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The article profiles Jamie Odell, chief executive officer (CEO) of Aristocrat Leisure, a slot machine manufacturer. He believes that to remain competitive, the company should provide solutions to customers which are better than the customers' products, to listen and to be more reactive and speedier. Before joining Aristocrat, he was managing director for drinks company Foster's and head of regional duty-free operations for drinks company Allied Domecq.

The article features Chief Executive Officers (CEOs) of Australian public firms who may feel the heat more in 2013. One such CEO is National Australia Bank's (NAB) Cameron Clyne since NAB had the worst performing share price and earnings per share growth of the big four banks. Chief Executive Richard Leupen's 13 years at outsourced services firm UGL has included two major global sharemarket crashes with more pressure being given into his first-half results presentation on Februaary 27, 2013.

The article offers advice for women striving to become chief executive officer (CEO) in Australia. Pip Marlow of Microsoft Australia says she tells women not to worry about the glass ceiling and remember that getting to the top is attainable. Katie Lahey of Korn Ferry in Australia and New Zealand says women should be open to career success and overcome any confidence barriers they have built for themselves.

The article discusses insights by chief executive officers (CEO) in Australia into the characteristics and qualities of a good leader. Former BHP Billiton CEO Don Argus talks about the necessity of integrity, trust and getting people to believe in themselves. Origin Energy CEO Grant King's creation of a work culture and sets of values is addressed. ANZ CEO Mike Smith also discusses the need for business leaders to live their vision and communicate it every day.

The article discusses the financial success of the Brisbane Broncos Australian rugby club as of October 2011. It states that its chief executive is Paul White, who took his post in January when the club was in poor financial straits because it failed to qualify for the finals in 2010. It reports that White terminated the team's coach, Ivan Henjak, and focused on a strategy to increase membership and ticketing, improve the clubs organizational structure, and improve player performance.

The article examines the turnaround of Danish-family owned toy maker Lego under the leadership of chief executive Jørgen Vig Knudstorp. There was a 37% increase in Lego group sales in the financial year ended December 31, 2010 as opposed to a 35% drop in worldwide sales in 2004. The business decline of Lego is attributed to misguided expansion. The executive has opted to return majority of its manufacturing in-house due to the ability of Lego to operate facilities at less cost.

The article features several top chief executive officers (CEOs) in Australia, who could be considered to have created value for their shareholders over the long term. It includes GUD Holdings managing director Ian Campbell, who is known for his ability to take a firm in rapidly changing consumer goods industry. It also mentions Washington H. Soul Pattinson (WHSP) chairman Rob Millner, who prefers to set a steady course for his company rather than fall to short-term trends. Other CEOs are also featured including Robert Velletri of Monadelphous.

The article presents quotes from Hong Kong and Shanghai Banking Corporation (HSBC) chief executive Michael Geoghegan concerning the return of the bank's head office in Hong Kong, Australia Post chief executive Ahmed Fahour on the organization's venture into e-commerce, and Harvard University professor and author Niall Ferguson on the economic rise of China.

The article explores the sustainability strategies for success of three ventures that were included in the periodical's Fast 100 list of the fastest growing companies in Australia. Led by its chief executive officer (CEO) Sandy Dunn, the consultancy firm Assetivity decided to focus on existing customers rather than looking for new one. Technology services provider Seven Consulting boasts of getting the best program managers for its technology projects. Meanwhile, Distribution Central centers its strategic value on its people and culture.

The article presents quotes from BHP Billiton chief executive officer (CEO) Marius Kloppers on the company's 16 percent increase in full-year profit, Myer Holdings CEO Bernie Brookes on disadvantages of operating the department store group as a listed company and Toll Holdings CEO Paul Little on his 24-year tenure as head of the logistics group.

The article features Qantas chief executive officer (CEO) Alan Joyce. Joyce shares his insights on managing Qantas through the key principles of flexibility and adaptability. Joyce was born in Dublin, Ireland to a working class family and began working for Irish airline, Aer Lingus after graduating with a mathematics degree in Trinity College. For his main goal, Joyce expects Qantas to continue to improve its profits despite competition from Virgin Airlines and Tiger Airways.

