In This Issue:
The China “Ghost Town” Story is Exaggerated. Buffet to American CEOs: Stop Whining. John Mackey at G100: A Kinder, Gentler CEO? Has The American Dream Become Elusive For Generations X, Y? The Drones Are Coming. Human Resources and Big Data. Online University, a Booming Business. A Transatlantic Trade Deal. How To Make A Company Truly Great.
In This Issue:
What Does the Shale Revolution Mean for Geopolitics? Hiring for a Start-Up in China. Larry Page: Why Competition Isn’t Enough of an Incentive. Has Britain Lost Control of Public Spending? Bill Gates: We Aren’t Measuring the Impact of College Education. Marc Cuban: Are Colleges Going Out of Business? What Exactly Is Strategy? What Would a Microsoft’s Investment in Dell Mean? “I’ve been practicing my craft as a CEO for 33 years”. Is China Growing or Slowing?
The New Year promises to be a year of “stakeholder overload” for corporate leadership. The growing number of constituents weighing in on company operations—going far beyond activist investors and shareholders to include many more regulators, local governments, NGOs and a host of special interest groups—is placing greater demand on leaders and on the corporate brand itself.
It’s never been a more difficult time to be a CEO,” says Stephen Miles, founder and chief executive of The Miles Group, which advises top CEOs and boards globally. “With 2013 around the corner, corporate leaders are facing some of the most challenging times of their careers. Companies’ unprecedented exposure on the regulatory and reputational fronts requires that CEOs get in and manage a lot of this themselves, in addition to providing inspiring leadership in the face of so much uncertainty.”