CEO

More than anything else, successful hybrid working is about trust. CEOs trusting managers, managers trusting employees and employees trusting themselves and their teammates to do the right thing, regardless of where they are based, to achieve the outcomes they hope to achieve. Yet, when it comes to the decisions that CEOs need to make around

Faced with the ongoing effects of the pandemic and the uncertain future that lies ahead, every company needs to innovate to set itself apart and succeed. Most seem to realize this fact. According to a 2021 Boston Consulting Group survey, 75% of companies rank innovation among their top three priorities. That’s a 10% rise over

Rustam Gilfanov is an IT entrepreneur, and a venture partner of the LongeVC Fund. Family  Rustam Gilfanov is 38 years old. He was born on January 6, 1983 in the Perm Territory (the village of Basim). In his childhood Rustam was interested in science fiction and mathematical sciences. Education  As soon as Rustam got his

Big data has become the culture whisperer of business, telling us everything we want to know and much more. Through algorithms, AI and new tools, CEOs have made numbers talk in the same old-fashioned way as picking petals off a daisy. Employees love me, employees love me not. At what point do we stop listening,

Founders and CEOs crave fast growth, often above all else. It means massive funding rounds and eye-popping valuations, infusions of top talent, bandwidth to focus on more strategic tasks, as well as the all-important runway to build great products, get them to a larger market and scale the company to unicorn and beyond. But before

The clues of what you can be teaching the world are in your life experiences. Today a shared a post on Facebook which originally was supposed to just be a brief snapshot of how I help people create their own online courses and how I got there, but it turned into a little more than

The importance of an inclusive work environment is on the minds of many leaders today. Exclusionary behaviors are dangerous for a business, with the impacts extending from dysfunctional workplaces and difficulties with recruitment all the way to serious legal issues. Exclusionary behaviors can have a significant negative impact on business performance. When people feel excluded,

One of the most significant challenges facing company leaders today is finding and retaining top-performing talent. Access to the best and brightest has never been easier, as we remove geographical barriers for many jobs. However, this ease of access can work against talent strategies as workers have more options than ever before. The era of

Paul Glantz has practiced empathy as a company chief for a long time. At Emagine Entertainment several years ago, he began connecting with audiences by starring personally in the shut-off-your-cellphones pre-feature video shorts on the chain’s movie screens. One time, Glantz appeared as a Jedi knight, then as a shark during the “Baby Shark” meme

American and global businesses have been through the coronavirus buzzsaw, and now CEOs know that nothing ever will really be the same, Bill Koenigsberg believes. There will be no such thing as a post-pandemic landscape that settles into some predictable new picture, the CEO of Horizon Media told Chief Executive. The indiscriminate edge of Covid

Do you feel disconnected from the people you work with? You’re not alone. Nearly 70% of workers surveyed by Front Page in 2020 said that they felt disconnected from their teammates, a problem made worse by more and more companies going remote. When employees feel alone or disconnected, they’re more likely to jump ship and

Like many global companies, we’re considering how best to bring employees back into the workplace as some countries begin to return to some semblance of normalcy. We recognize things will need to be different. Some call it the “new normal,” but I prefer another phrase I’ve heard recently, the “next normal.” Because, if you think

The pandemic has led to a fundamental shift in the way employees view their relationship with work. This has impacted health, disability and community services more than any other sectors. To say that it’s a seller’s market in the non-profit workforce is a gross understatement.  This could be ‘the Great Resignation’ on steroids – and it’s only just begun.

Despite the shocks and perplexities that year 2020 posed to the world, it was also a year of glory and unprecedented growth for CPG companies. Businesses operating in this sector not only played a critical role in fulfilling fast altering demands of customers as they curated their habits around the new normal, they also did

In parts 1 and 2, we examined the four questions leaders need to ask and answer in order to make work-from-home successful and the five recommendations for replacing traditional, outdated modes of management with leadership approaches designed to work remotely. Below, a look at the critical role accountability culture plays.  In the interest of staying

A great exit can set a founder up for lasting financial wellness or help them fund additional ventures. That’s why for countless entrepreneurs, a business exit is part of the long-term plan. Rhett Power discusses how to prime your business for an incredibly lucrative exit. Most entrepreneurs probably don’t envision spending their entire lives working

These days, there is a global surge in technological awareness as many people are becoming more conversant with technology and its use in solving critical issues. Especially in the commercial industry, where customers’ needs are being satisfied from any corner of the world with the touch of a button. Now, people perform financial transactions locally

Matt Carter has some advice for CEOs coping with the skills gap: look harder. He’s has had to do that himself with his tech company, Arkaya, which is located in Silicon Valley, where it competes for talent with giants like Google, Facebook and Apple—all of which Carter says are drawing from a limited and overly-homogenous

Wegmans Food Markets, headquartered in Rochester, New York, has lived by its slogan for decades: Employees first, customers second. This value statement, expressed often by the late founder, is on most employee business cards and company materials. Many stores even have it as a plaque inside the main door. What makes this inside-out value statement so