CEO

Business executives are faced with complex decisions in an increasingly turbulent world due to globalization of markets and rapid technological change. For example, how do they respond to new competition or to shifts in demand due to innovative new technologies? Most research suggests that decision makers in complex situations under time pressure bypass deliberate, rational analysis and depend on their intuition or cognitive shortcuts such as scripts and schemas. Based on a study of 19 oil company CEOs, this paper argues that successful executives manage complex decisions, not by substituting intuition for rational analysis, but by combining them in two iterative processes: 1) integration by essentials (IBE) and 2) spiraling. IBE entails identifying fundamental cause-effect relationships and forming and using guiding principles based on such relationships. IBE governs intuitive (subconscious) storage and retrieval of all the relevant knowledge bearing on a decision. This allows spiraling, or rapid evaluation of the decision alternatives. Spiraling involves zooming in on the most feasible alternative with the help of the identified principles, and using the principles to test and adjust the decision before committing to it. Empirically based descriptions of these processes shed light on the way managers can cope with complex decisions under time pressure while guarding against cognitive biases. Besides the processes of IBE and spiraling, the main guiding principles used by the CEOs, and three thinking-related traits shared by the effective CEOs—focus, motivation and self-awareness—are also described. Implications for effective decision making and further research are discussed.

This study aims to determine the effect of CEO gender on corporate financial decisions namely, investment decisions, financing decisions (leverage) and corporate performance. This study is made up from 478 firms year data of 151 manufacturing companies listed on the Indonesia Stock Exchange for the period 2010-2014. By employing linear regression, the results indicate that companies led by female CEOs tend to have lower investment and leverage level compared to those led by male CEOs. On the other hand, female CEOs contribute better to the company's performance compared to male CEOs.

CEO Branding advances our understanding of the importance and impact that CEOs have on companies. In recent years, there has been a growing body of interdisciplinary literature on this powerful aspect of branding, and Fetscherin has invited a leading panel of international scholars and practitioners to contribute original chapters in their area of expertise.
The book introduces the concept of the CEO as a brand, and outlines the “4Ps” of this branding mix – the CEO (person), personality, prestige (reputation), and performance. It discusses the CEO branding process, and demonstrates the
many ways in which this ‘human brand’ affects the company in financial terms (such as performance, profit, and stock returns), as well as non-financial terms (reputation, trust, and firm strategy). The book also includes ‘lessons learned’ and many examples that illustrate how companies can measure and manage the CEO brand. This comprehensive, authoritative volume will give students, researchers, marketing and communication managers, and CEOs themselves a thorough
understanding of all aspects of the CEO brand. A must read for any CEO who is serious about developing, managing and measuring their own brand. For more information, visit www.ceobranding.org.

O objetivo deste trabalho é demostrar a importância da mulher no mercado de trabalho e as dificuldades enfrentadas. Serão abordadas questões quanto à problemática da mulher em chegar ao cargo de CEO, e de como solucionar este
problema. As pesquisas presentes realizadas ao longo do trabalho têm por objetivo discutir e refletir sobre esta questão, além de analisar até onde as mulheres desejam chegar profissionalmente. Através das pesquisas foram identificados problemas que dificultam achegada das mulheres a ocuparem o cargo de Diretor- Executivo. Essas questões serão analisadas com finalidades de comprovar que elas têm capacidade para exercer o cargo máximo de uma empresa. Neste projeto estão apresentadas algumas soluções que através das análises e pesquisas na qual os resultados obtidos por intermédio de informações coletadas nos estudos de caso, pesquisa de campo e entrevistas. As causas que impedem o crescimento das mulheres em exercer cargos de CEO serão avaliadas e a partir das análises será possível identificar as soluções. Este projeto tem por objetivo transmitir soluções para que as mulheres sejam bem sucedidas nas suas realizações e concretizações da sua carreira profissional em exercer cargos de CEO.


Palavras-chave:

Mulher, CEO, Mercado de Trabalho, Pesquisa, Análise.

