Leadership and C-Suite — do you have it — how can you get it?
Excerpt: So what is executive presence? The ability to project gravitas–confidence, poise under pressure and decisiveness—seems to be its core characteristic, according to more than two-thirds of the executives surveyed. Furthermore, communication—including speaking skills, assertiveness and the ability to read an audience or situation—and appearance contribute to a person’s perceived executive presence.
Read full article Do You Have ‘Executive Presence’?. From CEO.com
Small business takeaways in the article for enterprise level C-Suite.
Excerpt: …… most enterprises grew up in an era before the importance of data was recognized, such that the part of a company responsible for collecting, storing, and extracting data is often separate from the part responsible for using the data. This structural separation makes it difficult to implement data solutions across an organization.
Enter the Chief Data Officer. Making the most of a company’s data requires oversight and evangelism at the highest levels of management. The CDO would be responsible for:
Read full article via Your C-Suite Needs a Chief Data Officer – Anthony Goldbloom and Merav Bloch – Harvard Business Review.
Interesting read. Their study indicates all CSO are not created equal — given this is a new C-Suite member, the study gives us what one can expect or need to find in each category.
Excerpt: From the outset, it was clear that there was a variation in CSO roles, focused on two dimensions. The first dimension was the stage of the strategy process in which the CSO was involved. Our findings identified a significant demarcation between whether the CSO was focused on the formulation of the strategy or the execution of the strategy.
The second dimension of variation was how the CSO engaged in the strategy process. Some CSOs were facilitators, advising business units during the strategy formulation or assisting in the execution. Other CSOs were enactors, far more likely to execute the strategy process by themselves or with their team.
Based on variation in the roles carried out by the CSOs, we have developed a typology of four CSO archetypes.
Read full article via The Role of the Chief Strategy Officer. From MIT Sloan Management Review
Find out what business peers are listing as the most important C-Suite skillsets.
Excerpt: Chief executives value experience in emerging markets and across business sectors as top skills for a C-level executive. Human resources directors, however, emphasise a far different list of preferred qualities.
The diverging views are one aspect of a recent CGMA report that points to a disagreement in the C-suite over talent development. The report, Talent Pipeline Draining Growth: Connecting Human Capital to the Growth Agenda, suggests that companies are missing out on financial goals and failing to innovate because of ineffective human capital management.
The CGMA survey asked respondents to pick three skills that they deemed most important in a corporate executive.
Read full article via Survey outlines what chief executives are looking for in C-level executives. From CGMA
Another good article on BIG DATA — what it is and what it is not — harnessing and best practices uses. With the evolution of overload information and technologies driving more — most, including small businesses, are striving to “get their head around” the challenges and the benefits.
Excerpt: By contrast, the overwhelming majority of enterprise IT systems can’t quite make up their digital minds. Is big data there to feed the algorithms or inform the humans? Is big data being used to run a business process or create situational awareness for top management? Is big data there to provide a more innovative signal or a comfortable redundancy? “All of the above” is exactly the wrong answer.
What works best is not a C-suite commitment to “bigger data,” ambitious algorithms or sophisticated analytics. A commitment to a desired business outcome is the critical success factor.
Read full article via What Executives Don’t Understand About Big Data – Michael Schrage – Harvard Business Review.
Small business takeaways on Big Data. Article relates the reality of now and the hopes for the future as well as the confusion and lack of understanding by many.
Excerpt: We recently surveyed executives at Fortune 1000 companies and large government agencies about where they stand on Big Data: what initiatives they have planned, who’s leading the charge, and how well equipped they are to exploit the opportunities Big Data presents. We’re still digging through the data — but we did come away with three high-level takeaways.
First, the people we surveyed have high hopes for what they can get out of advanced analytics.
Second, it’s early days for most of them. They don’t yet have the capabilities they need to exploit Big Data.
Third, there are disconnects in the survey results — hints that the people inside individual organizations aren’t aligned on some key issues.
