Verne Harnish

Prioritising your personal life and aligning it with your professional goals can provide added meaning to your endeavours.

Companies are like living organisms that need to adapt to survive.

The limitations of the traditional SWOT analysis have become clear – it’s time businesses upgrade the way they plan and strategise for the future.

Entrepreneurs work for years building up the value in their business, only to give a big chunk of it away when it comes time to sell. Why?

WHEN Gabe Fasolino was hired as a plant manager at a $7 million manufacturing company, he heard rumours that there were problems with drug and alcohol use among the workers.

YOUR team is probably fired up about grabbing more market share this year. If you want to achieve that goal, however, it’s time to look at your operation through a fresh lens.

AN excellent education system, cutting-edge research and development efforts, a thriving export market, and global competitiveness are critical ingredients for any thriving economy.

HUNKERING down in year-end strategic planning sessions, you and your team are probably thinking hard about what’s next for the economy and how that will affect your business.

MARISSA Levin more than doubled her revenues at Information Experts during the past three years, and she’s the first to tell you she couldn’t have done it alone.

AS Jim Collins notes in the introduction to my new book, The Greatest Business Decisions of All Time, we’re living in times of tremendous uncertainty; many growth-company CEOs feel rudderl

Shortly before Facebook announced that it was planning to go public, founder Mark Zuckerberg asked employees from around the world to attend a meeting at the company's new headquarters in Menlo Park, California.

In a world where a Sri Lankan-based company can provide unlimited tech support for $149 a year to a business owner in Sioux City, Iowa, no company can escape the new realities of global competition or hide in its local markets anymore.

Finding good recruits is always a challenge.

A business acquaintance of mine, the founder of a leading manufacturer of industrial blinds and awnings, had always sold through a dedicated network of distribution representatives.

It's time to break apart a 50-year-old business tradition - strategic planning - and think about it in terms of two distinct activities: strategic thinking and execution planning.

Four must-read books that will help you thrive, no matter what the economy throws at you in 2012 and beyond.

In today’s networked economy, having a brilliant, visionary leader alone isn’t enough to keep a company growing.

JOHN Rauschkolb, founder and CEO of Panama-based La Hipotecaria, faced an ongoing dilemma.

THE single biggest weakness I find in many growth firms is the lack of a separate and effective marketing function.  

FOR MANY reasons there has been a renewed focus on cranking up the sales side of business, with frequent requests for recommendations on effective sales training and techniques.  

THERE are several authors I suggest business leaders read – Jim Collins, Pat Lencioni, Malcolm Gladwell, and Steven Berlin John

YOU can tell a great company from a good company by spending just a few minutes inside the business.

FOUR times the revenue growth, 12 times the stock performance, and more than 700 times the profit growth over an 11-year period

WORK no more than 90 minutes and then take a break.

LIKE many CEOs, Larry Weinberg thought he knew his customer base – and was marketing to it correctly.

THE toughest management challenge, as the leader of a growing business, is getting your DNA passed down to the next generation

’TIS the season for strategic planning as companies look to next year and beyond.

MY recent research involving more than 3,000 CEOs and executives from around the world confirms that strategy is their number o

DOES everyone seem to get dumber the longer they work for you?

NO company better exemplifies the power of a strong corporate culture than Zappos, the online shoe and clothing retailer bought

CUSTOMERS experience your company’s processes, not its functions. Yet executives spend most of their time focused on making sure the functions of the firm – sales, operations, finance, HR, IT, etc. – are properly led, staffed, and driven by appropriate ke