Purpose
The present paper is intended to clarify the persuasion mechanism of CEOs and employees as endorsers of brand advertising and help discern consumer attitudes towards internal endorsement.
Design/Methodology/Approach
Due to its exploratory nature, the research applied a qualitative approach combining focus groups and face-to-face interviews, which we deemed both meaningful and complementary.
Findings
The findings suggest that while celebrity endorsement ensures brand familiarity and likability, internal endorsement – embodying the important role of story-telling – contributes towards credibility and congruence. Further, while employee endorsement leads to a process of internalization based on actual-self, CEO endorsement generates admiration grounded in ideal-self. More fundamentally, the study reveals how internal endorsement alters the meaning transfer model and involves a process of meaning translation; this in turn affects the corporate rather than product brand image.
Originality/Value
The present paper reveals that CEOs and employees can be strong levers for gilding the corporate brand image compared to the celebrities who enhance the product brand image. Moreover, we show that the CEO is a character who can be admired without the threat of upward comparison at the opposite of celebrities. Finally, this research highlights the specific role of employees bringing authenticity thanks to their anchorage in real life.

Take the next step in Lean and Agile friendly Enterprise Improvement and Alignment methodologies.
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"During the last decade Strategic communication has emerged as a global field of communication research. Scholars are locked in intense debate on the deliberate purposive use of communication since there is no common understanding to answer what is the core prospective and benefits of strategic communication. Despite these forms of institutionalization, there is still no universal understanding of the pillars on which the field rests. What are the core perspectives and benefits of strategic communication? Are we using appropriate conceptualizations of communication and strategy? How does it differ from traditional disciplines? What is the extra value of an integrated view? What can we learn from recent debates in strategic management and strategic alignment? What is the extra value of an integrated view? What are the methodological challenges of researching the link between communication and organizational goals? What are the experiences from building strategic communication programs at universities in different countries? What are specific challenges of international and comparative research in strategic communication? How can empirical studies inform the debate? How is the field developing in different parts of the world? What do we know about the job market, and how can educators prepare students for the occupational field? Last but not least what do we know about the job market, and how can educators prepare students for the occupational field?This article examines the nature of strategic communication, which is defined as the purposeful use of communication by an organization to fulfill its mission. To be successful in today's business environment, companies need to integrate their communication efforts. Companies today have more arrows in their communication quivers than ever before to get their messages across to varied internal and external constituencies. Why then do companies' communications still miss their mark? With an integrated communication function, companies can respect different constituency viewpoints, concern, and ""hot buttons"" while still ensuring consistency in message content. Today's constantly changing and fast paced global business environment Corporate communication has become more and more strategy oriented The interest in communication in organizations, especially in internationally operating companies is greater than ever. Communication is increasingly considered an integral part of business knowhow (e.g. Charles, 2009) and an essential business tool, as well as a strategic tool of senior management of global companies (Hämäläinen & Maula, 2004).This paper examines how communicating a corporate strategy is critical to an organization's success at all levels. Covers the importance of communicating corporate and marketing strategies to employees, investors and other stakeholders. Explores how to set communication objectives that reflect the business plan, how to ensure that communications strategy reinforces business strategy, and how to evaluate the effectiveness of corporate communications. The main question is answered by posing three sub-questions: How is communication involved in strategy work? What are the main benefits and challenges of the communication function in strategy work? And how does the CEO see him/herself as a communicator of the corporate strategy? Vineet Kaul""Strategic Corporate Communications"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-5 , August 2017, URL: http://www.ijtsrd.com/papers/ijtsrd2355.pdf
Article URL: http://www.ijtsrd.com/humanities-and-the-arts/english/2355/strategic-corporate-communications/vineet-kaul"

Structured Abstract Purpose: The purpose of this paper is to find out the role of conflicts and conflict management in Top Management Teams (TMTs). Design/Methodology/Approach: Based on the secondary research and literature review a conceptual model for conflict management in TMTs is proposed. 66 reasons for conflicts and 55 conflict resolution techniques are identified for TMTs from literature review. They are ranked based on reference count in the literature. TMT processes interaction is shown pictorially. Findings: Top 5 reasons for conflicts in TMTs identified are value differences, resources, attitudes, structures and trust. Top 6 conflict resolution techniques identified in Research Limitations/Implications Further empirical research can be done based on the identified top reasons for conflicts and conflict resolution techniques. Also impact of countries and culture can be further be researched. Practical and Social Implications Based on the findings executive teams can manage the conflicts effectively in organizations. This research is useful for the society in proper management of organizations. Originality/Value: The main contributions of this work are the conceptual model of conflict management in TMTs, TMT processes interaction diagram, top 5 reasons for conflicts in TMTs, top 6 conflict resolution techniques in TMTs, managing conflicts in TMTs and the factors impacting TMT performance.

