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- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
So, You Want to Be a CEO?
內容大綱
At some point in their careers, most-if not all-executives aspire to become the CEO of their organization. And why not? These individuals tend to be highly ambitious. However, as with most things in life, aspiration is one thing, and execution is another. The author, who has worked closely with CEOs for 30 years as a board director, describes what it takes to be a CEO today. He shows that any would-be CEO must develop four particular 'directional' skills: upwards, downwards, outwards and outside-in, which enable him/her to be a Chief Relationship Officer, Chief Strategic Officer, Chief Communications Officer and Chief External Officer for the organization.