[Cientia] Executive Directions Digest Sept.04
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This is a multi-part message in MIME format. ------=_NextPart_000_0853_01C49868.205B94B0 Content-Type: text/plain; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable Cientia <http://www.cientia.net>=20 Executive Directions Digest Sept. 2004=09 This issue reflects a search to see what CEOs are concerned about these days. Interesting range of findings, perhaps it depends on the questions. Facets of social responsibility are a dominant theme, so a small selection of related resources are included for follow-up. Conger and Nadler provide expert observations and reflections on the phenomenon of increasing executive churn. CEO conferences are included. The Digest is a semi-monthly listing of executive development resources added or listed in the Cientia <http://www.cientia.net> archives. All links and information are freely available through public sources and search engines. Cientia is a selective directory, considered public domain and may be used at your discretion. If you believe you have received this newsletter in error, want further information or wish to unsubscribe, please come here <http://www.cientia.net/Cientia.Newsletter.About.htm> , or contact <mailto:[email protected]?&[email protected]&subject=3DCI= ENT IA resource or information request&body=3DThank you for contacting us. = Our postal address is Cientia, Ltd. 6581 Nelson Ave. West Vancouver, BC, Canada. V7W 2A5=00> us. =09 6th. Annual Global CEO Survey: Leadership, Growth and Responsibility in Uncertain Times <http://pwcglobal-ceosurv6.notlong.com/> =09 Confident about their companies' business prospects but concerned about global terrorism/war and overregulation, the nearly 1,000 CEOs from 43 countries who participated say they are prepared to lead their organisations through these uncertain times. Conducted in conjunction with the World Economic Forum, the Global CEO Survey examined CEOs' views on growth, on rebuilding public trust, and on the importance of corporate social responsibility. PWC Global <http://pwcglobal.com> download <http://pwcglobal-ceosurv6-pdf.notlong.com/> =09 CEO Survey 2004. Values and Value: Communicating the Strategic Importance of Corporate Citizenship to Investors <http://WEF-CEO-04.notlong.com> =09 Developed in partnership with the Prince of Wales International Business Leaders Forum. <http://www.princeofwales.gov.uk/trusts/bus_forum.html> Launched in conjunction with the World Economic Forum's Annual Meeting 2004, this report is based on CEO, CFO and investment relations officers' responses to a written survey and set of personal interviews, conducted primarily with executives in signatory companies of the Global Corporate Citizenship Initiative <http://OECD-GCC.notlong.com> . They offer perspectives from 14 different industry sectors and with headquarters in 14 different countries. The report argues that there are signs of change in investor recognition of corporate citizenship as a driver of corporate performance. Although the current interest is mainly coming from the socially responsible investment community, more than 70 percent of the CEOs surveyed believe that mainstream investors will become increasingly interested in these issues. World Economic Forum <http://www.weforum.org> download <http://www.weforum.org/pdf/GCCI/GCCI_Survey_2004.pdf> =09 Your turn: the Global CEO Study 2004 <http://www-5.ibm.com/services/uk/e_strategy/ceo_study.html> =20 Of the 456 CEOs who gave one-to-one interviews for the survey, 80% declared that their primary objective has shifted from cost-cutting to revenue growth. The report shows that many of the CEOs, who lead companies in all major countries and industries, feel that the cost-containment measures they have put in place over the past two years are now sufficient. Two-thirds of the CEOs expect growth to come from new products that they will develop over the next five years, with more than half expecting to enter new markets in search of growth opportunities. Asia and China, in particular, were cited as key new markets for revenue growth. IBM Institute for Business Value <http://www-306.ibm.com/services/iibv/about.wss> , The Economist <http://www.economist.com> and Nikkei Research. <http://www.nikkeiresearch.com/> Download <http://www-5.ibm.com/services/uk/pdf/GSZEE01102-4.pdf> =09 7th. Annual Technology Fast 500 CEO Survey <http://www.public.deloitte.com/fast500/> =09 Finds companies cautiously optimistic about growth. Nearly 75 percent of more than 400 CEOs at U.S., European and Asia-Pacific technology companies in the Deloitte Technology Fast 500 are very confident or extremely confident their companies will achieve a high rate of growth over the next twelve months. Fewer than 15 percent cite the economy as their biggest challenge to sustained revenue growth-less than half the number from last year's survey. Deloitte Touche Tohmatsu Global Technology, Media and Telecommunications Group <http://www.deloitte.com/dtt/section_node/0,2332,sid%253D1012,00.html> Download <http://CautiousOptimism.notlong.com> =09 5th. Annual CEO Challenge 2004: Top Ten Challenges <http://www.conference-board.org/utilities/pressDetail.cfm?press_ID=3D245= 5 > .