Competitive Edge
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Competitive Edge
Creating your Unique Value Proposition to gain your Competitive Edge.
Curated by Marc Kneepkens
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So You Want to be a CEO — Hone These Traits First

So You Want to be a CEO — Hone These Traits First | Competitive Edge | Scoop.it

Even if you’re several years away from even being considered for a CEO seat, it’s never too early to hone the key traits you’ll need to demonstrate to keep you in the running. Here are 6 tips that can help keep you on the right track. Read more: click image or title.

 

 

FREE Business Plan Template here: http://bit.l/1aKy7km


Via Enzo Calamo
Marc Kneepkens's insight:

Do you have what it takes?

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How Early-Stage Startups Can Attract Seasoned Executives

How Early-Stage Startups Can Attract Seasoned Executives | Competitive Edge | Scoop.it
While startups need the enthusiasm of fresh-faced hires, they also need the knowledge of veteran executives.

For an entrepreneur looking to quickly scale a startup, balance is everything. There’s the balance between expanding too fast and too slow; spending enough to grow and saving enough to stay afloat; embracing ambition and staying realistic. But perhaps the most important balance is that between the young, hungry entrepreneurs and the seasoned startup veterans.

To read the full article, click on the title or image.


Get your Free Business Plan Template here: http://bit.ly/1aKy7km


Marc Kneepkens's insight:

Nearly impossible to have all qualities needed to make a startup into a  big enterprise. This article touches on very important balance which is essential for a startup to succeed.

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Rescooped by Marc Kneepkens from Family Office - Empowering Family Dynasties
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What It’s Like to Be Owned by Berkshire Hathaway

What It’s Like to Be Owned by Berkshire Hathaway | Competitive Edge | Scoop.it

According to CEOs who know.

Warren Buffett is rightfully admired for his investment record as chairman and CEO of Berkshire Hathaway, which has outperformed the S&P 500 Index by more than 10% annually during his 50-year tenure.

Much less attention is paid, however, to the manner in which Buffett manages the company itself. This is somewhat surprising, given that his management system is very different from those of other publicly traded companies.

Berkshire Hathaway is known for its extreme decentralization. The company’s more than 80 operating subsidiaries have complete independence and minimal oversight from headquarters, which requires little else besides regular financial statements and the return of excess cash that is not needed to sustain and grow the business. The company does not ask for budgets, financial forecasts, or strategy documents. It has no central marketing, procurement, sales, HR, IT, or legal department. It does not even have a General Counsel. This is for a corporation greater in size than General Electric, General Motors, IBM, or Chevron.

How exactly does such a structure work, given that it defies almost every major tenet taught in business school regarding management and governance?

We surveyed the CEOs of Berkshire Hathaway operating subsidiaries — almost all of whom report directly to Buffett — during the summer of 2015 to learn what it is like to manage a business for him. They represent a diverse mix of insurance and noninsurance subsidiaries of various sizes. We found the following three things: Read more: click on image or title.



Get your Free Business Plan Template here: http://bit.l/1aKy7km



Via Enzo Calamo
Marc Kneepkens's insight:

These principles can be applied in any business. Managers need enough freedom to excel. There is always something to learn from Buffett.

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