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Papiers d'experts de nos iCEOs

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Les dossiers du PDG


Auteur : , CEO, France, iCEO #71718

Interim manager 71718"Insanity Is Doing the Same Thing Over and Over Again and Expecting Different Results" (Einstein quote). So once you find out what needs to be changed, you need to be radical and drive their implementation, says Nathalie Schneider, our Top Executive of the week. Here you can read her motivating turnaround story. Lire la suite...


Auteur : , CEO, France, iCEO #69327

Interim manager 69327International Organizations have laid down principles, promoted programs and taken an increasing number of initiatives to foster respect for cultural diversity1 and equal opportunities2. Thereby, utmost importance is attached to the development of intercultural skills and the promotion of intercultural dialogue. Lire la suite...


Auteur : , CEO, France, iCEO #71718

Interim manager 71718I have always tried to lead by example. When I took this turnaround challenge, I was the first women to do so and my sales force and customers were mostly men. I gained respect step by step from all. Then I tried to balance the team with more women as I believe the balance creates a good mix and is part of diversity. Let’s look at the turnaround project. Lire la suite...

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Les dossiers du DRH

A Tip on the Long Tail of Top Management

Auteur : VPHR, Suisse, iCEO #26299

Executive 26299Taking risks is inherent in top management roles, but some often suppressed aspects are isolation and doubt. With the increase of economic and political uncertainly and complexity, top managers need to be able to ponder alternatives and decisions with stakeless peers – something that they cannot find in their Boards or management groups.

Voir le résumé de carrière...

OUT IN FRONT 2010 – 2020: War of Experts

(Anglais, Allemand)
Auteur : VPHR, Autriche, iCEO #50539

Executive 50539According to a landmark Mc Kinsey study in 1997, 6.000 manager and executives stated that the most important corporate resource over the next twenty years will be talent. Smart, sophisticated business people who are technologically literate, globally astute and operational agile. In 2000 they updated the study and found, despite the economic slowdown and the end of the boom, the war for talent was intensifying dramatically. McKinsey found that attracting and retaining talent was not just a valid desire – it was a business imperative.

Voir le résumé de carrière...

Hiring the “A” Team: The Right Ingredients for Recruiting Success

Auteur : VPHR, Canada, iCEO #35976

HR FilesThere’s no doubt that the well-established race for talent will continue to intensify. Shifting demographics are significantly impacting the composition of the talent pool, to the harsh extent that some companies are even leaving positions unfilled because they cannot locate the “perfect fit” candidates. Yet, in this global economy where the most critical competitive differentiators are derived from a higher performing workforce, this approach simply isn’t viable. Plus, when the mandate from the board clearly states that ‘our people are our greatest asset,’ HR professionals need to support the organization with a firm strategy that addresses hiring challenges. Simply put, to sustain and drive a market leader position, hiring the ‘A’ team is a necessity, not an option...

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Les Dossiers du Directeur Commercial et Marketing

The “Non Sales” Sales Person

Auteur : VPSM, Inde, iCEO #65923

Marketing manager 65923According to Shantanu Sen Sharma, the role of non-sales - Project Managers, Delivery Managers, Production and Quality folks, Domain and Functional experts, increases exponentially. New sales models like "Challenger Selling" etc. (see also 'Selling through Insight' by Nitin Kumar) are making this need felt even more - the ability to PREDICT the customer’s pain as opposed to JUST UNDERSTANDING it.

Voir le résumé de carrière...

The Challenges of Emerging Market CMOs - 5 Pitfalls to avoid

Auteur : VPSM, Canada, iCEO #61547

Marketing manager 61547In his last expert file, André van Regenmortel gave a very useful overview why you should enter emerging markets now, where you should do so, and how you should do it. Now he goes one step further and explores the challenges of emerging, and thus very special and difficult markets. Read in this excellent paper, what pitfalls you may expect and how you can avoid them.

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Improve your sales efficiency

Auteur : VPSM, UK, iCEO #50408

Marketing manager 50408Time and sales – Do you have too much or too little? Most people think their own sales teams are not “World Class” and that they lack efficiency and effectiveness. Possibly you feel the same. Do you think that your sales could be better? Do you wonder why deals are just not happening? The good news is that you are not alone; almost all companies think the same, including your competition. Not many people however know what is causing the problem or even how to fix it...

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