or the better.
             Many start up companies embraced the new ways of doing business.
             In the early 1990's everyone was making a profit. Organizations could afford to be free and flexible with both managers and employees. As the economy kept getting stronger, companies became more outrageous with "perks" which were just part of the employee package. Of course, that economic growth didn't last. According to the American Management Association, "A key question top managers should be asking themselves these days is: 'Does my organization have the talent to compete in the next five years?'" Are companies learning from their past mistakes? That is a question that will soon be answered. One example of a company that is strong enough to withstand an adverse economy is Wal-Mart. Once a week, on Saturday the top management holds a videoconference and it is shown throughout the Wal-Mart stores. Employees are encouraged to participate in the conference and can introduce new ideas directly to top management. This is just another example of teams and technology merging to change the management strategy during an economic downturn.
             As businesses weather the wrath of disgruntled investors and a volatile marketplace, the once lofty post of the Chief Executive Officer (CEO), now seems more like a scary precipice. Never before has the job of CEO been more challenging. Never before have they been more exposed and, in fact, there might be no more endangered species than the CEO of today.
             To turn the tide, leaders will have to navigate a turbulent marketplace and reassure skittish investors, while at the same time coping with the scrutiny of government regulators, the media and their own stakeholders. CEO's of today are asked not just to lead an organization to profitability, but also serve as visionaries, as strategists, as change agents, as statesmen, as diplomats, as spokespersons and as brand icons. CEO...