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The Transformative CEO: Impact Lessons from Industry Game Changers (Playaway Adult Nonfiction)

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Product details

  • Preloaded Digital Audio Player
  • Publisher: Brilliance Audio (19 Jun. 2012)
  • Language: English
  • ISBN-10: 1455887374
  • ISBN-13: 978-1455887378
  • Product Dimensions: 18.5 x 13.7 x 2.5 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)

Product Description

About the Author

Jeffrey J. Fox is the author of twelve books, including the New York Times bestseller How to Become CEO and Audie Award winner Rain. Founder of Fox and Company, he works with Fortune 500 companies such as General Electric, IBM, and Ametek, among others. He is a popular speaker.
Robert Reiss is founder and host of The CEO Show syndicated to more than 600,000 listeners. His company publishes The CEO Forum, a quarterly magazine with a subscription base of exclusively 10,000 top CEOs. Reiss is a frequent keynote speaker on lessons from CEOs.

--Ce texte fait référence à l'édition Hardcover.

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Format: Kindle Edition
Each year, the average tenure of a new CEO becomes shorter and is about 36 months as I begin this brief commentary. One of several major reasons for this is the fact that change really is - and will continue to be -- the only constant in the global business world as it occurs faster and in greater number, requiring business leaders and their organizations to respond faster and with greater effectiveness. In this context, the title of one of Marshall Goldsmith's most valuable books is especially relevant, asserting that "what got you here won't get you there." In fact, I'm convinced that what got you here won't even allow you to remain here (wherever and whatever "here" is). Continuous improvement has become constant improvement and that can only be achieved by organizational transformation. Once again, I am reminded of Pogo the possum's epiphany: "We have met the enemy and he is us."

All this is by way of introducing material in a book co-authored by Jeffrey Fox and Robert Reiss in which they feature 44 CEOs who share the "impact lessons" they learned while leading initiatives to achieve organizational transformation. These are real executives in real companies who candidly discuss real-world crises, perils, and opportunities. It is accurate to call them game-changers only if it is clearly understood that the "game" was played in their heads and hearts (and yes, guts) as well as in the C-suite, throughout the given enterprise, and within the given industry.

There are 33 brief chapters, focusing on major business challenges, to each of which several CEOs contribute insights and experiences as well as thoughts and feelings, in collaboration with Fox and Reiss. The reference to "impact" earlier includes one's self, one's colleagues, and one's organization.
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