The article focuses on the issue concerning the salaries of chief executives in Australia. Contrary to the perception that chief executives are paid too much, it says that Australian boards have aligned executive pay with their performance. It explores the challenges faced by Australian boards such as pay pressures, regulatory change, and governance standards. It says that shareholders can differentiate good and bad governance if the setting of executive's pay is better understood.

The article presents insights from various chief executives of Australian companies on the leadership abilities that chief executives must possess. Australian Securities chairman David Gonski believes that executives must be humble and pursue to improve everyday for the betterment of their companies. Pat Grier of Ramsay Health Care Inc. conceives that good executives know how to adjust on all conditions. Robert Milliner of Mallesons Stephens Jacques states that executives must do right things.

The article discusses on the events related to the listed Australia's 200 wealthiest managers. It reveals the $4.49 billion decrease in wealth of Rupert Murdoch and the 40% or $2.37 billion fall of chief executive of Fortescue Metals Group Andrew Forrest. It notes the $44.4 million share value increase of News Corporation executive director James Murdoch and the $181.8 million rise of Stewart Elliot. It implies that the changes on their economic status are due to the global recession.

The article characterizes the current breed of business leaders and chief executive officers (CEO) in Australia. According to the author, upcoming CEOs in the country tend to be more self-effacing. These senior executives, according to the author, have a flair for people, own a marked lack of self-importance, adaptable and internationally experienced.

The article focuses on Sol Trujillo, chief executive officer of Australia-based telecommunications company Telstra Corp. Ltd. Skepticism about Trujillo's company-wide transformation program and criticism on his management style has produced constant speculation about his future with the company. But he maintains that he sill see through the five-program he begun in July 2005. INSET: TELSTRA iPHONE SPECULATION..

The article analyzes the pros the cons of giving chief executive officers (CEO) equity options in Australia. According to the author, companies pay CEOs as much as they do, not because unassailable logic dictates it but because it has become a social norm. The history of the CEO stock option trend in Australian business is discussed in the article.

The article reports that executive stock options have made a strong comeback in the Australian business sector. According to an Australian National University report, the average number of options and performance shares held by chief executives is nearing record levels in 2008, up almost 50 percent from 2000. The pros and cons of executive options are discussed in the article.

The article focuses on the business operations and strategies of Babcock and Brown under chief executive Phil Green in response to the global financial crises. Green cited their goals of having lots of cash when liquidity starts to return, citing how they can raise lots of money with such a strategy. The company also expects the global property markets to offer them some opportunity in addition to having a big amount of cash.

The article looks into the effort of John Stewart, chief executive officer of National Australia Bank Ltd. (NAB), to guide the bank to recovery. When he took over the bank as chief executive, it faced disasters like the $360 million currency trading scam and the $4 billion writedown of its mortgage business in the U.S. Stewart's priority is to uplift the morale of the bank's employees. Then, he focused on the turnaround strategy of the bank.

The article looks at the leadership abilities and strategies of the founders and chief executives of companies included in "BRW" magazine's Fast 100, a list of the fastest-growing companies in Australia based on turnover from 2006 to 2007. According to the chief executives, the hallmarks of successful leadership include the ability to motivate staff, ability to delegate, being visionary and the ability to listen and make difficult decisions.

The article reports that Australian funds management firm MFS Group has been growing so fast that some have criticized its deal-making technique but management headed by chief executive Michael King is confident of its strategy. The company's strategy is to profit from funds management for property assets and other businesses it manages and raise investment bank income. INSET: INVESTMENT VIEW..

The article reports that grocery shoppers have developed a taste for both low-priced and high-priced products and income, age and location provide no reliable guide as to which personality will prefer a low-priced product and which will favor a high-priced product. Woolworths chief executive Michael Luscombe admits that the middle market is shrinking in Australia and that this is demonstrated by the sales data.

The article presents comments of seven chief executives of leading mining companies including Tom Albanese, Chip Goodyear, Owen Hegarty, Andrew Forrest, Peter Johnston, Greg Gailey and Brian Gilbertson on the business trends of the mining industry in Australia. According to them, the mineral industry will continue to expand which in turn is strengthening the Australian economy. The executives analyzed the nature of growth in the industry with respect to various minerals. INSETS: Governments control and restrict;Minerals ain't oils;Staff health tones up return.

