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iCEO Expert Papers

Selection of Expert Papers

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

CEO Papers

The initiation of a M&A program

Author: CEO, USA, iCEO #12639

M&A are a critical step for an enterprise. Many of them fail because of inappropriate preparation and a neglect of the many variables that cannot be mastered by a purely theoretical or economic vision. This article shows once again that experience is definitively the key factor to success. Read more...

HR Papers

OUT IN FRONT 2010 – 2020: War of Experts

Author: VPHR, Austria, 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 jus Read more...

Sales & Marketing Papers

Customers are now smarter at buying than the salesmen are at selling

Author: VPSM, UK, iCEO #50408

If you are an executive, you may have read one or more of the thousands of books currently available on how to improve sales performance. With so many books advising on how to be great at sales, you may be forgiven for wondering why there are so few talented salespeople out there. Read more...

White Papers

Divestitures - Value Capture through IT Disentanglement

Author: CEO, USA, iCEO #44080

Divestitures are an integral part of the organizational strategy for value creation; however, the very word divestment conveys a meaning opposite to “investment” giving it a negative connotation Read more...

Case Studies

Implementation of an Client Information System

 

Turgut shows how he developped and implemented an Client Information System for a large EU funded project to support the Solution of Economic and Social Integration Problems in Istanbul, Izmir, Ankara and Bursa as Major In-Migrant Destinations. He shows how the use of CIS enables the stakeholders of major projects to keep well informed and Read more...

HR Files

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

Author: 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: 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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OUT IN FRONT 2010 – 2020: War of Experts

Author: VPHR, Austria, 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...

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

Author: 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: 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: 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: 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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Professional matching

Professional Matching

a timely professional matching process to identify and present the right international executives with relevant local expertise amongst our interim managers, executives, and executive investors.

Fast Selection

Fast Selection

a unique cross-border reactivity with a first selection of international executives submitted to our clients in less than 10 days through an executive search amongst our executives and interim managers.

Contractual flexibility

Contractual Flexibility

for any executive recruitment, the clients have the flexibility either to sign a few months interim management agreement or to hire directly our vetted executives for a permanent position.

Competitive fees

Competitive Fees

100% success fees based on executive recruitment closing. A fixed recruitment fee specific by region and unique for any salary. No retained fees. No exclusivity.