Alliance Perspectives

The implicit understanding among Alliance members is that, in exchange for their willingness to share their own experience and knowledge, they gain access to the extraordinary collective wisdom of the Alliance community of CEOs. Our members do amazing things and here we've collected some of their lessons learned to preserve and highlight the wealth of knowledge in our membership. Alliance Founder & CEO, Paul Witkay, also shares his perspectives on topics such as leadership, strategy and innovation.

To see only cases for a certain category, choose one from the following list:

Ron Johnson

Learning from Pure Innovation
October 06, 2006

Innovation leads to powerful results. A CEO fosters a rich culture of innovation by getting the most out of his top team.

Read More

Case categories include: Human Resources   Leadership   

Jeffrey Morrison

Vision Vector
August 06, 2006

CEOs of startups must work very differently than CEOs of firms that have made their place in the market. They must be hands-on with prospective customers and with all the key decisions, from sales to marketing to engineering/product development, in order to keep the business on a straight vector towards its vision.

Read More

Case categories include: Leadership   Operations   

Robert Sher

Generalities about China
July 16, 2006

Summary: CEO travels to China for the first time and sees the richness and complexity in the business environment there. With an excellent guide and clear objectives, he came back with four key lessons.

Read More

Case categories include: International Business   

Tom Friel

It is Never Forever
July 06, 2006

Planning for succession is a difficult topic, but an essential one. Clarifying the line between dependency and leadership is critical, and much of the work of succession is reducing dependency on the CEO.

Read More

Case categories include: Exiting   Leadership   Strategy & Planning   

Rick Gaan

Managing Young Employees Yields Insights for All
June 21, 2006

Showing genuine concern for your employees is good for business. The founders buy a troubled business with young, troubled employees, and turn it around by deeply engaging and tapping the potential in each employee.

Read More

Case categories include: Human Resources   Leadership   

Alan Huttman

Re-Framing Price Increases Leads to Stepped-Up Profits
June 12, 2006

A CEO in an old-line, low-margin business finds a way to re-frame his pricing model to get his team and his customers to accept it. He modified his sales incentive package to better target the results he was looking for.

Read More

Case categories include: Leadership   Sales   

Bud Michael

The Courage to Fire
June 10, 2006

An incoming CEO fires the most senior technical expert because he won't embrace the new values that must take hold for the firm to survive. The bold move works without significant damage.

Read More

Case categories include: Human Resources   Leadership   Operations   

Todd Mozer

Betting on His Core Competency
May 30, 2006

Summary: Keeping its area of core competency strong is just what Sensory Inc. did, and sales have more than tripled as a result. Every company must pay rapt attention to how and when it invests in its core competency.

Read More

Case categories include: Strategy & Planning   

Lou Parrague

The Need for Speed
May 10, 2006

Quick decisive action enables the firm to grab a nice piece of business before anybody else has the chance to compete. The speed at which your business and your team move is a critical element of competition, today more than ever. What does it take to make speed a competitive edge?

Read More

Case categories include: Operations   Sales   

Jeff Rodek

Decision Making Illnesses
March 31, 2006

The process of making good decisions is critical. Some firms/teams are bad at decision making, and the results can be ugly. Four decision making illnesses are discussed along with some suggestions about improvement.

Read More

Case categories include: Leadership   M&A   

Jeff Rodek

Every Business Needs a Common Enemy
February 28, 2006

Identifying a competitor or two as an "enemy" to beat is a powerful leadership tool that CEOs should use to galvanize business improvement at every level.

Read More

Case categories include: Leadership   Operations   Sales   

Karl Hansen

Growing through Referrals
February 23, 2006

Referrals are the least expensive way to bring in new business. An employee benefits company amazes their clients with incredible service, and for the past 18 years grows only through referrals, diverting all its marketing spending into operations.

Read More

Case categories include: Operations   Sales   

Ed Kit

Intelligent Off-Shoring
February 06, 2006

A company finds an excellent way of managing off-shoring, taking advantage of the positives while avoiding the pitfalls. Blending the efforts of on-shoring with off-shoring and a commitment to close management are key.

Read More

Case categories include: Human Resources   International Business   Operations   

Rick Whitsell

The Story Matters
February 06, 2006

Keeping your lender updated about your business is critical, especially when your financial performance is less than stellar. Understand how banks view loans, some signs that a bank is worried about you, and when to take action.

Read More

Case categories include: Finance   

Patricia Rougeau

Selling on Benefits
February 06, 2006

A software firm was hurting its sales by telling every prospect about all the features of its powerful software. Instead, they now ask questions first to understand their prospect, then present only the aspects of the software that solve the client's problem.

Read More

Case categories include: Sales   

JR Matthews

Don’t Take Money from Strangers
January 24, 2006

CEOs often don't do enough research on private equity investors offering money. The result is that they bring into the ownership group powerful people with different agendas and styles, and thus, lots of conflict. A number of key checkpoints are delineated.

Read More

Case categories include: Finance   

Dave Dutton

Forged by Fire
January 21, 2006

A semiconductor equipment manufacturer was in deep trouble, and replaced its founder with a new CEO, Dave Dutton. He created a new leadership culture amidst the transition chaos. The new top team prospered as did the company.

Read More

Case categories include: Leadership   

Dave Seldon

Forming Productive Friendships in Asia
January 16, 2006

A seasoned global executive intentionally cultivates the friendship of a company president in Asia and pulls down the big order. When problems crop up, the President relies on the friendship to save his job and his lifestyle. The Asian custom of entering friendships for profit is explained.

Read More

Case categories include: International Business   Leadership   

Pat Moultrup

Avoiding Costly Surprises When Going Global
December 10, 2005

A firm signs leases overseas and discovers some nasty surprises that cost it big bucks. Some simple but key steps are discussed to avoid being surprised by local rules, laws and practices.

Read More

Case categories include: International Business   Operations   

Sharing the Dream of Success Brings Top Talent for Less
November 21, 2005

Summary: Engineer turned entrepreneur bootstraps his company, but can't afford the talent he needs. Through careful sharing of equity, he builds a great team who bring results amazingly fast.

Read More

Case categories include: Human Resources   Strategy & Planning