The job description for CEOs is simple on paper. Lead your company to success. But, as any CEO will tell you, it’s anything but simple.
For any enterprise to be competitive, continuous learning and improvement are key—but not always easy to achieve.
Virgin Group chairman Richard Branson has spent his entire career pushing the envelope.
Is Tony Hsieh out of touch with his employees? That’s one question you’ll find yourself asking after reading Roger Hodge’s update on Zappos’s organizational transition in The New Republic.
Seth Godin wears many hats: serial entrepreneur, prolific author, beloved blogger and inspirational speaker.
Motivational quotes are everywhere. They’re on sports advertisements, billboards, T-shirts. In fact, there’s a decent chance that many of your laptops have a desktop background that features an image of a motivational quote. Admit it.
He is widely regarded as one of the most successful industrial leaders of the modern age, having increased the value of GE by some 4000% to several hundred billion during his tenure.
Many people and a host of commentators instinctively recoiled at the callous management practices described in a scathing New York Times article last month about Amazon.
Look at any CEO running a profitable company and you’ll find someone who has figured a few things out. One trait many of these leaders have in common: consistency.
If you read what Peter Drucker had to say about competition back in the late ’50s and early ‘60s, he really only talked about one thing: competition on price.