This paper focuses on the defining the role of CRO in corporate governance and to show the
interrelation between the way of CRO subordination and performance of investment bank. The sample
consists of observations over a period of 2011 for 29 biggest investment banks (by amount of assets)
implementing world-wide investment activity. The banks are originated in the USA (8), Eastern
Europe (14), China (2), Japan (2), Canada (2), and Australia (1). With the aim to evaluate and compare
financial performance of selected banks the construction of synthetic key performance indicator
(SKPI) is worked out. The empirical analysis of risk management in the research is based on two
different groups of factors, which could be used to evaluate the effectiveness of risk management in
this sphere: analysis of CRO impact - Risk Management Committee factors and CRO factors, and
Evaluation of Financial Performance. Results show that the CRO presence in investment banks effect
positively on the financial performance.

En el presente artículo se analizan las declaraciones de 24 CEO de empresas multinacionales de las más importantes en ingresos y en tecnología, según el listado de la revista Fortune, en busca del pensamiento que subyace a su discurso acerca del futuro económico de las empresas en el contexto internacional. Se tomó como material de investigación el texto de sus entrevistas a medios especializados, sus declaraciones a diversos públicos y sus discursos oficiales en reuniones empresariales. Con la ayuda de un método cualitativo de división del texto en unidades de pensamiento (Herzberg, 1959), y el empleo de comparaciones constantes con la visión de los especialistas en temas de futuro económico (Glaser y Strauss, 1967/2006), se obtuvieron seis temas centrales en donde aparece que en lo general los CEO están encaminando a sus organizaciones en el sentido que marcan los expertos en cuestiones de tecnología, medio ambiente, relaciones con los gobiernos y cambio en el modelo capitalista. Se hace mención de algunas excepciones. Los CEO advierten el paso de un cambio gradual en cuestiones tecnológicas, a una aceleración exponencial en las décadas a venir

Giám đốc điều hành viết tắt là CEO, một trong những vị trí quan trọng nhất, đóng vai trò quyết định đến sự sống còn của một doanh nghiệp, công ty. Để chọn được một giám đốc điều hành giỏi không phải là điều dễ dàng, phải đảm bảo đầy đủ các yếu tố về: năng lực, khả năng chính trị, tính cách và cả kinh nghiệm làm việc. Mặc dù bên cạnh CEO còn có rất nhiều vị trí hỗ trợ, thế nhưng để doanh nghiệp hoạt động tốt, không ngừng phát triển phải có người cầm lái vững chắc.

The purpose of this paper is to explore the realm of the garment industry in Bangladesh while elaborating the topic with regards to dominant sustainability issues, and strategic initiatives implemented in a way to better harmonize with the values and principles of global Corporate Social Responsibility (CSR). This study will navigate the key sustainability challenges in Bangladeshi’s apparel and clothing industry, in relation to the United Nations Sustainable Development Goals, in particular, the “Reduced Inequality” and the “Responsible Consumption and Production” issues (United Nations, 2015), the effects of sustainability on supply chains, and it will expose the best practices in terms of ethical sourcing adopted by organizations operating in the aforementioned industry. Moreover, the study will be conducted with means to forge the best possible approach for engaging with progressive enhancements in regards to the overall industry’s working conditions, while reviewing sustainability management and development strategies implemented by organizations paving the way within the industry, appraising the role of both Human Resources and the CEO in propelling change and formulating potential pathways to meet their sustainability goals, while integrating more of a holistic CSR culture within the overall Bangladeshi’s garment community.

The main objective of this study was to examine the Impact of Board of Directors (BOD) and Chief Executive Officer (CEO) Educational Qualifications and Experience on Performance for manufacturing companies listed on the ASE. To achieve this objective, a sample of 64 manufacturing companies listed on ASE was selected for the years (2011-2014). Tobin’s Q and Return on Assets (ROA) were used to measure the companies performance. The study used six explanatory variables. These are: percentage of board members with post graduate degrees, percentage of board members with business degrees, administrative experience of board members, administrative experience of CEO , dummy variables for having a postgraduate degree by the CEO and for having a business degree by the CEO,. In addition, the study used company size, board size, company age and profitability as control variables. A multiple regression model was used to examine the impact of the independent variables on the dependent variable. The results of the regression analysis indicates that the board of director's experiences have a statistically siginificant negative relationship with Tobin's Q at the 5% level. Other independent variables relating the board and CEO were found insignificant. As for the control variables, there is a statistically significant negative effect of board size and company age on ROA , on other hand there is a statistically significant positive effect of profitability and company size on ROA at 5% level. All control variables have a statistically significant positive effect on Tobin's Q at the 5% level. The study recommends using other proxies to measure education and experience, particularly for the board of directors (Education and experience were measured collectively).

