250+ Years of collective CEO Insights:
- Does a well defined and distinctive strategy matter in the success of an enterprise? What have you found that has been most effective and impactful in the organizational alignment of a clear and compelling mission/purpose, vision and shared values, and then moving these from a paper exercise to becoming truly cultural — a distinct move to “being visionary.”
- According to Peter Drucker (“Father of Modern Management”) “…the purpose of a business is to create customers.” I would guess he would also say that customer retention is key as well. What are your thoughts, insights and best practices on attracting and retaining customers??
- The level of team member “engagement” (the involvement and enthusiasm of employees in their work and workplace) is at a whopping 15% globally and 35% in the US — is there leverage to be found here and what happens if we drive engagement to 80%? Oh, and 70% of engagement is determined by the manager — seems like an opportunity — how would you bring focus to this?
- What is your perspective on less organizational hierarchy and a more flat organization — where team members are more empowered and enlightenment (training and professional development — learning organization), and where power is shared with vs. power over team members?
- Other performance that matters, best practices and your secret sauce?
- Bonus time: If you were to give guidance a new CEO of an organization, what three things would you advise?
