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Selection of our iCEO Expert Papers

The selection of our iCEO expert papers gives you a first insight into the level of experience, competence and business knowledge of our vetted international executives. Subscribe to our blog and newsletter to receive the latest iCEO expert papers published on a regular basis.

CEO Papers

Innovation is brains, toil, fun and sweat

Author: Olivier Pujol, CEO, France, iCEO #43685

Olivier Pujol practiced innovation in all sorts of organizations, from the smallest (2 people) to the largest (>100.000) for 20 years. He witnessed failure and success, and sometimes, he participated, to failure and to success. In his Expert File he investigates the winning approach and losing formulas, how collective intelligence breeds innovation and looks at the four phases of innovation.https://www.ceo-worldwide.com/blog/innovation-is-brains-toil-fun-and-sweat/ Read more...

HR Papers

How to contract a Business Development Executive

Author: Simon Gall, VPHR, UK, iCEO #30221

Welcome to our latest Expert File, "How to contract a Business Development Executive" written by Simon Gall, one of our certified iCEO. Since 1996, Simon Gall has founded five high technology/ media companies; he was also a board advisor at five companies and had Interim Director roles at eight companies. Read more...

Sales & Marketing Papers

The Mathematics of Persuasive Communication

Author: Philip Yaffe, VPSM, Belgium, iCEO #32896

"The Mathematics of Persuasive Communication" from Philip Yaffe gives a completely new approach to perfect communication. Philip, consultant in marketing and communication, explains through simple mathematical equations how everybody can write bestselling sales text and speeches. Read more...

White Papers

Disruptive Innovation Absorption Methodology: K³.P.I

Author: Alex Chenevier, CEO, France, iCEO #62158

In this White Paper, Alex Chenevier goes indepth into the mechanics of disruptive innovation. In this article he offers a consolidated view of his previous publication, (before introducing his disruptive innovation methodology) by recording his research itinerary and extracting three intertwined progresses (the knowledge space, the path dependency and knowledge fusion), ultimately surfacing a unified model. The scientific equation of K3ey Performance IndicatorSM is perhaps the first definite, quantifiable and measurable model, and therefore applicable in business terms. Read more...

Case Studies

Rakesh Shah (RVR Management) was recruited to develop a detailed plan, and to identify how the company could achieve its growth objectives.

Author: Rakesh Shah, Executive Investor, UK, iCEO #62822

What would you do, when you have an ambitious growth plan that you must meet and at the same time your revenue is declining? Would you increase the pressure? Or get external help? This might just be the best solution, as these case studies show. Read more...

HR Files

HR: Useless people and pain in your neck? Prompt the change!

Author: Michèle Bedouet, VPHR, France, iCEO #48299

In your company, HR people are (almost) useless! It is true! HR are a cost center: you have to pay the members of the team and to allocate them offices and equipment. HR are a pain in your neck!There too, it is true! HR think of applying the law and the best practice and they ask you to fill in dozens of formal documents. The survey named “Radioscopie of HR” led in 2016 by Cegos, the international leader in training, underlines the growing weight of the administrative and law constraints. HR, one doesn’t know what that is used for! Read more...

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A Tip on the Long Tail of Top Management

Author: Avigdor Luttinger, VPHR, Switzerland, 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. Read more...

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

Author: 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... Read more...

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How to contract a Business Development Executive

Author: Simon Gall, VPHR, UK, iCEO #30221

Welcome to our latest Expert File, "How to contract a Business Development Executive" written by Simon Gall, one of our certified iCEO. Since 1996, Simon Gall has founded five high technology/ media companies; he was also a board advisor at five companies and had Interim Director roles at eight companies. Read more...

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Is your organization ready for Europe’s “Collapse of the Middle”? A Portfolio Approach

Author: Andros Payne, VPHR, Switzerland, iCEO #27345

Managing "Human capital" has become very tough in turbulent times like today. EU's expansion, combined with services deregulations and Information Technology prices collapse, has given companies access to a deep pool of flexible and low cost labour force, leading Western Europe employees on the verge of a major human portfolio shift. Read more...

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How can a French HR Director help a foreign group to set up in business in France and to buy a company there?

Author: Philippe Chauvet, VPHR, France, iCEO #16147

The cultural background and the specificity of French legislation are difficult to grasp for a foreign company trying to set up in France. If financial, commercial and technical analysis are quite universal, the social part requires a deep knowledge of all french players and a HR director experienced in negociating with all parties. Read more...

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