Chief Executive (U.S.)

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Articles from No. 118, November

A Force to Be Reckoned With
In CE's June Issue, eight CEOs addressed the downsizing dilemma. As a follow-up, we asked two other prominent executives top their prescription for dealing with the sweeping economic change that has turned business inside out. Corporate leaders have...
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A Green Light for Growth
No more hand-wringing. No more complaining. No more whining about the continuing and inevitable shrinkage of American business. That's old news. Today's banner headline: Growth is back. That's the message conveyed loud and clear by an overwhelming majority...
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A Mandate for Growth
After years of restructuring pain, it's about time business starts to see some gain. A penny saved is good; a new penny earned is better. CE asked participating CEOs how they are creating tomorrow's markets and opportunities. For years, the high priests...
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Burning Down the Data Warehouse
One of our clients employs a three-stage pyramid to explain business intelligence. At the base is data. The middle section is information. The apex is intelligence. All eminently logical. Information is more useful than data. And intelligence is information...
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Business as a Calling: Work and the Examined Life
BUSINESS AS A CALLING: Work and the Examined Life By Michael Novak. The Free Press, 246 pp., $22.50. "Did you ever expect a corporation to have a conscience, when it has no soul to be damned, and no body to be kicked?" -Lord Thurlow "Yes," replies neoconservative...
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Fire-Fight on the 'Net
E*Trade Group President and CEO Christos Cotsakos is leading the charge to wrest control of the deep-discount brokerage business from competitors such as Charles Schwab in the ongoing fight for the financial hearts and minds of some 76 million baby boomers....
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Free at Last
The genius of capitalism is not so much its ability to invent new products and services as it is to beget throngs of ancillary companies that feed off these new QUEENAN products and services. Thus, the Internet, which initially spawned gigantic access...
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Letters
NOT SO NAIVE, AFTER ALL To The Editor: I read with interest the article, "CEOs In The Doledrums" (CE: July/August 1996). One remark that prompted me to write this letter is, "Steve Forbes and Morry Taylor were naive." I cannot speak for Steve, but I...
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Lights, Camera, Divest!
Hollywood teaches a lesson BY FREDRIC often lost on chief execu- ROBERTS tives. What movies lose in profligate spending, inattentive management, and unorthodox record-keeping, they can make up with one asset: star power. A big name in the lead role can...
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Litigation Inc. V. Corporate America
Tired of investing in the usual stocks, bonds, and mutual funds? How about investing in suing a competitor or any other company? In a 1992 article in The Brief magazine entitled, "Investing in Justice: How plaintiffs are selling shares to finance their...
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Measuring Corporate IQ
A number of companies have flirted with measuring their "corporate IQ." But few have been able to capture the value-creating potential of their intellectual capital and other intangible assets, which could be worth more than three times the company's...
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Memos from the Chairman
MEMOS FROM THE CHAIRMAN By Alan C. Greenberg. Workman Publishing, 156pp., $14.95. Few active CEOs are skilled writers, have a sense of humor, and have the time to take these peculiar talents public Alan (ace) Greenberg, CEO lf investment firm Bear Stearns,...
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Rebuilding Relations with China
With the Presidential election behind us, we have a golden opportunity to renew the U.S.-China governmental relationship-a relationship that mostly has been deteriorating the past four years. The last year alone has been marked by events such as: the...
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Supply Chains: Make It or Break It
Today's supply chains are more dynamic than ever before-the result of advanced technology, narrowing supplier bases, product innovation, and changes in regulatory policies. Companies that know how to craft the most flexiblebut tightly intertwinedchains...
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Taking Chances on the Market
Contrary to popular belief, you can be too cautious-particularly when investing in the stock market. With stock market volatility expected to continue into 1997, some investors might think it prudent to pull back and lay low for a while. But I and other...
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Tax Cuts Cause Cancer
Earlier this year, Karl Zinsmeister, a fellow at the American Enterprise Institute and editor of The American Enterprise, wrote a droll essay for The Wall Street Journal entitled, "Coming This Year: Marx for Dummies." Presciently, he figured that much...
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The Best and Worst Boards of 1996: Measuring Corporate Governance
More and more companies have seen the light about corporate governance and are implementing formal policies such as CEO and board evaluations. But a dismaying number choose to remain in the dark. By all rights, nearly every American public company should...
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The Boss Behind Boss
EOs tend to be a well-dressed lot, but Peter Littmann is more so than most. At a recent meeting in New York, he was the epitome of Eurostyle, clad in an impeccably tailored, double-breasted gray suit, blue-and-white striped shirt, and discretely patterned...
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The CEO's Role in Corporate Governance
While preparing our article on Best Boards/Worst Boards (see p. 26), Bob Yavitz and I often discussed the factors that really make boards work effectively. We agree that it takes three elements: a confident and open-minded CEO; at least one or two strong,...
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The Macro Picture
The apple doesn't fall far from the tree, the saying goes. In many ways, that maxim holds true for John C. "Bud" Colligan, an Apple alumni now running software company Macromedia. Indeed, he borrowed some of his former company's "playful" corporate culture-including...
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Top Spoon Stirs It Up
Having spiced up its earnings and margin growth, David Johnson is working on a new recipe for Campbell Soupit's M'mm M'mm global. But does he have the patience and resources to build and sustain a global franchise? On his first day on the job as Campbell...
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Toy Story
You're driving at high speed over twisting mountain roads in a pavementhugging race car, swerving and sweating and hoping not to careen over the edge before time runs out. At the finish line: victory. Lose, and your bonus is history. Just another day...
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Unusual Attitude on Access
A pilot for 23 years, Dave Garrison knows what "unusual attitude" means. And he wasn't the least bit fazed when a Netcom On-Line Communications Ser vices board member recruiting him for the CEO position likened the job to the training maneuver in which...
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