Specific challenges and action plans may vary across companies and industries, but the fundamental disciplines of management and leadership remain consistent.
As we enter 2012, opportunities for good leadership abound! In public and private sector organizations as well as in all levels of government, I sense a feeling of positive expectation. People are waiting for strong leaders to step into the voids with sound thinking, fearless vision, and relentless energy. Who will step up? Will it be you and the people in your organization? I hope so.
Building and nurturing a productive organization requires two important elements: (1) over-satisfying the needs of the customer and (2) creating a culture that fosters talent to accomplish #1. Specific challenges and action plans may vary across companies and industries, but the fundamental disciplines of management and leadership remain consistent. The articles in this year's edition of The CEO Advantage Journal reflect that consistency. This publication (now in its fourth year) has never purported to offer brilliant new methods; our intent is to offer reminders of simple, practical disciplines to leaders who desire to build their organizations toward greatness.
The BHAG concept, first identified by authors Jim Collins and Jerry Porras, is a powerful tool for rallying an organization around shared vision. The challenge is to avoid rendering it meaningless by misapplication or overuse.
Much has been written about what makes great organizations successful, but we can learn at least as much from how they fail. A systematic approach to studying failure should be a top priority for all business executives.
It has been a tumultuous decade in the world of business, and many individuals and organizations are anxiously waiting for things to return to normal. They can stop waiting. “Normal” is here.
Nothing is more critical to strategy execution than setting and executing quarterly priorities. Yet, executive teams often find their best efforts derailed by five common mistakes. Learn how to avoid them in your organization.
As an author, speaker, TV commentator, and business professor, Jeffrey Pfeffer delights in challenging conventional wisdom when he thinks it is misguided. In this wide-ranging interview, he does just that.
Strategy execution will only be as strong as the thinking on which it is built, and good strategic thinking thrives in a culture of discipline and purpose. Learn how to implement the basic habits of a healthy culture in this practical how-to guide.
Why would anybody continue to do something they don’t enjoy? Why not do something you do enjoy? And if you enjoy it, why stop? Four professionals explain why they have chosen to remain vocationally engaged beyond the age of 80.