Crystal Jade Golden Palace in The Paragon (courtesy of Crystal Jade)
In the restaurant-eat-restaurant world of F&B, few local brands have stood up as clearly as Crystal Jade, one of the market leaders in Singapore.
Celebrating its 20th anniversary last year with a refreshing of its identity that involved extensive refurbishments at its restaurants, Crystal Jade enjoyed a turnover of S$240 million in 2010.
As the head honcho leading an organisation, being a good CEO isn’t an easy job. Sure, they’ll probably pay you more (or much much more) than the average salary man down the food chain, but the expectations are often sky high.
For a start, a good CEO has to have vision, ambition and the ability to inspire and motivate the troops. She needs to be great with forging relationships with customers, employees, partners, board members, investors, suppliers, government regulators and other stakeholders. Functioning as a mentor, coach, drill sergeant, and referee, she wears multiple hats depending on whom she speaks to.
Are there qualities common to entrepreneurs like Steve Jobs? (Courtesy of Digital Trends)
Steve Jobs (bless him) associated calligraphy with beautiful fonts in the Macintosh (source)
Ever wondered how disruptive innovators like Steve Jobs (Apple), Jeff Bezos (Amazon.com) and A.G. Lafley (P&G) behave? What are the traits of these great entrepreneurs and business leaders?
According to INSEAD Professor Hal Gregersen (who co-authored the book “The Innovator’s DNA” with Jeffrey Dyer and Clayton M. Christensen), they have what are called the five discovery skills as follows:
Jonathan Schwartz , CEO of Sun Microsystems and avid blogger
This post resulted from a series of email exchanges between Ivan Chew, Kevin Lim and a couple of other media socialists. The basic idea is whether it makes sense for people in positions of authority to blog, and if so, what benefits or drawbacks do they bring.
As a publicist, I have been involved in profling both my organisations and CEOs for the longest time. People are always interested to hear from the top dogs. This includes usual stuff like their vision, key thrusts, 5-year plans, ideas to revolutionise the industry, management style, to more personal details like favourite food, hobbies etc. They can also change an organisation’s course for the future. This can apply to something as macro as a country’s destiny, to one as micro as a product line’s bottom-line.