Category: Private Equity & M&A
The Case For Choosing The Likely Over The Possible
Determine big business decisions based on what is strategically likely, organizationally likely, and operationally likely. Win with smaller steps, each with a higher likelihood of success than one big leap.
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Why You Must Cut Your Losses To Invest In Your Winners
You will be better off the faster and more decisively you can cut your losses to free up resources to invest more in your winners.
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How To Reduce Your Risk Of Failure As A New CEO
As an executive onboarding into a new role, do not trust your first impressions and instincts. Instead, stop and apply more deliberate thinking to create your personal onboarding plan.
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What Deutsche Bank and Commerzbank’s Middle Managers Must Do To Survive Their Merger
Four steps middle managers at Deutsche Bank and Commerzbank should take if they want to survive a coming merger.
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Reducing CEO Turnover and Optimizing Returns in Private Equity
Private equity CEOs fall into 2 broad groups. Both are confronted with the need to adjust their leadership approaches in order to succeed
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3 Focus Areas for Executives Transitioning to Middle Market Private Equity
Focus on three areas to manage the risks and realize your opportunity during this transition to Middle Market Private Equity.
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Why You Must Take a Strategic Approach to Risk Management
Every organization must take a comprehensive, top to bottom, strategic approach to risk management involving everyone in the organization.
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Why The Merger Of Essilor And Luxottica’s Cultures Is The Key To Extraordinary Value Creation
On the surface, everything about combining Essilor and Luxottica makes complete sense. Yet there’s a fundamental cultural disconnect that risks haunting the merger for years to come. The more leadership…
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Why Managing Away Uncertainty is Seductively Counterproductive
Progress requires people to push the edges, challenge the status quo, break the boundaries into the realm of uncertainty
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