The customer experience measurement system tracked customer satisfaction levels which customers experienced during their multiple-year interactions. Organizations started using satisfaction scores and surveys and sentiment tracking to measure their performance through these metrics. A satisfied customer, the thinking went, was a loyal customer. The belief which existed in 2026 proved to be incorrect. Customers can […]
From Strategy to Structured Execution Message from the CEO Every business sector and market segment faces the impact of a single major business trend which emerged during the last months of 2025. Organizations show high ambition through their established goals, yet they fail to develop suitable methods which would help them reach their targets. The […]
The Execution Assumptions That Collapse in the U.S. and Other Fast-Moving Markets Introduction European businesses have traditionally viewed their international growth as a natural progression from their domestic market success. Products work. Customers are satisfied. The document follows all required margin specifications. Governance is sound. The organization feels ready. The organization uses an approval method […]
Why Static C-Suites Are Failing and How Boards and CEOs Must Redesign Leadership as an Execution System Introduction The leadership structure has proven itself as a dependable organizational asset which has endured for many decades. Organizations constructed their executive teams through the selection of people who brought functional expertise and maintained stable organizational structures and […]
Why Leadership, Governance, and Operating Models Must Be Redesigned in 2026 Introduction For much of the past two decades, strategy has occupied a privileged position in corporate governance. Boards dedicate increasing amounts of time to market positioning and long-term vision development and portfolio logic and growth narrative creation because they believe strategy approval will result […]
Customer Success operated without established operational boundaries throughout multiple years of its business operations. It was important, but rarely decisive. Visible, but not powerful. People appreciate its goals but the program lacks proper evaluation of its actual results. Organizations used Customer Success as a goodwill function which focused on maintaining customer satisfaction and minimizing complaints […]
Why Market Entry Has Become a Governance Problem and How Boards and CEOs Must Redesign Execution to Succeed Introduction Businesses used to view international business expansion as their typical corporate goal. Organizations expand their operations into new geographic areas because they want to achieve small business expansion and market expansion and enhance their corporate position. […]
Most companies do not lose revenue because customers suddenly stop believing in their product. The loss of revenue occurs because customers lose faith in the organization which supports the product. The event occurred without notice during 2025 while it expanded into multiple business sectors at a large magnitude. Leadership teams celebrated their organizational growth achievements, […]
Why profitable companies will quietly break in 2026 and how boards can intervene while optionality still exists Introduction The corporate turnaround process used to concentrate on fixing major organizational problems which companies encounter. The board takes decisive action when companies face declining revenue and cash shortages and covenant violations and public business failures. The development of […]
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