Tag: Chief Executive Officer (CEO)

Modern CEOs are confronted with a rapidly evolving business landscape, and several key factors contribute to the need for a reset in strategic thinking. According...

RevOps - just another term to toss into the business buzzword salad? Maybe not. RevOps, short for Revenue Operations, is an innovative strategic approach geared towards aligning and optimising all revenue-producing functions within an organisation.

Read our exclusive cover story titled RevOps - a game-changing strategy for exponential growth? by Peter Ivanoff, Marketing Director, The Marketing Centre, plus a host of other topical management articles written by professionals, consultants and academics.

Standard Bank CEO Sim Tshabalala recently suggested that Eskom should consider hiring an international candidate to succeed its outgoing CEO, André de Ruyter. Although Mr. Tshabalala is trying to be helpful, his suggestion misses the mark. A foreign appointee – no matter how capable or qualified – will not be able to fix the mess at Eskom. Another South African in the post won’t succeed either.

To expediently adapt a famous observation, we do not only live interesting times but challenging ones as well and the only way we are going to navigate through our myriad problems is for a new type of leadership philosophy to emerge. It means CEO’s need to radically rethink their entire purpose and the way in which they plan operate and execute and to become more tuned into the zeitgeist. It is time to leave the ivory tower and take a reality check.

The Chief Financial Officer (CFO) role has evolved significantly. No longer is it a hindsight role recording what happened, but it has pivoted to give future-focussed business-critical direction.

If trust is the most important currency in modern business, then data is the gold that underpins that currency. Organisations that operate on incomplete, inaccurate or disparate data will find it impossible to consistently build and maintain trust with customers, partners and employees.

Hiring the wrong leader can have potentially devastating consequences. Now, more than ever, corporates need be led with agility and an openness to rapid change.

A plethora of corporate governance codes has been written across the world, and in spite of their recommendations which inter alia seek to protect stakeholder interests and shareholder value, many governance failures and organisational collapses continue seemingly unabated.