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.
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Frank Farnel, CEO, France based, iCEO #61916
Lobbying 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. Read more on this business testimonial...
Didier Guiraud, CEO, France based, iCEO #68831
This 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. Read more on this business testimonial...
Nitin Kumar, CEO, USA based, iCEO #44080
M&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. Read more on this business testimonial...