This article investigates whether CEOs actually demonstrate the communication
strengths and weaknesses they think they have. Videotaped interviews with CEOs
in the initial stage of executive coaching were analyzed to identify categories of
communication strength and weakness: delivery, content, audience, and character.
Next, the interviews and transcriptions were coded to track use of rhetorical
formats, delivery stress, disfluencies, and timing. Speakers who identified themselves
as having both delivery and content strengths or weaknesses differed significantly
from the other CEOs. This has important implications for the study of impromptu
communication, executive coaching, and business communication.

Respond to each numbered item in the short list here as either True or False for you. A “True” response may identify a potential area for training. Reflect on whether an item identifies a problem or issue in the way you manage your anger. Anger requires boundaries, and a moral value (e.g. OK or not OK) can be assigned to ways of expressing anger.

Corporate Social Responsibility (“CSR”) has been a topic of discussion within corporate law and policy for over 40 years. CSR, in its broadest sense, explores what obligations a corporation should or can undertake to further the goals of society. Business academics have described four social responsibilities that any company has to society: economic, legal, ethical, and philanthropic. The progressive advocates within the legal academic debate surrounding CSR argue that a corporation should seek to do more than just turn a profit; it should seek to make society “better.” However, by seeking to make society “better,” the corporation begins to act more and more like the state. This raises interesting questions about the role of corporations within society. Ethical and political philosophy can help answer these questions. Much has been written from the Utilitarian and Kantian perspectives of business management, especially from the Law and Economics movement and its critics. In the context of CSR, this viewpoint is often represented by a shareholder primacy norm, in which the allegiance of the corporation is to itself and it shareholders. However, there is a third branch of ethical/political philosophy which argues that social goals are best pursued by discussing the kinds of characteristics people should have, especially the characteristics of rulers. Two of the most important works that follow this approach are Plato’s REPUBLIC and Machiavelli’s THE PRINCE.

Machiavelli’s THE PRINCE provides one paradigm for rulers. For Machiavelli, the chief focus of the ruler is to ensure the survival of the state, which is done best by ensuring his own survival. CSR’s usefulness to a corporate prince is that it allows him to let his corporation appear to be virtuous, but gives him the freedom to act in the best interests of the corporation and himself. In the REPUBLIC, Plato proposed that rulers owe citizens more than survival; they must protect citizens from injustice. The wise ruler, the philosopher king, recognizes that virtue is not only a means of doing good; it is a better means of ensuring survival. Applying this rationale to the corporation as a ruler would seem to support the progressive proponents of CSR. However, applying Plato’s paradigm to the CEO and officers may actually support a shareholder primacy norm if the corporation’s citizens are equated to the shareholders. On the other hand a Machiavellian approach to CSR in particular and business actions in general could strongly support a shareholder primacy viewpoint of business law.

This article seeks to explore the aspects of CSR in light of Machiavelli’s THE PRINCE and Plato’s REPUBLIC. These two philosophers sought to explain and justify how the rulers of large, socially important institutions, i.e. civil government, operate for the good or ill of those who live within them. As corporations are themselves similar mini-states, akin to the city-states and poleis in the times of Machiavelli and Plato, and as some CSR proponents seek to have the corporation take on many tasks that have, in the past, been performed by the state, exploring CSR through these two works provides useful insight. Our topic, however, is not the paths of justice in the ancient or renaissance world, but whether these two philosophers can help us understand how CSR can be applied today; perhaps even to warn us of its abuses or encourage CSR’s healthy application.

