It has always been the endeavor of Global CEO to provide its esteemed readers interesting insights into the fascinating ways a successful CEO’s mind works, how such CEOs are quick to spot opportunities when others are busy performing routine tasks, how they overcome seemingly insurmountable obstacles, how they build and grow a successful business, put systems and processes in place while encouraging creativity in search of excellence, give it a genetic signature all too personal in terms of its inherent value propositions, as well as how they lead, while competing and collaborating at the same time.

Our September issue is proud to feature the inspiring interview of Geoffrey Dohrmann, Founder, President and CEO, Institutional Real Estate Inc. (IREI), California, with branch offices in New York, London, Prague and Shanghai. IREI is a global information company, and its products include high quality proprietary databases, award winning publications, web sites, and consulting services. In our premium section, “Meet the CEO”, Dohrmann tells us how IREI has been exceeding client expectations consistently and describes the values his progressive company has been steadfastly espousing under all circumstances.

Putting morality at the heart of business is what Chris Lenton, Chairman, The Chartered Institute of Marketing, UK, discusses in his interesting article. According to Lenton, merely relying on an ethical approach alone is not enough; moral behavior has to run through the entire fabric of the organization to win long-term customer trust and to overcome public cynicism regarding the company’s CSR initiatives.

In another article, Michael Theobold, Professor of Finance and Investment, Birmingham Business School, UK, traverses the turbulent 25 years of the Executive Stock Option Scheme (ESOP), and offers insightful suggestions to derive the benefits of ESOP’s risk-incentive potential with an alignment of the interests of diverse stakeholders. Strategic decision-making is not free from biases, states the author of another article titled “Challenges to Strategic Decision-making” carried in this issue; guidance on how to recognize such built-in traps with a view to avoiding these pitfalls may provide invaluable insights to CEOs. Intra-organizational, inter-generational communication gaps forms the subject matter of another interesting article featured in this issue “Building a Bridge between Generations in Organizations” wherein the author offers some useful tips and hints for successfully communicating with the ‘traditionalists’ and the ‘baby boomers’ while adopting a different style with the ‘Generation Xers’ and the youngest group to join, the temperamental ‘Millenials’.

What constitutes ‘corporate success’ is the subject matter of another interesting study carried in this issue. The issue also features the interesting case study captioned “Tata Group’s strategy: Ratan Tata's Vision”, and the review of the insightful book Global Edge: Using the Opacity Index to Manage the Risks of Cross-border Business by Joel Kurtzman and Glenn Yago, other interesting articles, besides the usual features.

Global CEO wishes all its readers a very happy reading.

- Dilip Dasgupta