=09 539 global CEOs in 40 countries provide an overview of their top 10 Challenges. Fifty-one percent of CEOs in Asia report that stimulating innovation is their greatest concern, while 47% say acquiring talented managers is greatest. Only 34% of CEOs based in Europe and 28% of U.S. CEOs cite innovation as their top concern, while only 32% of European CEOs and only 22% of CEOs in the U.S. cite availability of talented managers is. CEOs of more successful companies are 50% more likely to give employee loyalty/commitment/job satisfaction the greatest concern rating, while CEOs of less successful companies are 25% more likely to rate it the lower of the top two choices. Vigilance on ethics issues ranks among the Top 10 concerns of only CEOs in the U.S. The Conference Board <http://www.conference-board.org> , Heidrick & Struggles International <http://www.heidrick.com./> and Peoplesoft <http://www.peoplesoft.com> =09 When CEOs Step Up to Fail <http://www.mercerdelta.com/approaches/sloan_05_04.htm> =09 CEO failure is a costly and disruptive event for companies, and when high-profile CEOs fail, the blame tends to fall squarely on their shoulders. But there is more to the story of why promising CEOs - those who previously have been successful and seemed "just right" for the job - fail. Published by MITSloan Management Review and based on research conducted with the Center for Effective Organizations <http://www.marshall.usc.edu/web/CEO.cfm?doc_id=3D611> at the = University of Southern California's Marshall School of Business, the article offers 14 illustrative cases and identifies specific factors that contribute to CEO failure. The authors are highly respected thought leaders in the fields of executive education and consulting. Jay Conger <http://JayConger.notlong.com> of the London Business School <http://www.london.edu/> and David Nadler <http://www.mercerdelta.com/about/chairman.htm> , Chairman of Mercer Delta Consulting <http://www.mercerdelta.com/home.htm> Download <http://CEO-StepUp2-Fail-pdf.notlong.com> =09 A CEOs Guide to Technology <http://www.businessweek.com/technology/tc_special/tc_04ceoguide.htm> =09 Special Report. Collection of feature articles on technology issues concerning CEOS. E.g., Tools for Execs on the Go, Wireless devices and Wi-Fi access to tackle the e-mail deluge during free moments. BusinessWeek <http://www.businessweek.com/> =09 Communicating Corporate Responsibility to Investors: The Changing Role of the Investor Relations Function <http://IR-Communication.notlong.com> Analyses the role of the investor relations (IR) function in the light of rising investor concern about corporate social responsibility (CSR). Draws on interviews with IR professionals in twenty firms to determine their awareness of CSR issues as well as their assessment of concern among mainstream investors and socially responsible investors (SRIs). Suggests how the IR function is moving from a mere "broadcasting" mode regarding CSR issues into a much more interactive mode of relationship management. Kai Hockerts <http://www.insead.edu/CMER/team/profiles/hockerts.htm> , INSEAD, Center for the Management of Environmental Resources. Lance Moir <http://www.som.cranfield.ac.uk/som/faculty/showfaculty.asp?link=3D16> , Cranfield School of Management. Funded by CSR Europe <http://www.csreurope.org/> Download <http://crs2-investors-pdf.notlong.com/> =09 OECD Principles of Corporate Governance: 2004 <http://www.oecd.org/department/0,2688,en_2649_34813_1_1_1_1_1,00.html> In 2002, OECD Ministers called for an assessment of the OECD Principles of Corporate Governance by 2004. After more than a year of extensive and open consultations, including an opportunity for public comment via the website, the new Principles have been released. OECD <http://www.oecd.org/> Download <http://www.oecd.org/dataoecd/32/18/31557724.pdf> =09 The Business Case for Corporate Citizenship <http://BizCaseCSR.notlong.com> =09 A growing number of research projects and surveys highlight the links between the quality of a company's stakeholder relationships and/or its wider economic, social and environmental performance, both real and perceived, as well as key value drivers. Explains how good corporate citizenship can provide benefits in each of these eight areas, and identifies ways that increased corporate citizenship can improve business performance. Real-life examples of the consequences for companies that have invested in or ignored key aspects of corporate citizenship are also presented. World Economic Forum <http://www.weforum.org/> Arthur D. Little <http://www.adlittle.com> Download <http://www.weforum.org/pdf/GCCI/ADL.pdf> =09 Corporate Social Responsibility Forum <http://www.csrforum.com/> =09 The IBLF is an international educational charity set up in 1990 to promote responsible business practices internationally that benefit business and society, and which help to achieve social, economic and environmentally sustainable development, particularly in new and emerging market economies. Hosts the International Business Leaders