spotlight
Senn Delaney is pleased to be the exclusive sponsor of a new Leadership and Strategy Solution Center on Chief Executive.net. We invite you to explore the solution center, which has a thought-provoking array of articles and videos that executive leaders and CEOs will find interesting, relevant and helpful.
Senn Delaney Chairman Dr. Larry Senn describes the CEO role as the chief culture officer in this interview published in the July debut issue of The CEO Forum Magazine. The CEO Forum is published quarterly by Robert Reiss, long-time host of The CEO Show. It is distributed to 10,000 chief executives.
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Knowledge Center
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At a time when organizations have to perform at their best, and all the low-hanging fruit has been picked, how do you improve the bottom line and top line of your organization? One answer lies in gaining maximum organizational synergies, something most organizations fail to accomplish. Why do so many companies fall short? What does it take to succeed? Founder and Chairman Dr. Larry Senn shares insights and offers some thought-provoking questions for leaders to consider.
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The Ohio State University President Dr. Gordon Gee discusses his passion and progress on creating a “One University”, high-performance culture to take the largest university in the U.S. from excellence to eminence. On the global stage, it is part of his vision to build a new model for the university of the 21st century: more agile, more responsive, less insular and less bureaucratic.
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In just two years, Chief Executive Ron Hilton has led Staffordshire
County Council, one of the largest local government bodies in England,
to dramatically higher performance, fiscal health and economic
stability. The council has moved up the national performance tables
into the top 10 percent of local authorities for improving performance.
Mr Hilton discusses the spectacular results the Council is seeing from
an ambitious reform agenda that is focused on creating a
high-performance culture.
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Senn Delaney CEO and President Jim Hart stresses the importance and proven value of leaders having a "thriving to win" mindset, especially during economic turmoil.
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Even in the most resilient of companies, long-term strategies that guide fulfillment of the mission are being rethought, retooled and refreshed in response to challenging market conditions caused by the economic crisis. WellPoint Inc., the nation's largest health benefits company, recently did just that. David Casey, vice president of workplace culture and chief diversity officer, discusses the company's ‘Strategy Refresh' announced late in 2008 and how WellPoint's leaders are realigning the culture to support the directional shift.
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In this candid interview, Atmos Energy Corporation CEO Bob Best shares his thoughts on leading during challenging times, and why creating and sustaining a healthy, performance-based ‘AtmoSpirit' culture has contributed to the gas distribution utility's stability despite the challenges in the industry and the worst economy since the Great Depression.
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It's become a business imperative to maximize operational effectiveness, trim costs, standardize and streamline processes, achieve economies of scale and increase competitive advantage. Today's most successful leaders do this in a way that balances the greater good of the enterprise with the competing demands of their autonomous businesses that must respond to the individual needs of their markets.
A more collaborative model that helps leaders of complex businesses to maximize effectiveness is gaining traction. Four prominent business leaders discuss their challenges and successes in shifting to this shared business model.
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PG&E has battled back from being hard hit by the effects of the California energy crisis just a few years ago. Today, the utility is enjoying positive, sustained results in more than its stock price and profitability; it is emerging as a corporate and community leader and innovator. PG&E Corporation Chairman Peter Darbee and other utility leaders candidly discuss their dramatic road to change achieved through best practices in culture shaping.
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Driven by a heartfelt mission to provide the best care for every child, Nationwide Children's Hospital in Columbus, Ohio is striving to become a preeminent, nationally prominent pediatric teaching hospital and research institute.
To achieve this, hospital leaders are executing an ambitious strategic plan to increase capacity, enhance patient care and services, improve performance and discover new treatments and cures.
A foundational part of the hospital's roadmap to success includes building a one-team culture of accountability, collaboration and innovation, one that connects administrative, medical and support staff throughout the hospital and research institute to the mission, strategic plan and values. This article describes the positive results they are already seeing.
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In just 13 years since its inception in 1995, Corinthian Colleges, Inc. has become the largest for-profit, post-secondary education company in North America. Three years ago, after growing rapidly through acquisitions that were not fully integrated, the company was struggling. Today, it is enjoying improved financial performance, growing student enrollment and dramatically lower employee turnover.
With a strategic roadmap and aligned leadership, it is focused on its mission of changing students' lives and becoming the best workforce education company in the world.
CEO Jack Massimino, President and COO Peter Waller and members of their Executive Leadership Team discuss how reshaping the culture and developing a strong and connected leadership team is helping reenergize the company.
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It is considered to be one of the most successful mega-mergers of equals in the United States to
date. The 2004 union of WellPoint Health Networks and Anthem, Inc. created the largest health
insurance company in the nation.
When so many mergers fail or don't realize their expected potential, why is the WellPoint-Anthem story such a success?
Chairman Larry Glasscock, CEO Angela Braly and members of their Executive Leadership Team share their journey to build a new company and create a culture of trust and innovation and the many business benefits that have resulted.
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Companies today demand more from their annual corporate meetings of top executives. Those critical few days are highly strategic and focused discussions around meeting the challenges ahead, planning for new growth and preparing for more major change and strategic shifts.
It's an opportune time to consider the company's cultural impact on its changing strategies. Some of the world's largest companies use a 2- to 3-hour culture diagnostic session as part of their annual meeting of the top 50 to 300 leaders. It is an effective way to mobilize and focus leaders on shifting the culture to the high-performance, Thriving Leadership™ state needed to effectively implement new strategies and organizational change.
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