Harvard Business

AUGUST 9, 2016

In phase one (buy and sell), PE investors looked for the equivalent of a “fixer-upper house” — a dilapidated company in a good industry that could be purchased at a discount and, after the business equivalent of some fresh paint and new appliances, resold for a profit.

Talent 28

Talent Real Estate Financial Operations 28

Harvard Business

NOVEMBER 30, 2018

My experience with even the most successful global companies is that they’re between average and poor at developing future talent. The challenge is that you’re competing against every individual in your industry who wants to be a high performer.

Turnaround 28

Turnaround Interviews Development Management 28

Harvard Business

JUNE 23, 2016

The private equity industry has a clear understanding of the importance of the medium term. The beauty of the PE industry model is that it does not succumb to the travails of the short term or the dreams of the future. A key feature of the turnaround, led by CEO Marcel Telles, was avoiding a hopelessly long-term view.

Turnaround 30

Turnaround Report Company Construction 30

Harvard Business

MAY 5, 2016

Don’t think of assistants as gatekeepers; think of them as talent scouts, always on watch for extraordinary opportunities their executives would otherwise miss. Share other cases in which you’ve helped companies in their industry gain new competitive advantages, but never start the meeting assuming your offer is right for them.

Meeting 28

Meeting Turnaround Sales Marketing 28

Harvard Business

SEPTEMBER 6, 2016

Building alignment and commitment to the firm’s strategy (in particular, by emphasizing empathy as much as urgency). Selectively developing top team members to accomplish the strategy. Not seeking CEOs who value talent development. He quickly recognized that he had to institute a new strategy and culture.

Company 28

Company Engineering Turnaround System 28

Harvard Business

NOVEMBER 8, 2017

But what if there were a way to make breakthrough progress by applying research-based tools and strategies to boost these numbers faster? Prior to landing the top job, female CEOs in the study worked in a slightly higher number of roles, functions, companies, and industries than men leading companies of a comparable size.

Interviews 28

Interviews Benchmarking Case Interview Talent 28

Harvard Business

OCTOBER 25, 2016

Disclosure: Although Avaya currently has no ties with Innovators International, my interest in Avaya’s remarkable turnaround was initially kindled by the dozens of conversations I had with many people at Avaya when the company was a partner with our organization.). It takes a major cultural shift in the company.

Methodologies 28

Methodologies Agile Metrics Exercises 28

Harvard Business

DECEMBER 7, 2016

While some situations demand outside successors — such as a turnaround or a discontinuous shift in the industry and strategy – we believe that internal candidates remain the future CEOs-of-choice. Align the board on future CEO profiles that are driven by business strategy.

Leadership 28

Leadership Talent Turnaround Benchmarking 28