If you are a CEO today the news can be pretty dismal for many. The ranks of CEOs seem to be churning faster than ever. The average tenure of new U.S. and European CEOs is shrinking, now down to an average of 41 months.
I am 1,000,000 mile flyer on Delta Airlines and soon will be one on United once they complete their mergers. But last night, December 7, 2011, I saw something happen in an airport that is absolutely new and amazing.
Am I the only one who has noticed that it takes catastrophe to force democracy forward: Black Friday; Pearl Harbor; 9/11; Hurricane Katrina? The incompetence, ignorance, and political paralysis of government, combined with the implacable gall of America’s Greed Team has created a fragile moment when change in America’s economic structure and destiny is possible.
Cybercrime has come a long way since it was mostly a digital form of vandalism. It has developed into a criminal business operated for financial gain and is now worth billions.
President Obama may have the most negative leadership style since Jimmy Carter.
When you hear companies mindlessly bloviate about their customer service, you really sense the fix is in and you’re interests, needs, concerns and problems are out…way out.
As I read Reid Hastings’ letter to customers, in what appeared to be an apology for the price increase mess, my expectations were met immediately with disappointment, then disbelief.
Whenever a business interest, product, or person is suddenly forced into the limelight, a predictable set of counter-intuitive effects occurs. These effects can be prepared for, often pre-empted or mitigated.
Most responses in crisis situations fail in the first hour or two. That’s because the most challenging aspect of readiness for urgent situations is the strategy for first response; literally, what you do first, second, third, etc.
Mr. Murdoch is learning the most crucial axiom of crisis management: Bad news ripens badly.