The article presents interviews with three of Australia's leading manufacturing executives about opportunities in manufacturing. The executives are Denny Mooney, chairman and chief executive of car and component manufacturer GM Holden; Trevor Carroll, managing director of whitegoods manufacturer Electrolux Home Products; and Christopher Janssen, chief executive of GPC Electronics and president of the Australian Electrical and Electronic Manufacturers Association.

The article profiles Greg Swann, the chief executive of the Colingwood team in the Australian Football League in 2007. It includes background information on Swann and his work experience as a sports-team executive, as well as the different investment opportunities for the Colingwood team and brand for Australian capitalists.

The article focuses on infrastructure and industrial services company United Group Ltd. in Australia. The company achieved a record net profit of $78.7 million in 2005-2006. It has an aggressive growth strategy in areas such as resources, infrastructure and property management. CEO Richard Leupen expects substantial growth on Asian countries' upgrade of their power, water and transport infrastructure and its corporate real estate services. Setbacks facing the company are also included.

The article focuses on the application of technological innovation in manufacturing industries in New South Wales, including A1 Rubber. A1's CEO, John Randel, has created an automated factory equipment for faster production of rubbers and cut down the company's labor costs. Randel aims to package a group of products and sell them as a complete solution system that meets the country's standards.

The article focuses on the plans made by Leigh Clifford, the chief executive officer of Rio Tinto PLC in Australia, to engage the company in global business to improve efficiency and cost. The company is a leader in finding, mining and processing the earth's mineral resources. The company is also planning diversify its earnings away from mining and into land development. INSET: The battle of the giants, by Adele Ferguson.

The article presents developments in the conglomerate company Wesfarmers Ltd. The new company's CEO Richard Goyder is struggling to catch up the great performance of former CEO Michael Chaney. Wesfarmers is experiencing difficulties especially on making acquisitions due to bursting of private-equity but Goyder remained confident that the company could beef up. Goyder planned on expanding the opportunities of its five businesses.

The article profiles David Kirk, the new chief executive officer (CEO) of John Fairfax Holdings Ltd. Kirk was responsible of establishing the new image of the company in the market. The CEO aimed to make the company's image as the new-age digital business combining the of solid reputation of print and online.

The article reports on the business conflicts between two of Australia's transport companies, Patrick Corp. and Toll Holdings. Patrick Corp. chief executive officer (CEO) Chris Corrigan expressed dismay over Toll Holdings CEO Paul Little's hostile takeover bid for Patrick. Corrigan suspected the Australian Competition & Consumer Commission's decision on merging Toll and Patrick. Meanwhile, Little has also been doing his best moves to further the company's business operations . INSETS: The challenges for transport;What QR must try to do;What Lindsay Fox must try to do.

The article profiles Rob Murray, chief executive of Lion Nathan Ltd. in Sydney, New South Wales. Before, Murray was the managing director of Nestle Australia. He has spent more than 20 years in the consumer goods sector, working for a diverse range of companies. His business skill is turning around companies and developing brands. His latest challenge is finding a growth strategy for the Lion Nathan Ltd. INSET: What Murray must do, by Adele Ferguson..

Profiles John Stewart, chief executive officer of the National Australia Bank Ltd. Career background; Achievements and awards; Civic activities; Educational attainment; Biographic profile; Institutional and organizational affiliations.

Details the plans of chief executive Andrew Forrest for Fortescue Metals Group. Reports that Forrest has been lobbying federal treasurer, Peter Costello and other government officials to rewrite legislation that would help Fortescue have access to BHP Billiton and Rio Tinto's port and rail infrastructure projects in the Pilbara; Expected cost of the project; Problems confronting the coal industry in Australia; Controversies facing Forstescue; Challenges facing Forrest. INSETS: THE TORTUOUS ROAD.;ANDREW FORREST.;Cut to the chase..

Focuses on the appointment of Richard Goyder as the next chief executive officer of Australia-based Westfarmers. Important decisions that Goyder has to make as head of the company; Challenges in filling the shoes of former chief executive Michael Chaney. INSET: Moving up the ranks..

