• HMG Strategy Markets Update

    The top headlines from the world’s financial markets, brought to you by Hunter Muller and the editorial team at HMG Strategy

  • Leveraging Your Company's Most Valuable Asset to Crush the Competition

    As global competition continues to intensify, it's becoming ever-more difficult for companies to compete on products or price. Start-ups and rival firms can easily duplicate a company's products. Meanwhile, pricing isn't a sustainable competitive advantage and only serves to erode profit margins over the long term.

  • Using Competition to Improve Business Execution

    In many respects, competition is good. It enables business leaders to monitor rivals to determine which of their business practices work and those that don't. If one or more challengers copies business processes or practices used by your company, it's more than likely a testament to what your organization is doing well.

  • Competing Smarter with Advanced Technologies

    Technology touches nearly every aspect of our daily lives. As consumers, we use a range of technologies to make it more convenient for us to find and evaluate products. Cars and home appliances are becoming smarter thanks to artificial intelligence and other technologies. Even daily chores such as vacuuming can be directed by voice-activated sensors.

  • Competing with a Fresh Mindset for Success

    Global and national markets are undergoing profound changes. Disruptive forces such as accelerating connectivity, extraordinary demographic shifts, and the speed of technological innovation are dramatically altering the global economy. According to McKinsey & Company, the pace of change in the global economy is occurring at a rate ten times faster and 300 times the scale of the Industrial Revolution.

  • Taking a Leadership Role in the New World Order of Business

    In many organizations, the CIO plays a pivotal role in enabling the enterprise to drive innovation and distinguish the organization in a fiercely competitive global environment. For CIOs who don't yet have a seat at the table with senior leadership or those IT leaders who aspire to such roles, what are the steps that CIOs take to rise into positions of prominence, trust, and authority?

  • Infusing Innovation for Competitive Advantage

    In today's highly competitive global market, innovation is enabling companies of all sizes to achieve competitive advantage. Because of their role in the organization, CIOs are often courted by technology startups, rising market players, venture capitalists, and other types of companies regarding the latest technologies hitting the market.

  • Gaining and Retaining Competitive Advantage

    Companies with disruptive business strategies have successfully identified inefficiencies and opportunities in specific industries. They've applied innovative approaches to using data and leveraging technologies to introduce revolutionary business models that have attracted customers.

  • Reimagining Competitive Opportunities via Stretch Leadership

    Many CIOs have risen up through the IT ranks. In some cases, a CIO mightve started in a technical role such as application development or network management and gradually ascended into managerial and director-level responsibilities. In other instances, a CIO may have established him or herself in a particular discipline such as IT project management and progressively broadened their IT management competence.

  • The CIOs Role in Leading the Way Forward

    The role of the CIO has never been more dynamic than it is today. Although the CIO is facing heady challenges the threat of internal and external security breaches rogues IT, executive demands for increased agility, continuous pressures to hold down costs the opportunities for helping the enterprise become more data-driven, customer-centric, and innovative are more abundant than ever.

There has never been a more exciting time to be a technology executive.

Today’s technology executive plays a pivotal role in helping his or her organization respond to these forces of change. In essence, they serve as conductors to orchestrate the three pillars of organizational success – people, processes, and technology – and to draw upon their unique view of the enterprise to bring these elements into harmony.


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