High expectations. Big Data clearly has the attention of the C-suite — and responding executives were very optimistic for the most part. Eighty-five percent expected to gain substantial business and IT benefits from Big Data initiatives. When asked what they thought the major benefits would be, they named improvements in “fact-based decision making” and “customer experience” as #1 and #2. Many of the initiatives they had in mind were still in the early stages, so we weren’t hearing about actual business results, for the most part, but rather about plans and expectations:
Read full article via Who’s Really Using Big Data – Paul Barth and Randy Bean – Harvard Business Review.
Recommended read. Great takeaways for all leadership and management. The first article in this series, see below, “The Role of the Board of Directors” was a posted link here on a prior day . I would also suggest you explore the other 3 articles he mentions here.
Excerpt: What role does the C-Suite have in exercising the company’s innovation governance responsibilities? In this article, the last in a series of five, professor Jean-Philippe Deschamps, defines six domains that are essential to organize and mobilize for innovation. They will condition the way innovation will be carried out and sustained by the organization and hence belong to the prime innovation governance duties of the top management team. In a previous series of three articles published by InnovationManagement I introduced the concept of innovation governance. These first articles covered: (1) the definition and scope of innovation governance; (2) the organizational models that companies have chosen to allocate innovation management responsibilities; and (3) a first assessment of the perceived effectiveness of these models.
In a new series of two articles on “governing innovation in practice” I first reviewed the specific role of the board of directors. In this second article I will summarize the role of the C-Suite in exercising the company’s innovation governance responsibilities.
If you compete through new products or services, your company has, by necessity, a new product development system and organization in place. As part of it, management allocates functional and process responsibilities for the planning, design, production and introduction of new offerings. In some companies the process works well and smoothly. In others, it may be more chaotic as different functional interests collide and conflict resolution takes time.
Read full article via Governing Innovation in Practice – The Role of Top Management | Innovation Management.
Interesting read — for the aspiring CEOs out there. Why do some get chosen but others who seem to be equally qualified are passed over time and again?
Excerpt: If you ask a group of managers who aspire to the C-suite what it takes to get there, they’ll invariably mention executive presence, but they aren’t always so clear about what it means. Not too long ago I conducted a series of off-the-record interviews with senior executives responsible for executive placement in their organizations. I asked them about the “make or break” factors they consider in making C-suite promotion decisions. Executive presence was one of the handful of decision criteria they cited, but even these experienced executives struggled to define what it is and why one person has it and another doesn’t. In an increasingly diverse world where senior executives are no longer all 6 foot 2 inch tall males who look they were sent from central casting, what does it take to create a commanding executive presence? The right clothes? A firm handshake? Those matter, but they don’t tell the whole story.
Read full article via De-Constructing Executive Presence – John Beeson – Harvard Business Review.
Guys, here is another “Friday” type article — every CEO read this please.
Excerpt: Warning: You could be at risk of contracting “CEO-itis.”
An affliction of arrogance that plagues many people picked for powerful posts, its symptoms include a tendency toward isolation, belief that you’re smarter than others, preference for loyalists, aversion to changing course even in the face of failure –and love of royal treatment.
It appears to occur when promising managers reach the corner office or other C-suite spots. Once infected, once-successful executives often underperform and put themselves at great risk of early exits, experts say.
Read full article via Getting Ahead Without a Swelled Head – WSJ.com.
If you are in the C-Suite…..it appears there might be games coming your way! How about that? What do you think, Mr. CEO?
Excerpt……..So those gamification techiques are also being used to nudge corporate executives into performing desired functions – including completing online training programs in large multinational corporations.
Deloitte Leadership Academy (DLA) is relying on gamification techniques to get more than 10,000 harried corporate executives in 150 companies to complete online training programs. “Fundamentally, what we’re doing with gamification and DLA is to really drive that stickiness to the platform to create semi-addictive behavior,” explained Frank Farrall, national leader for Deloitte Australia’s online consulting practice.
