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.
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In today's market, liquidity issues are a serious risk to companies in every industry sector. Read about how to anticipate problems and devise solutions before liquidity issues come to a state of crisis.
Alliance Founder, Paul Witkay discusses the current mood of CEOs. This article urges CEOs to start thinking long-term again and focus on leading their organizations toward compelling visions for the future.
In a dismal economy, Alliance members find ways to move forward. One company secures a financial "safety net," while another looks outside of their traditional areas of growth to form a new business, some diversify their services while others focus on customer service to help their clients stay in business or gain market share against weaker competitors.
This article discusses a long-term workplace differentiation strategy that will enable you to attract and retain top talent, even in the talent shortage that challenges us all in every economic growth cycle. An ideal time to start is a year or more before the talent pool shrinks.
Alliance CEO members weigh in on their strategies for riding out these tough economic times in preparation for an upswing. One CEO looks at his pricing as he knows customers will be shopping around; another focuses on customer satisfaction and long-term goodwill. An increase in sales and marketing budgets is discussed, along with taking advantage of bringing top talent on board that have been let go from their companies.
Today more than ever, successful companies are employing strategic partnerships to gain competitive advantage. These vehicles can help companies expand their capabilities and market share at a much greater pace than going it alone.
An overwhelming 91 percent of finance leaders agree that the economic crisis is not yet over, and in fact may just be beginning. This was the finding of Tatum’s October Survey of Business Conditions, based on responses from over 400 corporate leaders. The economy has reached a historic critical point, and business leaders face a daunting situation. So how do CEOs and CFOs lead amid chaos? No one can predict the future right now, but Tatum’s national Restructuring Practice has helped hundreds of businesses emerge from distressed economic conditions and they offer practical advice for avoiding certain critical mistakes during this time of extreme pressure.
Partnerships between two firms are often difficult to manage and often fail to bring results. This essay digs into one of the more extreme partnerships - those between life sciences firms, where even in the best of cases, fruits of the partnership can take 5-15 years, where development failures are common, and where large amounts of money must change hands. Lessons learned are enumerated and are valuable not just for life sciences firms, but for companies thinking about partnerships in all industries.
A high growth CEO builds value by being first to the market with hot new products and technologies. But that means moving faster than is comfortable for all his teams as his organization grows. The case talks about minimizing risk on new product introductions and managing the teams that must do the work.
Two female business partners are offered a huge piece of business by a key client. Although initially excited, they think long and hard about the pros and cons of saying yes. Read how the decision went and what they ultimately decided.
Read how taking leaps with your business can pay huge dividends. By having the courage and discipline to put innovative business ideas into action, the owner gained huge competitive advantages. The concept is laid out, as well as important steps to get started.
Branding is about creating relationships. By building multiple relationships with a client, the CEO discovered new opportunities to grow his business. Four ideals behind successful branding are explained.
Successful companies do not survive on brand alone. A CEO comes into a struggling company and rebuilds its brand by rebuilding the value proposition, and then delivers. The importance of building and maintaining brand is examined.
Great business ideas don't happen by accident. The CEO and his business partner spent months brainstorming, creating, and dismissing many ideas before connecting with one. The process of generating great ideas is explained.