5 Things The World’s Most Sustainable CEOs Do Differently
These differentiators come most naturally to visionary CEOs, but the good news is that they can also be learned.
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These differentiators come most naturally to visionary CEOs, but the good news is that they can also be learned.
If you recognize your current CEO in one of these archetypes, it might be time to make a change, writes Medtronic’s former chairman and CEO Bill George.
Decades of success steering C-Suites and boardrooms through some of the most complex and challenging business situations of the past 30 years—at Hewlett Packard, Tyco, Arconic, Rohm and Haas and Delphi, to name just a few—have given Raj Gupta rare perspective on what boards and CEOs must do in volatile and uncertain times. Corporate Board Member asked him for his thoughts about navigating the current moment—and the years ahead.
What does it take to create a truly great, lasting company amid historic uncertainty and volatility? Based on decades of research, Jim Collins, best-selling author of the business classics Good to Great, Built to Last and Great by Choice, has some answers. A challenging guide for challenging times.
It’s impossible to make everyone happy, but you can offer a response that is as transparent as possible and shows a level of integrity.
In an environment where stakeholder concerns can move stock prices, directors should reassess the risks associated with saying they are for racial justice but failing to take actions that indeed make things more racially just.
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