CEO City

White Papers

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Organizations depend upon capable leadership to guide them through unprecedented changes. Yet, there is ample evidence in the news and in recent research reports that even some of the best and most venerable organizations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future. We believe the turmoil we are currently observing has something to do with leadership, and that if we don’t change our current approach to leadership development, we will see even more of the same.
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Good leadership is important for the success of any organization. In a healthcare organization, good leadership is more than just important—it is absolutely critical to the organization’s success. Why is it so critical—but also challenging—in healthcare organizations?
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Whether it is helping a teenage mother learn to care for her child, training an ex convict to get a decent job, or aiding disaster victims, nonprofits increasingly do the work required to fulfill our desire for a civil, compassionate, and well-functioning society. Like most organizations, their ability to consistently deliver these results depends more on the quality of their people than on any other single variable. Yet today nonprofit organizations struggle to attract and retain the talented senior executives they need to fulfill their missions. Over the coming decade, this leadership challenge will only become more acute.
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Considering the myriad challenges facing the world economy, there is little expectation that a strong recovery is imminent. It could be years, even decades, away. There also is growing recognition that the old, per-crisis way of doing business is never coming back. In its place is “the new normal”—a different kind of competitive landscape buffeted by geopolitics and global instability, rapid technological change, unique financial pressures, a rising tide of data and information to filter through, and the proliferation of new corporate business models.
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The post liberalization period was largely instrumental in introducing the Indian businesses, especially family owned ones, to the global markets. Gradually, India Inc started adopting strategies to combat the vagaries of the global environment. The tumultuous environment of the past few years forced the Indian companies to identify core areas that could act as strategic tools for enhancing efficiencies and rejuvenating a fast-depleting pool of limited resources.
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The gravity of the current economic downturn is pressuring CEOs everywhere to act decisively and immediately. Just how much can- or should-be accomplished in three or even six months is debatable, however.
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Despite today’s volatile, globalized, interdependent and disrupted operating climate, organizations are still trying to navigate these turbulent reef-strewn waters, relying on little more than the business equivalent of dead reckoning(annual strategies and budgeting cycles, infrequent and tardy performance reporting, pure intuition and gut feel).
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