Papiers d'experts de nos iCEOs
Abonnez-vous aux newsletters de CEO Worldwide et recevez régulièrement une sélection de success stories, de dossiers thématiques, de tribunes libres, d’études de cas et d'ouvrages numériques (téléchargeables gratuitement au format PDF) publiés par les cadres dirigeants internationaux certifiés de CEO Worldwide.
Les dossiers du PDG
Auteur : Didier Douziech, CEO, France, iCEO #29129
10 years from now the world will be a different place – this is for sure. But how will companies operate and what role will Interim Managers play in this change? Didier looked at five assumptions regarding the near future – which one would you pick? Lire la suite...
Auteur : Alan G. Miller, CEO, Hong Kong, iCEO #64552
What have great leaders in common? What are the do's and don'ts? How do you lead crisis, change, execution, innovation... This is a must have compendium of quotes, tips, links & video clips for all managers at the edge of modern leadership. Lire la suite...
Auteur : Mehmet Fatih Kara, CEO, Turquie, iCEO #18892
Many of us measure success from a purely business perspective. We place value on aspects such as turnover, profit/loss, growth, customers, clients, sales, the list is endless. Often we fail to acknowledge value from other areas of our lives, and as such our tight focus on one aspect, often business, can see us scrutinising the wrong things. Lire la suite...
Les dossiers du DRH
Auteur : Avigdor Luttinger , VPHR, Suisse, iCEO #26299
Taking 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. Lire la suite...
Auteur : Josef David , VPHR, Autriche, iCEO #50539
According 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 dot.com 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. Lire la suite...
Auteur : Chris Chambers , VPHR, Canada, iCEO #35976
There’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... Lire la suite...
Les Dossiers du Directeur Commercial et Marketing
Auteur : Shantanu Sen Sharma , VPSM, Inde, iCEO #65923
According 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. Lire la suite...
Auteur : André Van Regenmortel , VPSM, Canada, iCEO #61547
In 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. Lire la suite...
Auteur : Ray Coyte , VPSM, UK, iCEO #50408
Time 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... Lire la suite...