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:
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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase 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 MoreCase categories include: Human Resources Strategy & Planning
Paul White
Leadership with Other People’s Money
October 21, 2005
Building a business with other people's money certainly isn't any easier than bootstrapping. It takes the right connections, hard work, an understanding family, and a solid opportunity. Hear the details of Paul White's story.
Read MoreCase categories include: Finance Leadership
Jim MacDonald
Management by Getting Your Hands Dirty
September 21, 2005
A manager is fired, and the CEO steps into the role. The CEO fixes critical problems and builds new systems. A well-run department is passed on to a new manager.
Read MoreCase categories include: Leadership Operations
Pamela Kan
Stop Consultants Running Amok
September 10, 2005
A consultant provides great value and mentors the President, who being grateful, grants a three year contract, but then regrets it. Clients must always remain in control of consultants.
Read MoreCase categories include: Human Resources Leadership
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The Alliance of Chief Executives is an active community of business leaders that focuses on deep strategic exchanges, challenging existing assumptions and generating fresh ideas.
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Subscribe to our newsletter and stay up to date with the latest Alliance news!
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Contact Us
2175 N. California Blvd., Suite 605
Walnut Creek, CA 94596
925-942-2400 Office
925-956-4424 Fax
Email: info@allianceofCEOs.com
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