Forum. <http://iblf.notlong.com> =09 Better Business Game for Social and Environmental Issues <http://BBGame-CSR.notlong.com> =09 See what it can be like to manage s multitude of social and environmental issues in a realistic business environment. Game lasts for approximately thirty minutes, contents are drawn from general business dilemmas across all industries. BT Group PLC <http://www.btplc.com/index.cfm> =09 Pattern Gallery <http://www.profitpatterns.com/patterns/patterns.html> : The Periodic Gallery of Strategy <http://www.profitpatterns.com/patterns/gallery.html> =09 Do you see the patterns behind the seeming chaos in your market? Browse the interactive pattern library and in two minutes learn how to recognize them. The eighteen variants of the Product to Brand profit pattern are arranged by family and presented in order of frequency to help you to see how the basis of brand advantage is shifting in your industry. Mercer Management Consulting <http://www.mercermc.com/> Download Workbook <http://www.profitpatterns.com/pdf/workbooka.pdf> =09 Working Today: Understanding What Drives Employee Engagement <http://TP-Publications.notlong.com> =09 If the term "irrational exuberance" was the catchphrase of the late 1990s boom, "rational endurance" is today's equivalent. According to Towers Perrin's comprehensive study of the Canadian workforce, that phrase accurately sums up the mood of employees today. Aug 2004, Canada. Towers Perrin HR Services <http://www.towersperrin.com/hrservices/global/default.htm> Download <http://empengagement-tp-pdf.notlong.com/> =09 HR BPO Comes of Age: From Expectation to Reality <http://TP-Publications-HTML.notlong.com> A Report on the Effectiveness of HR Business Process Outsourcing=09 Business Process Outsourcing (BPO) is receiving growing corporate interest because of its potential economic and strategic value. This 2004 survey of some of the major outsourcing industry pioneers is the first to examine HR BPO in detail, from the company's perspective, and explore whether it is meeting its promises. For HR managers, it's also a path out of the administrivia of overseeing day-to-day operations, providing time to refocus their efforts on higher-impact strategic responsibilities. United States, May 2004. Towers Perrin <http://www.towersperrin.com> Download <http://HRBPO-TP-pdf.notlong.com> =09 Here Comes Hyperinnovation <http://www.strategy-business.com/press/article/10900?pg=3D0> =09 New prototyping methods have radically reduced the cost of testing products, services, and business models, effectively creating a new financial resource: iterative capital. Michael Schrage, MIT <http://www.manyworlds.com/index.asp?from=3DTL&coid=3DCO9300216205890> strategy+business <http://www.strategy-business.com/> Download <http://cid.nada.kth.se/pdf/hyperinnovatIon.pdf> =09 Is it worth it? <http://WorthIt-Economist.notlong.com> =09 The Executive Education Outlook discusses the value of executive education in hard times. The executive looking for training this autumn faces something of a dilemma. On the one hand, managing can look particularly difficult in an uncertain recovery. On the other, many companies are still in a budget-cutting mood and every extra dollar spent for training has to be justified. The opportunity cost of an executive course has rarely been higher. The Economist Global Executive <http://www.economist.com/business/globalexecutive/> =09 HR BPO Comes of Age: From Expectation to Reality <http://hr-bpo-ofage-towers.notlong.com/> A Report on the Effectiveness of HR Business Process Outsourcing=09 Business Process Outsourcing (BPO) is receiving growing corporate interest because of its potential economic and strategic value. This 2004 survey of some of the major outsourcing industry pioneers is the first to examine HR BPO in detail, from the company's perspective, and explore whether it is meeting its promises. For HR managers, it's also a path out of the administrivia of overseeing day-to-day operations, providing time to refocus their efforts on higher-impact strategic responsibilities. United States, May 2004. Towers Perrin <http://www.towersperrin.com> Download <http://TP-Publications.notlong.com> =09 4th. Annual Forbes Global CEO Conference - Asia <http://CEO-Global6-Forbes.notlong.com/> . Grand Hyatt, Hong Kong. Sep 21 - 23, 2004. =09 Economies and societies around the world are now inextricably connected. To connect smoothly and work together efficiently, we need marketplaces, transport systems and global standards. In today's world, how effective are these hubs, networks and protocols? By invitation and limited to CEOs, Presidents and senior management level executives. Forbes Conferences <https://www.forbesconferences.com/> : =09 AMA's Course for Presidents and CEOs <http://CEO-Pres-Course-AMA.notlong.com> . San Francisco, CA. Oct 4-8, 2004. Ongoing dates.=09 Provides real-world strategies to can use now that address your toughest challenges. Limited to just 25 presidents and owners of growing companies. American Management Association (AMA) <http://www.amanet.org/index.htm> =09 CEO Summit - Corporate Culture: Sustainability and Innovation <http://CEOSummit-Economist.notlong.com> , Cercle de l'Union Interalli=E9e, Paris. Oct 12, 2004.