�ݺ�ߣshows by User: QueenMama

�ݺ�ߣshows by User: QueenMama / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: QueenMama / Fri, 26 Jul 2013 13:54:14 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: QueenMama Should CEOs Play the Board Game? /slideshow/clarion-callce-osonboard/24661470 clarion-call-ceos-on-board-130726135414-phpapp01
Should a CEO serve as a Director on other companies' Boards? From the perspective of the CEO's own Board, does having their CEO serve as a Director on other Boards contribute to or detract from their own company's performance. The answer is not always simple or clear. ]]>
Should a CEO serve as a Director on other companies' Boards? From the perspective of the CEO's own Board, does having their CEO serve as a Director on other Boards contribute to or detract from their own company's performance. The answer is not always simple or clear. ]]> Fri, 26 Jul 2013 13:54:14 GMT /slideshow/clarion-callce-osonboard/24661470 QueenMama@slideshare.net(QueenMama) Should CEOs Play the Board Game? QueenMama Should a CEO serve as a Director on other companies' Boards? From the perspective of the CEO's own Board, does having their CEO serve as a Director on other Boards contribute to or detract from their own company's performance. The answer is not always simple or clear. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/clarion-call-ceos-on-board-130726135414-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Should a CEO serve as a Director on other companies' Boards? From the perspective of the CEO's own Board, does having their CEO serve as a Director on other Boards contribute to or detract from their own company's performance. The answer is not always simple or clear.

Should CEOs Play the Board Game? from The Clarion Group, Ltd.

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1 The Amazing Ambidextrous Executive: Balancing Tensions at the Top /slideshow/ambidextrous20-executive20ppt20refresh20dt220v2/24661467 ambidextrous20executive20ppt20refresh20dt220v2-130726135409-phpapp02
It’s hard to sustain the top management balancing act. The ability to achieve and maintain the balance between opposing tensions is a critical skill for top managers. We discuss the balancing role, the challenge of identifying and developing this skill, and some ideas about finding balance.]]>
It’s hard to sustain the top management balancing act. The ability to achieve and maintain the balance between opposing tensions is a critical skill for top managers. We discuss the balancing role, the challenge of identifying and developing this skill, and some ideas about finding balance.]]> Fri, 26 Jul 2013 13:54:09 GMT /slideshow/ambidextrous20-executive20ppt20refresh20dt220v2/24661467 QueenMama@slideshare.net(QueenMama) The Amazing Ambidextrous Executive: Balancing Tensions at the Top QueenMama It’s hard to sustain the top management balancing act. The ability to achieve and maintain the balance between opposing tensions is a critical skill for top managers. We discuss the balancing role, the challenge of identifying and developing this skill, and some ideas about finding balance. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/ambidextrous20executive20ppt20refresh20dt220v2-130726135409-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> It’s hard to sustain the top management balancing act. The ability to achieve and maintain the balance between opposing tensions is a critical skill for top managers. We discuss the balancing role, the challenge of identifying and developing this skill, and some ideas about finding balance.

The Amazing Ambidextrous Executive: Balancing Tensions at the Top from The Clarion Group, Ltd.

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1 Ready or Not Value Co-Creation /slideshow/ready-or-not-value-co-creationspring-2012/17467381 readyornotvalueco-creationspring2012-130321144243-phpapp02
Consumers' experience with internet access and social media is changing their notions of how they relate to businesses: they expect to play a more active role in shaping the products and services they buy. This shift in expectations raises many questions about whether today's operating practices will continue to succeed. We are seeing some of the leadership, structural and cultural implications, but we anticipate this will be unfolding for a while to come.]]>
Consumers' experience with internet access and social media is changing their notions of how they relate to businesses: they expect to play a more active role in shaping the products and services they buy. This shift in expectations raises many questions about whether today's operating practices will continue to succeed. We are seeing some of the leadership, structural and cultural implications, but we anticipate this will be unfolding for a while to come.]]> Thu, 21 Mar 2013 14:42:43 GMT /slideshow/ready-or-not-value-co-creationspring-2012/17467381 QueenMama@slideshare.net(QueenMama) Ready or Not Value Co-Creation QueenMama Consumers' experience with internet access and social media is changing their notions of how they relate to businesses: they expect to play a more active role in shaping the products and services they buy. This shift in expectations raises many questions about whether today's operating practices will continue to succeed. We are seeing some of the leadership, structural and cultural implications, but we anticipate this will be unfolding for a while to come. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/readyornotvalueco-creationspring2012-130321144243-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Consumers' experience with internet access and social media is changing their notions of how they relate to businesses: they expect to play a more active role in shaping the products and services they buy. This shift in expectations raises many questions about whether today's operating practices will continue to succeed. We are seeing some of the leadership, structural and cultural implications, but we anticipate this will be unfolding for a while to come.

Ready or Not Value Co-Creation from The Clarion Group, Ltd.

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1 https://cdn.slidesharecdn.com/profile-photo-QueenMama-48x48.jpg?cb=1523254333 The Clarion Group is a management advisory firm that helps senior executives (both individuals and teams) accelerate their leadership performance to conquer their toughest business challenges. We work with leaders to align their business strategy, organization structures and the collective and individual behaviors of their people (culture). www.theclariongroup.com https://cdn.slidesharecdn.com/ss_thumbnails/clarion-call-ceos-on-board-130726135414-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/clarion-callce-osonboard/24661470 Should CEOs Play the B... https://cdn.slidesharecdn.com/ss_thumbnails/ambidextrous20executive20ppt20refresh20dt220v2-130726135409-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/ambidextrous20-executive20ppt20refresh20dt220v2/24661467 The Amazing Ambidextro... https://cdn.slidesharecdn.com/ss_thumbnails/readyornotvalueco-creationspring2012-130321144243-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/ready-or-not-value-co-creationspring-2012/17467381 Ready or Not Value Co-...