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
Shantha Martin, CEO, India based, iCEO #71691
I keep going back to innovation…and I am sure you’ll be wondering, WHY?? It is simply so, because if it wasn’t for innovation, we wouldn’t have progressed thus far,…..for innovation keeps coming back,…..each time in a new avatar, hence for me to talk about innovation is neither stale,…..nor a stale-mate,…..instead it’s a state we are in,……a state of evolution and progress,…. Read more...
HR Insight Papers
Michèle Bedouet , VPHR, France based, 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...
Avigdor Luttinger , VPHR, Switzerland based, 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...
Josef David , VPHR, Austria based, 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. Read more...
Chris Chambers , VPHR, Canada based, 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...
Simon Gall , VPHR, UK based, 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...
Andros Payne , VPHR, Switzerland based, 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...
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 based, 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...
Sales & Marketing Insight Papers
Shantanu Sen Sharma , VPSM, India based, 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. Read more...
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...
Rakesh Shah (RVR Management) was recruited to develop a detailed plan, and to identify how the company could achieve its growth objectives.
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...