=09 As management teams work to ensure corporate sustainability and maintain innovation, this Summit will answer the following questions: What core values are necessary for a strong corporate culture? What is needed to build a truly sustainable organisation? Economist Conferences <http://www.economistconferences.com> and Development Institute International <http://www.development-institute.com> =09 Developing Leaders at Every Level: Cascading Leadership Development and Building Organizational Cohesion <http://www.icedr.org/programs/program.x?id=3D64> , Fontainebleau, France. Oct 13-15, 2004.=09 At these semiannual meetings, you enage in dynamic discussions of inovative current-practice examples with corporate and academic thought leaders. Each Forum examines a different HR challenge, with topics selected in advance by senior HR corporate executives. Jointly hosted by the International Consortium for Executive Development Research (ICDER) <http://www.icedr.org/> , Suez and INSEAD <http://www.insead.edu> =09 BSR Annual Conference 2004. Integrating CSR: New Risks, New Rewards <http://www.bsr.org/BSRConferences/2004/index.cfm> New York, New York.Nov 9-12, 2004.=09 Executives increasingly recognize that by embedding CSR, they can best capitalize on opportunities and manage future risks in all their policies and practices, including budgeting, product and service development, supply chain relationships, stakeholder engagement and internal and external communications. Business for Social Responsibility (BSR) <http://www.bsr.org/> =09 ------=_NextPart_000_0853_01C49868.205B94B0 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable <!DOCTYPE HTML PUBLIC "-//W3C//DTD HTML 4.01 Transitional//EN"> <html> <head> <meta http-equiv=3D"Content-Type" content=3D"text/html; = charset=3Diso-8859-1"> <meta name=3D"DESCRIPTION" content=3D"CIENTIA Human Capital Assessment = and Development"> <title>CIENTIA - Human Capital Assessment and Development.</title> <style type=3D"text/css"> :link {FONT: arial, verdana; COLOR: #333333;font-weight:bold } :hover {FONT: arial, verdana; COLOR: #808080;font-weight:bold } :active { FONT: arial, verdana; color: #808080;font-weight:bold }=20 :visited { FONT: arial, verdana; color: #161936;font-weight:bold }=20 body { background-color: #ffffff;background-image: = url(http://www.cientia.net/Cientia.stripes.d9d9d9.gif)} body {scrollbar-arrow-color: #eeeeee;scrollbar-3dlight-color: = #c0c0c0;scrollbar-highlight-color: #eeeeee;scrollbar-face-color: = #eeeeee;scrollbar-shadow-color: #eeeeee;scrollbar-darkshadow-color: = #c0c0c0;scrollbar-track-color: #eeeeee} td.HeaderText {background-color:#e8e8e6 ;background-image: = url();FONT-SIZE: 12px; COLOR: #333333; FONT-FAMILY: arial, verdana; = TEXT-ALIGN: left; font-weight:normal} td.HeaderText1 {background-color:#e8e8e6 ;background-image: = url();FONT-SIZE: 11px; COLOR: #333333; FONT-FAMILY: arial, verdana; = TEXT-ALIGN: left; font-weight:normal} td.BodyText {background-color:#f4f4f2;background-image: url();FONT-SIZE: = 11px; COLOR: #111111; FONT-FAMILY: arial, verdana; TEXT-ALIGN: left} </style> </head> <body bgproperties=3D"fixed" LEFTMARGIN=3D"35"> <table width=3D"450" align=3D"left" border=3D"1" bordercolor=3D"#d9d9d9" = background=3D"http://www.cientia.net/Cientia.bg.Stripes.LightGrey.gif" = cellspacing=3D"0" cellpadding=3D"15"><tr><td> <table align=3D"center" border=3D"1" bordercolor=3D"#d9d9d9" = background=3D"" cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText1"><a target=3D"_blank" = href=3D"http://www.cientia.net"><font face=3D"arial" = size=3D"5"><b><i>Cientia</i></b></font></a><br /> <font size=3D"3"><b>Executive Directions Digest</b></font> = &= nbsp; <font size=3D"1">Sept. = 2004</font></td></tr> <tr><td bgcolor-"#f4f4f2" class=3D"BodyText">This issue reflects a = search to see what CEOs are concerned about these days. Interesting = range of findings, perhaps it depends on the questions. =20 Facets of social responsibility are a dominant theme, so a small = selection of related resources are included for follow-up. =20 Conger and Nadler provide expert observations and reflections on the = phenomenon of increasing executive churn. CEO conferences are = included.<br /> <br /> The Digest is a semi-monthly listing of executive development resources = added or listed in the=20 <a href=3D"http://www.cientia.net"><b>Cientia</b></a> archives. All = links and information are freely available through public sources and = search engines. Cientia is a selective directory, considered public = domain and may be used at your discretion. =20 If you believe you have received this newsletter in error, want further = information or wish to unsubscribe, please =20 <A target=3D"_blank" = href=3D"http://www.cientia.net/Cientia.Newsletter.About.htm"><b>come = here</b></a>,=20 or <a = href=3D"mailto:[email protected]?