The aim of the paper is therefore to analyze firm’s leaders (CEOs’) dynamic capabilities in managing the firm’s resources, able to generate sustainable competitive advantage and to create value, as well as to verify how the so created value is distributed between the firm and the CEO.
The analysis has been conducted on firms operating in tourism industry and precisely on hotel chains.
Among these, some representative firms have been selected and analyzed through case study method.
In order to test the research’s hypotheses, a logistic regression model, Moreno sociogram and Guttman scale have been applied.
The paper proposes an interesting perspective for studying dynamic resources real use within organization, trying to point out the value they are able to generate and how this value is appropriated.
The proposed analysis is an application of Resource-based theory approach to the study of dynamic capabilities creation and their relative generated rent appropriation. From this perspective, it
represents a further step in RBT studies, in its connections with other disciplines on the topic.
An interesting aspect of the research is that the attention on value creation and distribution rather than just on firm’s performance opens to new horizons in strategic management.

This paper presents a review of the past and present upper echelons research with the intention of drawing attention to the need for a change of direction from causal descriptive studies to causal explanatory studies. Review of the extant literature indicates that many of the organizational researchers have shown greater interest in studying relationships between top management characteristics (in the form of demographics) and organizational outcomes. This has continued despite the effort by Priem, Douglas and Gregory to draw attention to the limitations of demographic proxies of psychographic variables of top management teams and the caution that the role of the entire top management team in strategy development may be over-exaggerated. Since many of the studies failed to show empirically how or why top management demographics related to organizational outcomes, implications for theory and research are discussed.

The​ ​question​ ​of​ ​whether​ ​the​ ​actions​ ​of​ ​corporations​ ​are​ ​truly​ ​genuine​ ​is​ ​a​ ​constantly debated​ ​one​ ​that​ ​has​ ​yet​ ​to​ ​be​ ​answered. With​ ​the​ ​emergence​ ​of​ ​movements​ ​such​ ​as​​ ​Black Lives​ ​Matter​ and​ ​the​ ​Women’s​ ​March, ​companies​ ​have​ ​been​ ​tripping​ ​over​ ​themselves in​ ​attempts​ ​to​ ​publicly​ ​support​ ​these​ ​forms​ ​of​ ​activism​ ​and​ ​outdo​ ​one​ ​another​ ​with​ ​“good​ ​deeds”. However​ ​as​ ​more​​ ​hop​ ​onto​ ​the​ ​activism​ ​bandwagon, ​ ​it​ ​becomes​ ​unclear whether​ ​their​ ​incentive​ ​is​ ​purely​ ​for​ ​goodwill.​ This paper aims to explore the incentives and consequences behind CEO activism​, as well as proposed solutions.

The collection of chapters on Twitter brought together in this volume each addresses a nexus of pressing research challenges in media and communication studies. At the core lies matters related to media consumption of reconfigured social lives with social media at their heart, new formations of citizenship, and shifts in how we go about social and political debate. This collection of chapters seeks to make a key contribution to these pressing issues that our societies simply need to understand as it is the very quality of our civic culture that is at stake. This cuts across media production, distribution and consumption, reconfigured social lives with social media at their heart, new formations of citizenship and shifts in how we go about social and political debate.

What CEO attributes can improve corporate sustainability? In this regard, what do superstar CEOs, e.g., Mark Zuckerberg, Jeff Bezos, Elon Musk, and Bill Gates, have in common? Also, did the personalities of Jeffrey Skilling and Kenneth Lay contribute to the crack in the US Enron Corporation early in this century? Why, as far as presidential elections are concerned, are some countries, more than others, more likely to vote for seemingly narcissistic politicians? In our practice-oriented review article, we aim to contribute to shedding new light on the challenging evidence continuously evolving around CEOs, in general, and around their effect on corporate sustainability, in particular. Two distinctive features represent the main "so-what" value of our work. First, each of the CEO attributes which we sequentially focus on (i.e., power, personality, profiles, and effect) is, at the beginning, not only separately considered but also associated with many recent examples from business life and from the "CEO world" at an international level. Second, from our analysis, we then derive a conceptual framework which, combining all these attributes into a unique body of knowledge, could be used as a potential starting point for future investigations in this challenging research area regarding the CEO/sustainability relationship. In this regard, we believe understanding how all the analysed attributes coevolve will represent a pivotal question to address if we want to enhance the scientific and practical understanding of CEO (sustainable) behaviour.

The Leaders on Purpose 2020 CEO Study provides insight into the role that purpose-driven organizations play in society and illustrates how fundamental an organization’s purpose is to survival. This research also identifies and analyzes the ways that corporate leaders leverage purpose to realize their dual binary ambitions of achieving financial success and promoting positive social change. This year’s study focuses on four key areas of purpose in business practice.

