Since Sarbanes-Oxley, many boards of directors are shifting attention to issues that are more likely to grow revenues and profits.
All great and influential artists. exhibit vision, courage, and creativity—this article analyzes their applicability to the subject of leadership in general.
When companies merge or go through an acquisition, the lack of a cohesive culture in the newly merged company can “break a deal.”
The decision as to whether or not to make the first offer or demand in a negotiation needs to be a strategic choice rather than a default.
The best strategic plans in the world are not likely to be successful if they are not effectively communicated to those who must implement them: the employees.
An exercise to teach participants the importance of the first offer or demand in a negotiation.
Ways to shift strategic thinking down to more and more levels of the organization so that the firm’s strategic IQ can be increased.
Treat the pursuit of customer satisfaction as you do any other profit-driven investment—that is, assess it in terms of its NPV and/or ROA.
An analysis of how to achieve a greater degree of synergy with merger-and-acquisition growth strategies.
Small and medium-sized businesses should seek incremental improvements in product development and process improvement.
A roundtable discussion offering insights on professional recovery and revitalization.
The knowledge that terminated employees take with them may erode competitive advantage.
Understanding economic indicators is essential in business planning.
The Initial Public Offerings market is favoring a solid business plan, real profitability, and little or no debt.