&[email protected]&subje= ct=3DCIENTIA resource or information request&body=3DThank you for = contacting us. Our postal address is Cientia, Ltd. 6581 Nelson Ave. = West Vancouver, BC, Canada. V7W 2A5 "> <b>contact</b></a> us. </td></tr> </table> <br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = background=3D"" cellpadding=3D"10" cellspacing=3D"0"> <tr ><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://pwcglobal-ceosurv6.notlong.com/">6th. Annual Global CEO = Survey:=20 Leadership, Growth and Responsibility in Uncertain Times</A></td></tr> <tr><td class=3D"BodyText">Confident about their=20 companies' business prospects but concerned about=20 global terrorism/war and overregulation, the nearly 1,000 CEOs from 43 = countries=20 who participated say they are prepared to lead their organisations=20 through these uncertain times. Conducted in=20 conjunction with the World Economic Forum, the Global CEO Survey = examined CEOs'=20 views on growth, on rebuilding public trust, and=20 on the importance of corporate social = responsibility. <A target=3D"_blank" href=3D"http://pwcglobal.com">PWC = Global</a> <A target=3D"_blank" = href=3D"http://pwcglobal-ceosurv6-pdf.notlong.com/">download</A></td></tr= > </table><br /> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://WEF-CEO-04.notlong.com">CEO=20 Survey 2004. Values and Value:=20 Communicating the Strategic Importance of Corporate Citizenship to = Investors</A></td></tr> <tr><td class=3D"BodyText">Developed in partnership with the <A = target=3D"_blank" = href=3D"http://www.princeofwales.gov.uk/trusts/bus_forum.html">Prince of = Wales=20 International Business Leaders Forum.</a> =20 Launched in conjunction with the World Economic Forum's Annual Meeting = 2004,=20 this report is based on CEO, CFO and investment=20 relations officers' responses to a written survey and set of personal=20 interviews, conducted primarily with executives in=20 signatory companies of the <a = href=3D"http://OECD-GCC.notlong.com">Global Corporate Citizenship = Initiative</a>. They=20 offer perspectives from 14 different industry sectors and with=20 headquarters in 14 different countries. The report=20 argues that there are signs of change in investor recognition of = corporate=20 citizenship as a driver of corporate performance.=20 Although the current interest is mainly coming from the socially = responsible=20 investment community, more than 70 percent of the=20 CEOs surveyed believe that mainstream investors will become increasingly = interested in these issues. <A target=3D"_blank" = href=3D"http://www.weforum.org">World=20 Economic Forum</a> <A = target=3D"_blank" = href=3D"http://www.weforum.org/pdf/GCCI/GCCI_Survey_2004.pdf">download</A= ></td></tr> </table> <br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www-5.ibm.com/services/uk/e_strategy/ceo_study.html">Your = turn: the=20 Global CEO Study 2004</A> <tr><td class=3D"BodyText">Of the 456 CEOs who gave one-to-one = interviews for the survey,=20 80% declared that their primary objective has shifted from cost-cutting = to=20 revenue growth. The report shows that many=20 of the CEOs, who lead companies in all major countries and industries, = feel that=20 the cost-containment measures they have put in=20 place over the past two years are now sufficient.=20 Two-thirds of the CEOs expect growth to come from new products that they = will develop over the next five years, with more than half=20 expecting to enter new markets in search of growth=20 opportunities. Asia and China, in particular, were cited as key new = markets for=20 revenue growth. <A target=3D"_blank" = href=3D"http://www-306.ibm.com/services/iibv/about.wss">IBM Institute = for Business Value</A> , <A target=3D"_blank" = href=3D"http://www.economist.com">The Economist</A> and <A target=3D"_blank" href=3D"http://www.nikkeiresearch.com/">Nikkei = Research.</A> <A target=3D"_blank" = href=3D"http://www-5.ibm.com/services/uk/pdf/GSZEE01102-4.pdf">Download</= A></td></tr> </td></tr> </table> <br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.public.deloitte.com/fast500/"> 7th. Annual Technology Fast 500 CEO Survey</A></td></tr> <tr><td class=3D"BodyText">Finds=20 companies cautiously optimistic about growth. Nearly 75 percent of more than 400 CEOs=20 at U.S., European and Asia-Pacific technology companies in the Deloitte=20 Technology Fast 500 are very confident or=20 extremely confident their companies will achieve a high rate of growth = over the=20 next twelve months. Fewer than 15 percent cite=20 the economy as their biggest challenge to sustained revenue growth-less = than=20 half the number from last year's survey. <A target=3D"_blank" = href=3D"http://www.deloitte.com/dtt/section_node/0,2332,sid%253D1012,00.h= tml">Deloitte=20 Touche Tohmatsu Global Technology, Media and Telecommunications = Group</A> <A target=3D"_blank" = href=3D"http://CautiousOptimism.notlong.com">Download</A> </td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.conference-board.org/utilities/pressDetail.cfm?press_I= D=3D2455">5th.=20 Annual CEO Challenge 2004: Top Ten Challenges</A>.</td></tr> <tr><td class=3D"BodyText">539 global CEOs in 40 countries provide an = overview of their=20 top 10 Challenges. Fifty-one percent of CEOs in Asia report that=20 stimulating innovation is their greatest concern, while 47% say = acquiring=20 talented managers is greatest. Only 34% of=20 CEOs based in Europe and 28% of U.S. CEOs cite innovation as their top = concern,=20 while only 32% of European CEOs and only 22% of=20 CEOs in the U.S. cite availability of talented managers is.