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:

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.

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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?

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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Case 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.

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Case 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.

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Case 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.

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Case categories include: Human Resources   Leadership   

Terry Lim

Taking Training Seriously
September 06, 2005

Summary: A retail chain has incredible training program, which instills corporate values in new hires and teaches product knowledge as well as systems and customer interface protocols. After the initial training, they weave training into the company's routine.

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Case categories include: Human Resources   Leadership   Operations   

Dan Warmenhoven

Great People Doing the Right Things
September 06, 2005

A very fast growing firm has eleven good years running. Credited is an excellent top team that can finish each other's sentences and leaves the CEO free to follow his instincts about the future. Learn how he built and maintained this team.

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Case categories include: Leadership   

Chuck Smith

Communication Skills Count
June 30, 2005

After seeing a presentation at the Alliance of CEOs by Chuck Smith, CEO of SBC West, it became crystal clear how powerful great communication skills can be. The audience was engaged and entertained. Read some of the key speaking techniques he used and how they can make any CEO a better communicator.

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Case categories include: Leadership   

Lori Bonn

From Brand to Icon
June 21, 2005

Most decisions in our world stem from emotion. Jewelry firm Lori Bonn Design turned its founder into a public personality - an icon, as part of its branding strategy and as a result, hit it big on TV. Take branding to the next level.

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Case categories include: Marketing   Sales