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Insight Papers

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

The selection of insight papers (downloadable as PDF free of charge) written by our iCEO™ executives and interim managers gives you a first insight into the level of experience and competence of our certified executives and interim managers through their business testimonials.

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

CEO Insight Papers

Leadership in the 21st Century

Author : , CEO, Hong Kong based, iCEO #64552

Interim manager 64552What 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. Read more...

How do you value success?

Author : , CEO, Turkey based, iCEO #18892

Interim manager 18892Many 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. Read more...

Why Strategic Brand Management assumes even more relevance during economic downturn and recession

Author : , CEO, India based, iCEO #64286

Interim manager 64286"Brand drivers are bound to get rather complex during economic downturn and recessionary phases", states Asha Sampath in her short but valuable Discussion File on branding. In particular, when it comes to price war and sometimes cut throat competition amongst players, fighting for customers, who critically evaluate the value for money spent before making purchase decisions. Read more...

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HR Insight Papers

A Tip on the Long Tail of Top Management

Author : VPHR, Switzerland based, 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.

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OUT IN FRONT 2010 – 2020: War of Experts

Author : VPHR, Austria based, 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 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.

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

Author : VPHR, Canada based, 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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Sales & Marketing Insight Papers

The “Non Sales” Sales Person

Author : VPSM, India based, 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.

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Why and how print works in the digital age

Author : VPSM, Austria based, iCEO #62907

Marketing manager 62907Not long ago at the dawn of the new millennium, the World Wide Web appeared to businesses to be a paradise. Marketing professionals clearly saw the merits of shifting to the internet and joined in droves the chorus proclaiming the end of printed advertising. The digital promise was simple and credible: You do not pay for expensive paper. With no paper you save the money for the printer. Distribution works by a mouse click enabling you to reach much more customers at a much higher frequency at marginal costs next to zero.

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The Challenges of Emerging Market CMOs - 5 Pitfalls to avoid

Author : VPSM, Canada based, 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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CFO Insight Papers

How to successfully relaunch a company

(French)
Author : CFO, France based, iCEO #8000

CFO FilesQuelques règles simples pour mener à bien une reprise d'entreprise : définir les risques liés au repreneur, à la société cible et au cédant. Bien préparer et définir son projet, se faire accompagner par des experts pour bien comprendre le contexte, le potentiel et les faiblesses de la société cible. Définir une stratégie de reprise, de développement et de financement afin de convaincre les partenaires financiers. Tous les aspects clés à ne pas négliger dans le processus de reprise.

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Methods of evaluation of a SME

(French)
Author : CFO, France based, iCEO #8000

CFO FilesLa valorisation d'une PME est un exercice délicat en raison des éléments complexes qui entrent en compte. Les méthodes varient en fonction du contexte, de la taille et des perspectives de l'entreprise. A partir de ces éléments, l'évaluateur choisit la meilleure approche : évaluation patrimoniale, par comparaison, financière, et applique la méthode la plus adaptée. Quelques règles de calculs.

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LBO takeover methods

(French, German)
Author : CFO, France based, iCEO #8000

CFO FilesLBO, LBI, LMBO, BIMBO … All these terms refer to complex financial operations aiming to buying a company without owning the necessary funds. LBOs goal is to find every possible leverage : financial, fiscal, legal, etc... to raise these funds. This article will help you understand LBO's mechanism.

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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: search@ceo-worldwide.com
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: search@ceo-worldwide.com
 
 
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