=20 CEOs of more successful companies are 50% more likely to give=20 employee loyalty/commitment/job satisfaction the greatest concern=20 rating, while CEOs of less successful companies are 25% more=20 likely to rate it the lower of the top two choices. =20 Vigilance on ethics issues ranks among the Top 10 concerns of=20 only CEOs in the U.S. <A target=3D"_blank" = href=3D"http://www.conference-board.org">The Conference Board</A>, <A target=3D"_blank" = href=3D"http://www.heidrick.com./">Heidrick & Struggles = International</A>=20 and <A target=3D"_blank" = href=3D"http://www.peoplesoft.com">Peoplesoft</A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.mercerdelta.com/approaches/sloan_05_04.htm">When CEOs = Step Up=20 to Fail</A></A></td></tr> <tr><td class=3D"BodyText">CEO failure is a costly and disruptive event = for=20 companies, and when high-profile CEOs fail, the blame tends to fall = squarely on=20 their shoulders. But there is more to the story=20 of why promising CEOs - those who previously have been successful and = seemed=20 "just right" for the job - fail. Published by MITSloan Management = Review=20 and based on research conducted with the <A target=3D"_blank" = href=3D"http://www.marshall.usc.edu/web/CEO.cfm?doc_id=3D611">Center=20 for Effective Organizations</a> at the University of Southern = California's Marshall=20 School of Business, the article offers 14 illustrative cases and = identifies specific factors that contribute to CEO=20 failure. The authors are highly respected thought leaders in the fields = of executive education and consulting. <A target=3D"_blank" = href=3D"http://JayConger.notlong.com">Jay Conger</A> of the=20 <A target=3D"_blank" href=3D"http://www.london.edu/">London Business = School</A> and =20 <A target=3D"_blank" = href=3D"http://www.mercerdelta.com/about/chairman.htm">David=20 Nadler</A>, Chairman of <A target=3D"_blank" = href=3D"http://www.mercerdelta.com/home.htm">Mercer Delta Consulting</a> <A target=3D"_blank" = href=3D"http://CEO-StepUp2-Fail-pdf.notlong.com">Download</A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.businessweek.com/technology/tc_special/tc_04ceoguide.h= tm">A=20 CEOs Guide to Technology</A></td></tr> <tr><td class=3D"BodyText">Special Report. Collection of feature=20 articles on technology issues concerning CEOS. E.g., Tools for = Execs on=20 the Go, Wireless devices and Wi-Fi access to tackle the e-mail deluge = during=20 free moments. <A target=3D"_blank" = href=3D"http://www.businessweek.com/">BusinessWeek</A> </td></tr> </table><br> <table align=3D"center" border=3D"1"bgcolor=3D"" bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D""> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://IR-Communication.notlong.com">Communicating Corporate=20 Responsibility to Investors: The Changing Role of the Investor Relations = Function</A></td></tr> <tr><td class=3D"BodyText">Analyses the role of the investor relations=20 (IR) function in the light of rising investor concern about corporate = social responsibility (CSR).=20 Draws on interviews with IR professionals in twenty firms to determine = their awareness of CSR=20 issues as well as their assessment of concern among mainstream investors = and socially responsible investors=20 (SRIs). Suggests how the IR function is moving from a mere = "broadcasting"=20 mode regarding CSR issues into a much more interactive mode of = relationship management. <A target=3D"_blank" = href=3D"http://www.insead.edu/CMER/team/profiles/hockerts.htm">Kai = Hockerts</A>,=20 INSEAD, Center for the Management of Environmental = Resources. <A target=3D"_blank" = href=3D"http://www.som.cranfield.ac.uk/som/faculty/showfaculty.asp?link=3D= 16">Lance=20 Moir</A>, Cranfield School of Management. Funded = by <A target=3D"_blank" href=3D"http://www.csreurope.org/">CSR = Europe</A> <A target=3D"_blank" = href=3D"http://crs2-investors-pdf.notlong.com/">Download</a></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.oecd.org/department/0,2688,en_2649_34813_1_1_1_1_1,00.= html">OECD=20 Principles of Corporate Governance: 2004</A></td></tr> <tr><td class=3D"BodyText">In 2002, OECD Ministers called for=20 an assessment of the OECD Principles of Corporate Governance by=20 2004. After more than a year of extensive and open consultations,=20 including an opportunity for public comment via the website, the new = Principles have been=20 released. <A target=3D"_blank" = href=3D"http://www.oecd.org/">OECD</a>=20 <A target=3D"_blank" = href=3D"http://www.oecd.org/dataoecd/32/18/31557724.pdf">Download = </A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://BizCaseCSR.notlong.com">The Business Case for Corporate = Citizenship</A></td></tr> <tr><td class=3D"BodyText">A growing number of=20 research projects and surveys highlight the links between the quality of = a=20 company's stakeholder relationships and/or its=20 wider economic, social and environmental performance, both real and = perceived,=20 as well as key