Read full article……via Gamifying the Executive Suite. From Read Write
This article takes the various analytics available and breaks them down into everyday see/feel explanations……..especially good for the small business owner who is trying to handle a full range of C-Suite responsibilities by his/her self….
Excerpt…..Some business people shy away from business process improvement or continuous quality improvement programs such as Lean, Baldrige or Six Sigma because they do not understand the necessity or they prefer not to devote the required time. Possibly by putting this into real time experiences may better illustrate the importance of reducing variations.
Read full article……via Close the profit draining gaps and improve productivity – Post-Tribune.
If you are one of the many who consider business gamification as something someone else does …not you…..read this article
Excerpt……“Gamification” is a hot, hip term right now, conjuring up images of Facebook games that may be a valuable tool for monetizing the social Web. However, for B2B marketers or customer relationship professionals, the badge concept — of rewarding loyalty, community contribution and then recognizing it and promoting it within a group or across the wider Web — is something we can apply directly to many of our organizations and customer engagement strategies. Recently, in an article on CFO.com, David Rosenbaum used the phrase “Gamification. Sounds silly.
Isn’t.” — which neatly sums up where gamification sits in the consciousness of the C-suite right now.
Read full article…….via MediaPost Publications Gamification – It’s Serious Fun 05/11/2012.
Guys, a MUST READ for all C-Suite ………if you have been in the C-Suite for a while, I will bet you have committed at least one if not more of the “sins”……..if you need an incentive to read……”lust” is one of the sins.
Excerpt………Leadership is perilous territory. People’s lives are at stake (sometimes literally). While avoiding the following 7 deadly sins won’t guarantee you’ll be a great leader, succumbing to them will guarantee you’ll have a significant learning moment (translation: you’ll fail miserably but hopefully you’ll learn something from it).
We’re human (if you’re not, lemme know because I’ve always wanted to meet either a zombie or an android). We make mistakes. We succumb to temptation, pressure, and insecurity. Many times we don’t intend to behave badly but it happens to all of us. Sometimes we’re left wondering how the heck we ended up in a certain predicament and other times we deliberately choose the wrong choice
Read full article…….via The 7 Deadly Sins of Leadership. From Thought Leaders Blog
Study shows a trend change in the C-Suite…..interesting study with takeaways for small business.
Excerpt……….The C-suite is getting crowded, with top management teams doubling in size since the mid-1980s. And it’s not just the size that’s changed, says Professor Maria Guadalupe — the composition of top management has changed as well, with some important considerations for organizations to heed.
Working with Hongyi Li of MIT and Julie Wulf of Harvard, Guadalupe has shown that the growth of the C-suite is largely the result of a disproportionate move away from general managers and toward specialized functional managers.
Read full article…….via Columbia Ideas at Work : Feature : The+Shifting+C-Suite. From Columbia Business
Suggested read for all C-Suite, managers and leaders……. when we read about fraud, we are rightfully shocked, condemn the accused responsible, check our own perimeters for breaches, etc. etc……….. but in reading this you will note how easy it is with the pressures and rules in corporate worlds to collaboratively fulfill a role, regardless. That doesn’t make it right or excusable, but there is the reality. Hopefully, as we become more transparent, others who have fallen into the collaborative -first-trap will realize the one important thing before it is too late…..that they can and must make a difference.
Excerpt…………Last month, Fastow made good on his offer. Why did he commit fraud? Why did a bright, aspiring, stereotypical MBA cross the line and misrepresent the true financial picture of Enron? According to Fastow, greed, insecurity, ego, and corporate culture all played a part. But the key was his proclivity to rationalize his actions through a narrow application of “the rules.”
Fastow’s message, an important one for all managers and potential managers, has two key points. First, the rules provide managers with discretion to be misleading. Second, individuals are responsible for their actions and should not justify wrongful actions simply because attorneys, accountants, or corporate boards provide approval.
Read full article………via If the Auditors Sign Off, Does That Make It Okay? – Lawrence Weiss – Harvard Business Review.