Provides some insights into the operations and problems of the Australia-based airline company, Qantas Airways under chief executive, Geoff Dixon. Controversies over the resignation of Dixon and the succession of chief financial officer, Peter Gregg; Issues on the political nature of aviation; Market trends and economic indicators that influence operations in aviation; Issues on competition, industrial relations, government policy, oil prices and stock prices. INSETS: The big challenges.;The man most likely..

Profiles Tom Phillips, chief executive of Mitsubishi Motors Australia. Career history; Success of Mitsubishi's advertising campaign aimed at restoring consumer confidence in the company; Positive performance of Mitsubishi in 2005; Phillips' efforts to save the company; Company's plan to launch the PS41 on October 13, 2005.

Presents a round up of top female executives that are bringing their intellect, strong people skills, vision and drive to Australia's top corporate echelons. Liz Cacciottolo, chief executive, UBS Wealth Management Australia; Christine Bartlett, chief executive, Jones Lang LaSalle; Leanne Jarrett, chief financial officer, global consumer group, Citibank Australia.

Reports on the decision of Chris Corrigan, CEO of Patrick Corp. to make an unsolicited bid for Virginia Blue in Australia. Focus of Corrigan on take long-term view for the company which affects the short-term outlook of the company; Influence of merging on making the company, the biggest business operating ports and railways in the country; Creation of supply-chain monopoly by the company's rivals to prevent high freight prices. INSET: Fox unloads..

Reports on the takeover bid of Foster's Group Ltd. chief executive officer Trevor O'Hoy for wine company Southcorp in Australia. Consideration of the speculation, skepticism and controversy toward the acquisition; Discussion of the possibility of a takeover with Southcorp's biggest individual shareholders and directors Bob and Sandy Oatley; Reliance of O'Hoy on creating a unique and valuable position in the Australian wine market.

Features Graeme John, managing director of Australia Post in Australia. Career background; History of the company and its 2003 financial performance; Management style; Statements of several executives regarding their respect and admiration for John. INSET: IN THE POST..

Reports on the business leadership of chief executive officers that help in the financial recovery of their corporations in Australia. Increase in the stock price of Computershare Ltd. under the management of Chris Morris; Improvement in the cashflow at Scott Group with the decision-making of founder and owner Allan Scott; Business benefits from the acquisition activities of CSL Ltd. under the leadership of Brian McNamee.

Focuses on Michael Chaney, chief executive of Wesfarmers Ltd. and BRW's Most Admired Business Leader. Career background; Personality; Chaney's view of the business world; Economic intelligence; Management skills; Management style; Achievements; Advice for other chief executive officers.

Focuses on the responsibilities of Chris Roberts as the new CEO of Cochlear Ltd. in Sydney, New South Wales. Announcement of the company's earnings; Strength of the intellectual property position of the business in the biotechnology sector; Importance of innovation for the medical device firm.

Focuses on the business performance of Australian telecommunications firm Telstra Corp. Ltd. in 2004, and the role of chief executive Ziggy Switkowski in the firm's growth. Company history; Stock value; Goal of achieving a four percent revenue growth by 2006; Stockholders' dismay over the value of the company's stocks. INSET: THE HOT SPOTS..

Presents the cautious and methodological approach of chief executive officer David Morgan to business for Westpac Banking Corp. in defending itself from various problems in Australia. Competition in the business banking division; Annual earnings growth of the business; Acquisition in the funds management business. INSETS: Earnings up, for most.;The next big thing..

Focuses on the takeover expansion plan of supermarket company Woolworth Corp. Insights of Woolworth chief executive officer Roger Corbett on the interim results of the company for the year 2003; Increase in net profit; Company's interest in acquisitions.

Shares the views of Michael Dell, CEO of Dell Inc., on how Australia can remain competitive globally by refocusing its local technological industry. View that Australia should build technology-focused knowledge bases around its core strengths and focus on industries in which it has a natural competitive advantage like mining and agriculture; Perspective on Australia's attempts to compete in global industries such as life sciences and information technology.

Discusses the challenges facing John Stewart, chief executive of National Australia Bank. Task of unveiling the company's earning for the six months to March 31, 2003; Implications of future earnings; Bank's provision for bad and doubtful debts; Improvement of risk-management procedures; Treatment of mortgage broker commissions; Consideration of accounting changes that may affect capital position and profits; Future of the bank's operations in Great Britain.