just a buzzword. It's a legitimate concern on the minds of the executives I meet with.

There are a lot of reasons organizations can be disrupted—innovation, technological advances, policy changes, to name just a few. But if executives can foster a culture of courage and alter their strategy, there’s an opportunity to change the business model and the path forward. Organizations can take proactive steps and not only avoid being disrupted, but also become the disruptor in their industries.

That’s exciting.

I know many companies feel that if you don't take care of your customer, somebody else will. At Micrel, the semiconductor company that I ran for 37 years, I told my employees that they were number one. One of my strongest beliefs is that if you don't take care of your employees, they are not going to take care of your customers. Authentic service is a cascading concept.

Cornelia Gamlem and Barbara Mitchell, Authors, The Essential Workplace Conflict Handbook

A common dilemma for many CEOs is whether their team members and the firm’s associates are giving them honest feedback or merely telling them what they want to hear. Are major problems being covered up? Are major problems being solved without making the CEO aware that there was a problem? Are major problems being brought to his attention, and if not, why not?

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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.