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White Papers

In this section, our international executives and interim managers publish their white papers to share their expert business knowledge with you.

Selected white papers from our executives and interim managers

The selection of white papers (downloadable as PDF free of charge) written by our executives and interim managers give you a first insight into the level of experience and competence of our certified iCEOs.

Subscribe to our newsletter to receive the latest white papers published by our executives and interim managers on a regular basis.

LOBBYING - Strategies and techniques of intervention

Author : France based, iCEO #61916

Executive 61916Lobbying is the activity which consists in influencing directly or indirectly any government action or decision. This profession has not yet been regulated in France, and it is desirable that legislators address this issue. Lobbying is indeed a very powerful weapon, which, if it is well used and performed in a professional manner, can provide the French and European enterprises with competitive advantages, both on the domestic and international markets. The subject of this convenient and accessible book aims to present lobbying in a new light, to show that it should be a profession practiced by professional specialists, such as, for example, those who are responsible for the marketing and financial issues in any sort of organisation.

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The security challenges of the Industrial IOT Wireless Networks

Author : France based, iCEO #68831

Executive 68831This paper will illustrate how important it is to ensure a very high level of security within all the upcoming Industrial IOT Wireless networks. It represents an absolute necessity that requires to be shared and understood at the highest executive levels of the Solution Providers and of all the Industrial Users.

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Turnaround of a derailed M&A Integration Effort

Author : USA based, iCEO #44080

Executive 44080M&A transactions come with high expectations from shareholders, employees, customers and associated communities. However meeting the expectations depends on how well the target has been integrated to realize the value and harness the potential of the acquisition. It is very often observed that a poor M&A integration derails after a reasonable time period has passed from the date of the deal announcement. The problem tends to be a covert issue that acts like slow poison while executives are caught unaware. Such poor integration efforts require a structured turnaround.

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CONTACT: USA +1 646 898 2014 | UK +44 203 137 2581 | France +33 970 448 419 | Germany +49 89 5480 3739 | India +91 124 663 7651 | Email us:
USA +1 646 898 2014
UK +44 203 137 2581
France +33 970 448 419
Germany +49 89 5480 3739
India +91 124 663 7651
Email us:
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