Why is this guy the #1 ranked CEO in the world?

Management and Best Practices CEO CEOs make 300X more than workers, but are they doing 300X the work? performance evaluation What are the metrics for the top performing CEOs? > Board  Is the CEO in touch with the employee rank and file?  Does the CEO have employees' respect? Does the board require the CEO to complete a self-evaluation?  Has the board benchmarked the strategic performance of CEOs at peer companies?  Is the board responsive to the concerns of shareholders about the effectiveness and responsiveness of management?  On what grounds is the board considering firing the CEO? (a) poor company performance; (b) strategic disagreement with the board; (c) personality clashes; (d) consolidation of control due to merger; (e) unwillingness of CEO to comply with a board mandate; (f) personal problems; (g) illegal/improper behavior succession Promoting insiders is a strategy to maintain consistency, whereas hiring outsiders is a strategy for change. Sessions Has the board challenged the heir-apparent to be compared against external candidates?  Has the board been able to observe and evaluate the heir-apparent in representative trial assignments?  Is competition among internal candidates getting out of hand?  Does the board have a healthy collaboration with the incumbent CEO in the succession process?  Has the board established clear performance benchmarks and an exit timetable for the incumbent CEO?  Is the incumbent CEO attracting, hiring, and developing key employees worthy of succession candidacy?  Is there a turnover problem with top management candidates?  Does the incumbent CEO restrict access by the board to top management?  Should the board consider removing the incumbent CEO from the board?  Is the board developing and maintaining a familiarity with top succession candidates within and external to the company?  Is retirement of the incumbent CEO being delayed by lack of a successor? For the incumbent CEO close to retirement, has the board structured a compensation package to incentivize cooperation with a successful transition? interim CEO Does the board have a plan for an interim CEO in the event of a sudden and unexpected departure or death of the CEO? Does the board need to consider an outside turnaround specialist to manage the current crisis in the company? interviews Are we getting continuous improvement after each interview process? | interviews: Conversations from the Corner Office | videos: CEOcast  books/movies, articles, blogs: Steve Jobs: book, movie | CEO Succession Carey | Effective Succession Planning Rothwell Intersections | Poverty/income gap

RadioShack files for bankruptcy

Development of Technology Innovation  RadioShack files for bankruptcy. Garages are the authentic American fablab. sp | Will Uber’s autonomous cars destroy millions of jobs? Is innovation predictable? Does every innovation begin with a question? What can pirates, terrorists, computer hackers and inner city gangs tell us about the misfit economy?  Where do big ideas come from? Does public scrutiny and high expectations of stock value impede corporate innovation?  Do your innovation teams have a blend of cognitive types? (a) creative’s; (b) detail-oriented; (c) conformists Who is the greatest innovator of the past decade?  How is innovation management handled across the enterprise?  What internal and external resources are used to stimulate and guide innovation?  What percentage of revenues is from new products introduced in the last two years?  Is innovation blocked or stagnated in the company?  Why? (a) too many layers of approval required; (b) bad decisions due to lack of info flow up through the organization; (c) unsynchronized incentive systems; (d) slow response time to customers and market; (e) "not invented here" syndrome; (f) "always done it this way" syndrome; (g) creativity and innovation are driven underground; (h) overall frustration and dissatisfaction; (i) customers are angry and alienated  How fast can a new idea be tried out at the company? Months? Weeks? Days? Hours?  Does the company's new product satisfy the requirements for rapid diffusion into the marketplace? (a) Simple; (b) Compatible; (c) Observable; (d) Trialable  Do we focus our creative efforts toward the creation of value for others?  Do we consistently see opportunity in the face of adversity?  Do we cultivate collaboration through diversity in our social and professional networks?  Do we make the most of our programs for learning and training?  Do we cultivate a healthy work/family balance?  Do we work on becoming good presenters?  Do we have a good understanding of our core competencies and how to focus them on opportunities in the marketplace?  Do we periodically challenge long-held assumptions (assumption busting) to open up possibilities for novel solutions that are rooted in a fundamentally different understanding of the problem? in general: Create a path that makes it easy for good people to do good things, and they will do it. | www.ninesigma.com | digital literacy | conferences: innovation.economist | commercialization: copycats | corporate sponsorship: Shell’s GameChanger | crowd-sourced: openIDEO | design: catapultdesign | digital brainstorming: branddelphi | energy: ARPA-E Energy Innovation Summit | enterprise social innovation: 3ds | federal sponsors: NSF I-Corps | follow the patents | quid | games: disruptus | global innovation index: www.managementtoday.co.uk/news/610009 | government impact: Permissionless Innovation Thierer | incentivization | innovation ecosystem | marketplace: planeteureka | museums: nobelmuseum | on-demand management: acceptsoftware, brightidea | resources: strategos, centricsoftware, ninesigma | product lifecycle management: www.centricsoftware.com, rymatech, www.acceptsoftware.com | states: illinoisinnovation | students: Design for America, hackathon | team building: www.celemi.com | timeline: stages of evolution | ultra high-speed networks: gig-u | young innovators: Disney's Big Hero 6 - XPRIZE Challenge academic research: Research Excellence Framework REF breakthroughs: FAST’s top 50, popular science top 100, Wharton’s 30 over 30 disruption > obsolescence: What added value does your retail outlet offer the customer today vs buying real-time/online? | A Total Disruption | Blackberry | creative destruction: ice > refrigerator | devices: sliderule | education: imagine K12 | gigaomnetwork | publishing: The Great Amazon Debate salon | retail: RadioShack bankruptcy | taxis: Uber |  top 10 | trends: techie xprize: Revolution through Competition | exponential innovation: overview |  xprize.org big ideas | tricorder books, articles, essays, portals: Abundance Diamandis | Closing the Innovation Gap Estrin | Creating Innovators | Epistemology of Innovation Vojak | fastcoexist | Open Innovation Chesbrough | Reverse Innovation Govindarajan | Ten Steps for Innovators Houtman | The 50 Greatest Breakthroughs Since the Wheel Fallows | The Innovator's Dilemma Christensen | The Medici Effect Johansson | The Power of Two Shenk Retail | Jobs | Entrepreneurship

What added value does your retail outlet offer the customer today vs buying real-time/online?