value drivers. Explains how good corporate citizenship can provide benefits in each of=20 these eight areas, and identifies ways that=20 increased corporate citizenship can improve business performance. = Real-life=20 examples of the consequences for companies that=20 have invested in or ignored key aspects of corporate citizenship are = also=20 presented. <A target=3D"_blank" href=3D"http://www.weforum.org/">World = Economic Forum</A> <A target=3D"_blank" href=3D = "http://www.adlittle.com">Arthur D. Little</a> <A target=3D"_blank" = href=3D"http://www.weforum.org/pdf/GCCI/ADL.pdf">Download</A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.csrforum.com/">Corporate Social Responsibility = Forum</A></td></tr> <tr><td class=3D"BodyText">The IBLF is an international educational = charity set up in 1990=20 to promote responsible business practices internationally that benefit = business and society,=20 and which help to achieve social, economic and environmentally = sustainable development,=20 particularly in new and emerging market economies. Hosts the=20 <A target=3D"_blank" href=3D"http://iblf.notlong.com">International = Business Leaders Forum.</a></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://BBGame-CSR.notlong.com">Better=20 Business Game for Social and Environmental Issues</A></td></tr> <tr><td class=3D"BodyText">See what it can be like to manage s multitude = of social and environmental issues=20 in a realistic business environment. Game lasts for approximately = thirty minutes, contents are drawn from general=20 business dilemmas across all industries. <A target=3D"_blank" = href=3D"http://www.btplc.com/index.cfm">BT Group PLC</A> </td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.profitpatterns.com/patterns/patterns.html">Pattern = Gallery</A>: =20 <A target=3D"_blank" = href=3D"http://www.profitpatterns.com/patterns/gallery.html">The = Periodic Gallery of Strategy</A></td></tr> <tr><td class=3D"BodyText">Do you see the=20 patterns behind the seeming chaos in your market? Browse the = interactive=20 pattern library and in two minutes learn how to recognize them. The = eighteen variants of the Product to Brand profit=20 pattern are arranged by family and presented in order of frequency to = help you to see how the basis of brand advantage=20 is shifting in your industry. <A target=3D"_blank" = href=3D"http://www.mercermc.com/">Mercer Management Consulting</A> <A target=3D"_blank" = href=3D"http://www.profitpatterns.com/pdf/workbooka.pdf"> Download = Workbook</a></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://TP-Publications.notlong.com">Working Today: Understanding = What Drives Employee Engagement</A></td></tr> <tr><td class=3D"BodyText"> If the term "irrational =20 exuberance" was the catchphrase of the late 1990s=20 boom, "rational endurance" is today's equivalent. According to=20 Towers Perrin's comprehensive study of the Canadian workforce, that = phrase=20 accurately sums up the mood of employees today. Aug 2004, = Canada. <A target=3D"_blank" = href=3D"http://www.towersperrin.com/hrservices/global/default.htm">Towers= Perrin HR Services</A> <A target=3D"_blank" = href=3D"http://empengagement-tp-pdf.notlong.com/">Download</A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://TP-Publications-HTML.notlong.com">HR BPO Comes of Age: = From=20 Expectation to Reality</A> A Report on the Effectiveness = of HR Business=20 Process Outsourcing</td></tr> <tr><td class=3D"BodyText"> Business Process Outsourcing (BPO) is receiving growing corporate = interest=20 because of its potential economic and strategic=20 value. This 2004 survey of some of the major outsourcing industry = pioneers=20 is the first to examine HR BPO in detail, from the company's = perspective, and=20 explore whether it is meeting its promises. For HR managers, it's also = a path out of the administrivia of overseeing=20 day-to-day operations, providing time to refocus their efforts on = higher-impact strategic responsibilities.=20 United States, May 2004. <A target=3D"_blank" = href=3D"http://www.towersperrin.com">Towers Perrin</a> <A target=3D"_blank" = href=3D"http://HRBPO-TP-pdf.notlong.com">Download</a></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.strategy-business.com/press/article/10900?pg=3D0">Here= Comes Hyperinnovation</a> </td></tr> <tr><td class=3D"BodyText">New prototyping methods have radically = reduced the=20 cost of testing products, services, and business models, effectively = creating a=20 new financial resource: iterative capital. =20 <A target=3D"_blank" = href=3D"http://www.manyworlds.com/index.asp?from=3DTL&coid=3DCO930021= 6205890">Michael=20 Schrage, MIT</A> <A target=3D"_blank" = href=3D"http://www.strategy-business.com/">strategy+business</a> <A target=3D"_blank" = href=3D"http://cid.nada.kth.se/pdf/hyperinnovatIon.pdf">Download</A></td>= </tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://WorthIt-Economist.notlong.com">Is it worth it?