This paper proposes a taxonomy to assist in more clearly locating research on aspects of the association between corporate reputation and corporate accountability reporting. We illustrate how our proposed taxonomy can be applied by using it to frame our exploration of the relationship between measures of reputation and characteristics of the language choices made in CEO letters to shareholders. Using DICTION 5.0 software we analyse the content of the CEO letters of 23 high reputation US firms and 23 low reputation US firms. Our results suggest that company size and visibility each have a positive influence on the extent to which corporate reputation is associated with the language choices made in CEO letters. These results, which are anomalous when compared with those of Geppert and Lawrence (2008), highlight the need for caution when assessing claims about the effects on corporate reputation arising from the language choice in narratives in corporate annual reports.

Keywords: CEO, DICTION, Impression management, Language, Letter to shareholders, Reputation, Taxonomy

In recent years, the young generation has developing an interest in makeups. Makeups are not only just a popular trend but have a meaningful impact particularly in boosting their self-esteem, self-confidence, and personality. The purpose of this study is (1) to examine the influence of product attributes on young consumer purchase decision; (2) to examine the influence of product attributes on perceived brand image, perceived CEO's image and perceived quality, (3) to examine the influence of perceived brand image, perceived CEO's image and perceived quality on young consumer purchase decision and (4) to examine the mediating effects of perceived brand image, perceived CEO's image and perceived quality in the relationship between product attributes and young consumer purchase decision of makeups among Malaysian. A total of 475 useable surveys (69.75% response rate) and data was collected using a self-administered survey in a shopping mall in Klang Valley, Kuala Lumpur. Store-intercept technique was used to determine the sample, and the instrument adapted from the prior studies based on seven-point Likert-scale. Covariance Based-Structural Equation Modeling (CB-SEM) technique was employed. The empirical results confirm that product attributes the perceived brand image, perceived CEO's image and perceived quality have significant influences on the young consumer purchase decision. Additionally, the results indicate that there are no mediating effects of the perceived brand image, perceived CEO's image and perceived quality in the relationship of product attributes and the young consumers' purchase decision of makeups. The managerial implications discussed in the context of practical contribution to marketers in the cosmetic industry.

Relationships between a board, CEO and members of an executive senior leadership team can be critical for corporate success, but they are often far from ideal. Sometimes there is suspicion, a lack of mutual respect and concerns about the value others are adding in relation to their cost. The focus of corporate governance is too often excessively upon relationships with shareholders rather than with a CEO and senior executive team who may have a much greater stake in an enterprise than someone with a diversified portfolio of investments and who may also have much more influence on its future. There are various aspects of these often overlooked relationships that may need to be addressed and certain questions that should be periodically if not regularly asked.

Published as: Coulson-Thomas, Colin (2017), Board, CEO and Senior Executive Relationships, Director Today, Vol. lll Issue X, October, pp 11-13

INTRODUCCION Con el presente ensayo se pretende lograr un aprendizaje general con respecto a la importancia de la relación CEO, CIO Y ENCARGADO DE SEGURIDAD ENINFORMÁTICA, iniciando por su definición e incidencia en la organización o empresa, según fragmentos de artículos encontrados en internet, con el fin de dar a conocer este sistema como una forma de manejar los negocios como procesos productivos, donde diversas industrias, empresas u organizaciones, se empeñan en mejorar día a día su performance en la búsqueda de mejores niveles de calidad, costos, productividad y tiempos de los ciclos productivos por medio de la relación de tres cargos que son fundamentales y vitales para hacer una empresa competitiva y fructífera. Hoy en día, las empresas se preocupan mucho por cómo se maneja la tecnología de la información, no solo las empresas crecen por lo que hace, si no por todas las actividades que permite hacerlo, las empresas hoy en día tienen que encajar todos los procesos organizacionales, las estrategias de negocios que día a día cambian dependiendo el cliente y la tecnología de la información que cambia, aproximadamente cada 4 o 6 meses salen actualizaciones o nuevas tecnologías, para que trabaje en conjunto los procesos anteriores sean creado el cargo del CEO – Gerente General, que va a la mano del cargo CIO – Gerente de Sistemas para poder siempre estar cumpliendo los objetivos de cada cargo, y de igual forma los objetivos de la empresa. FUNCIONES PRINCIPALES DEL CEO