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October 8, 2007 10:26 PM PDT

Excellence of execution is CEOs' top concern

by Tim Leberecht
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According to a Conference Board global survey, execution is CEOs' No. 1 concern--even ranking above profit and top-line growth.

769 CEOs from 40 countries were asked to rate their greatest concerns from among 121 challenges. The polled CEOs selected "excellence of execution" as the top challenge and "keeping consistent execution of strategy by top management" as the third-greatest concern. Sustained and steady top-line growth, which led the list last year, now ranks second, with profit growth fourth and finding qualified managerial talent fifth.

The survey responses reveal some remarkable regional differences. CEOs from Europe expressed greater concern with getting new, more responsive ideas out sooner, which may be why execution--in terms of speed, flexibility and adaptability to change--is a more dominant theme in Europe (third place) than in Asia (tied for eighth) and in the United States (10th place).

Tim Leberecht is Frog Design's of vice president of marketing and communications. He has worked in the media, entertainment, and high-tech industries. Most recently, he was the head of corporate communications at Mindjet, a provider of mind-mapping software for the enterprise. Prior to Mindjet, he served as a press chief for the Athens 2004 International Olympic Torch Relay and in marketing communications for Deutsche Telekom in Germany. Tim runs the iPlot blog, and has published and spoken about branding, organizational communication, social media, and attention economics. Tim is a member of the CNET Blog Network and is not an employee of CNET.
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About Matter/Anti-Matter

Tim Leberecht and Adam Richardson both work for Frog Design, a consulting firm specialized in designing innovative products and services for Fortune 500 clients. On the Matter / Anti-Matter blog, they engage in a debate around questions they face day-to-day in their work, using convergence/divergence as a lens through which to look at the pressing issues in business, culture, and technology. What makes a successful convergent product or a successful divergent innovation? Is convergence a myth that users don't really care about, or is the current state of convergence just not satisfying enough for them to embrace? How much divergence of innovation is good, and when does it just become confusing? How do you stay on top of people's ever changing needs and wants?

They are members of the CNET Blog Network and are not employees of CNET.

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