</A> = </td></tr> <tr><td class=3D"BodyText">The Executive Education=20 Outlook discusses the value of executive=20 education in hard times. The executive looking for training this = autumn=20 faces something of a dilemma. On the one hand,=20 managing can look particularly difficult in an uncertain=20 recovery. On the other, many companies are still=20 in a budget-cutting mood and every extra dollar spent for training=20 has to be justified. The opportunity cost of an executive=20 course has rarely been higher.<A target=3D"_blank" = href=3D"http://www.economist.com/business/globalexecutive/">The = Economist Global Executive</A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://hr-bpo-ofage-towers.notlong.com/">HR BPO Comes of Age: = From=20 Expectation to Reality</A> A Report on the Effectiveness = of HR Business=20 Process Outsourcing</td></tr> <tr><td class=3D"BodyText"> Business Process Outsourcing (BPO) is receiving growing corporate = interest=20 because of its potential economic and strategic=20 value. This 2004 survey of some of the major outsourcing industry = pioneers=20 is the first to examine HR BPO in detail, from the company's = perspective, and=20 explore whether it is meeting its promises. For HR managers, it's also = a path out of the administrivia of overseeing=20 day-to-day operations, providing time to refocus their efforts on = higher-impact strategic responsibilities.=20 United States, May 2004. <A target=3D"_blank" = href=3D"http://www.towersperrin.com">Towers Perrin</a> <A target=3D"_blank" = href=3D"http://TP-Publications.notlong.com">Download</a></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://CEO-Global6-Forbes.notlong.com/">4th. Annual Forbes = Global CEO=20 Conference - Asia</A>. Grand Hyatt, Hong Kong. Sep 21 - 23, 2004. = </td></tr> <tr><td class=3D"BodyText">Economies and societies=20 around the world are now inextricably connected. To connect smoothly and = work=20 together efficiently, we need marketplaces,=20 transport systems and global standards. In today's world, how effective = are=20 these hubs, networks and protocols? By=20 invitation and limited to CEOs, Presidents and senior management = level=20 executives. <A target=3D"_blank" = href=3D"https://www.forbesconferences.com/">Forbes Conferences</A>: = </td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://CEO-Pres-Course-AMA.notlong.com">AMA's Course for = Presidents and=20 CEOs</A>. San Francisco, CA. Oct 4-8, 2004. = Ongoing dates.</td></tr> <tr><td class=3D"BodyText">Provides real-world strategies to can=20 use now that address your toughest challenges. Limited to just 25=20 presidents and owners of growing companies. <A target=3D"_blank" = href=3D"http://www.amanet.org/index.htm">American Management=20 Association (AMA)</A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://CEOSummit-Economist.notlong.com">CEO Summit - Corporate = Culture:=20 Sustainability and Innovation</A>, Cercle de l'Union = Interalli=E9e,=20 Paris. Oct 12, 2004.</td></tr> <tr><td class=3D"BodyText">As management teams work to ensure corporate = sustainability and maintain innovation, this Summit will answer the = following questions: What core values are necessary for a strong corporate culture? What is = needed to build a truly sustainable organisation? <A = target=3D"_blank" = href=3D"http://www.economistconferences.com">Economist=20 Conferences</A> and <A target=3D"_blank" = href=3D"http://www.development-institute.com">Development=20 Institute International</A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.icedr.org/programs/program.x?id=3D64">Developing = Leaders at Every=20 Level: Cascading Leadership Development and Building Organizational=20 Cohesion</A>, Fontainebleau, France. Oct 13-15, 2004.</td></tr> <tr><td class=3D"BodyText">At these semiannual meetings, you enage in = dynamic=20 discussions of inovative current-practice examples with corporate and = academic thought leaders.=20 Each Forum examines a different HR challenge, with topics selected in = advance by senior HR corporate executives. Jointly hosted by the = <A target=3D"_blank" = href=3D"http://www.icedr.org/">International Consortium for=20 Executive Development Research (ICDER)</A>, Suez and = <A target=3D"_blank" = href=3D"http://www.insead.edu">INSEAD</A></td></tr> </table><br> <table align=3D"center" border=3D"1"bordercolor=3D"#d9d9d9" = cellpadding=3D"10" cellspacing=3D"0"> <tr><td class=3D"HeaderText"><A target=3D"_blank" = href=3D"http://www.bsr.org/BSRConferences/2004/index.cfm">BSR Annual=20 Conference 2004. Integrating CSR: New Risks, New Rewards</A> New York, New York.Nov 9-12, 2004.</td></tr><br /> <tr><td class=3D"BodyText">Executives increasingly recognize that by = embedding CSR,=20 they can best capitalize on opportunities and manage future risks in all = their policies=20 and practices, including budgeting, product and service development, = supply chain relationships,=20 stakeholder engagement and internal and external communications. = <A target=3D"_blank" href=3D"http://www.bsr.org/">Business = for Social Responsibility (BSR)</A></td></tr> </table> </td></tr></table> <!-- Start of StatCounter Code --> <script type=3D"text/javascript" language=3D"javascript"> var sc_project=3D381027;=20 var sc_partition=3D1;=20 <!-- End of StatCounter Code --> </body> </html> ------=_NextPart_000_0853_01C49868.205B94B0--