Years ago a colleague of mine had a desk plaque that read, “The buck stops…over there.” For too long, this has been the mantra of the unwitting American healthcare consumer. Many Americans do not recognize themselves as consumers when utilizing the healthcare system. We are “patients” – often impatient, of course, but “patients,” nonetheless. We are people who, according to the definition of patients, “receive or are registered to receive medical treatment.” Therein lies the problem: patients “receive”, we are acted upon, we are passive participants in the healthcare process. We pass the buck.  

Read More

**This article was published in Global Corporate Xpansion. See the posting at GCXMag.com here**

CGI is a manufacturer of medical devices, selling into the Latin American (LATAM) region. The first country the company entered was Argentina. When negotiating the first sale of 10,000 units together with the training service, it seemed like a walk in the park to get the company to agree to the product features, price, delivery and distribution terms. However, the terms of payment opened a whole new phase in the talks. Much time was spent structuring and going back and forth. And if this wasn’t enough, 21 days into the transaction they asked to renegotiate the terms of payments.

Read More

*This article is an excerpt from Dennis Cagan’s upcoming book “The Board of Directors for a Private Enterprise”.

When interviewing a candidate for a senior executive role he or she will most likely be a subordinate, or a peer, but nonetheless an employee. Personal chemistry and cultural fit within the company are of course most important. However, a director is not a peer, nor are they an employee, and it is not mandatory that they are a good fit with the company culture – still of course, it is desirable. In general they will not be working side-by-side, or socializing with employees. That said, they are required to understand, appreciate, and respect the company culture. On the other hand, the culture of the board, their personalities, and the dynamics between the directors, is critical. Board interviews will usually be conducted by the board chairman, the lead or presiding director, a member of the nominating or governance committee member, the CEO, or any combination of these.

Read More

I have lost count of the number of company owners I’ve met who need help but are scared to death about hiring a consultant. Owners say it all boils down to shoveling out a lot of cash to an outsider without being sure that it will pay off.

“I think a lot of times when the consultants come in, their big advantage is that they come across very self-confident and sound great,” a former Fortune 50 CEO recently told me in an interview. “But I’m always very worried about what I refer to as the articulate incompetent.”

Read More

Engaging an interim executive isn’t something new. However, the current business environment makes the prospect more appealing to many business owners.

The disparity between the number of top-level vacancies and highly effective talent to fill them is one motivating factor behind the increased willingness to seek temporary executives. Another is frustration with a sales force that consistently fails to meet performance goals.

Read More

This webinar features a discussion with Harry Jansen Kraemer, former CEO of Baxter Healthcare and now partner at $18 billion private equity fund Madison Dearborn Partners.

Harry is author of “From Values to Action: The Four Principles of Values-Based Leadership” and is also professor of management at the Kellogg School of Management at Northwestern University, teaching on Leadership, Values and Ethics. Don’t miss this opportunity to sharpen you leadership game.

“Would you tell me, please, which way I ought to go from here?”

“That depends a good deal on where you want to get to,” said the Cat.

“I don’t much care where –” said Alice.

“Then it doesn’t matter which way you go,” said the Cat.

“– so long as I get somewhere,” Alice added as an explanation.

“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.

(Excerpt from Alice’s Adventures in Wonderland, by Lewis Carroll)

So many people ask the question that Alice asks: What road should I take? It seems like I hear this question every day. My answer is always the same: Where do you want to go? Granted, this is a tough question. It’s tough because, like Alice, it’s easier to think about survival in one’s current circumstances than it is to think about the ultimate destination.

Read More

For some interims the mentality is feast or famine – and that’s not a great position to be in. But it doesn’t have to be that way. In this member-exclusive webinar Robert Jordan, CEO of the Association of Interim Executives, shares five secrets for capturing more opportunities and positioning yourself for more work and less downtime. Learn how to become more powerful right now.

Read More

Defense manufacturers that head blindly into uncharted territories are asking for peril.

The nation’s shift to a peace-time economy is forcing many companies into a real battle for increased sales. Their defense conversion efforts may be a matter of new products, new markets, or both.

Some companies are finding new, peaceable applications for their military technology. Others remain committed to their product core. But all defense companies are in search of new markets.

Corporate directors are expected to participate in the strategic planning process. If you are a director of a company seeking to find new markets for defense products, you are not only expected to participate in the planning process; you may be needed to lead it.

Read More