Leadership is the key to sustained #value creation. But according to AlixPartners, the PE industry is not taking steps to produce sustained leadership excellence. Hunt Scanlon Ventures managing director, Drew Seaman, takes a look at why #PE still manages #talent in transactional ways.
“Today, the PE industry manages talent in transactional ways,” said Clark Perry, partner, transformative leadership at AlixPartners. “There is a critical need for PE firms and portcos to work together to develop stronger change capabilities – tactically and strategically, technically, and culturally,” he said. Significant areas of misalignment between PE firms and portcos, he added, “create conflicting leadership agendas that could derail value-creation plans.”
Read more >> https://lnkd.in/evEbTBjP
Leadership is the key to sustained #value creation. But according to AlixPartners, the PE industry is not taking steps to produce sustained leadership excellence. Hunt Scanlon Ventures managing director, Drew Seaman, takes a look at why #PE still manages #talent in transactional ways.
“Today, the PE industry manages talent in transactional ways,” said Clark Perry, partner, transformative leadership at AlixPartners. “There is a critical need for PE firms and portcos to work together to develop stronger change capabilities – tactically and strategically, technically, and culturally,” he said. Significant areas of misalignment between PE firms and portcos, he added, “create conflicting leadership agendas that could derail value-creation plans.”
Read more >> https://lnkd.in/evEbTBjP
Participants in the ninth annual PE #leadership survey conducted by AlixPartners generally agree that the most important thing they can do to achieve the financial results they demand is to pay attention to leadership and #talent.
AlixPartners noted six kinds of actions that together can elevate leadership practices with an eye specifically on quickly increasing enterprise value.
3. Deliver regular metrics on human capital progress. ‘If human capital is part of the deal thesis, then there should be key performance indicators, reports, and discussions as parts of routine communication between owners and managers. And if the PE firm doesn’t insist on such reporting, then portco management should provide it anyway, including regular discussions of succession planning and leadership development.’
Read more >> https://lnkd.in/evEbTBjPHunt Scanlon Ventures
Participants in the ninth annual PE #leadership survey conducted by AlixPartners generally agree that the most important thing they can do to achieve the financial results they demand is to pay attention to leadership and #talent.
AlixPartners noted six kinds of actions that together can elevate leadership practices with an eye specifically on quickly increasing enterprise value.
1. Ensure that leadership is a strategic priority for both investors and portcos. ‘Leaders across the industry agree that deep leadership capabilities are essential to create value in today’s #PE industry, with its longer hold times and more-complex deals such as rollups. But a strategic priority must be given a prominent place in discussions and processes.’
Read more >> https://lnkd.in/evEbTBjPHunt Scanlon Ventures
Managing Partner Executive Search | PE Firm Pre/Post Close Leader Assessments | Co-Author Best-Selling book "The Talent War" | Certified Executive Coach | Public Speaker
Is selecting a new CEO on the horizon for your firm? Is there a successor? How involved should the incumbent CEO be in the process? What role should the board play and what should they look for? This great article by Erin Essenmacher should be mandatory reading for those approaching changes at any level of C-suite leadership, not just CEOs. It was my privilege to be interviewed for this article.
At Randall Partners, LLC we help our clients successfully navigate this critical change, helping them define success, design the future of the role and then rigorously assess candidates through multiple behavioral interviews, and best-in class leadership assessments.
Leaders hiring Leaders. Create a legacy of leadership - it's the one thing you will be most remembered for.
george@randallpartnersllc.comhttps://lnkd.in/dZmGrNAq#RandallPartnersLLC#executivesearch#executiverecruiting#leadership
𝗔𝗡𝗡𝗢𝗨𝗡𝗖𝗘𝗠𝗘𝗡𝗧: 𝗙𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗼𝗳 𝘁𝗵𝗲 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗕𝗼𝗮𝗿𝗱 𝗮𝘁 𝗶𝗣𝗦 𝗣𝗼𝘄𝗲𝗿𝗳𝘂𝗹 𝗣𝗲𝗼𝗽𝗹𝗲
iPS Powerful People has experienced remarkable growth and success over recent years, highlighted by impressive year-on-year increases in both sales and profit margins, along with an expanded global footprint. These achievements reflect the strength of our business model and commitment to continuous improvement.
To support this evolution and propel iPS Powerful People into its next phase of growth, we are pleased to announce the establishment of our Executive Board, effective January 1, 2025. This board will provide strategic leadership, promote the objectives of iPS Next, and sharpen the company’s professional focus.
𝗧𝗵𝗲 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗕𝗼𝗮𝗿𝗱 𝗺𝗲𝗺𝗯𝗲𝗿𝘀 𝗮𝗿𝗲 𝗮𝘀 𝗳𝗼𝗹𝗹𝗼𝘄𝘀:
👉 Patrick Mans: CEO (Chief Executive Officer)
👉 Jan-Kees Gouwens – CFO (Chief Financial Officer)
👉 Christian Aarnoudse – COO (Chief Operating Officer)
👉 Rob Kooijmans – Director
Read more about this announcement here: https://lnkd.in/eCCT4Z4i#iPS#iPSPowerfulPeople#iPSNautech#NautechServices#Announcement#Board#ExecutiveBoard#FutureForward#Leadership#Innovation#Growth#GlobalExpansion#BusinessSuccess#Strategy#Teamwork
What makes a CEO successful? One way is making the first six to 12 months both a personal transition and a moment of institutional renewal. Learn the steps to becoming a successful new CEO: https://ow.ly/gu1c50RxxwN#CEO#CEOs#Executives#Leadership
In a world where leadership is our most precious resource, we are excited to announce the unification of its seven businesses under one cohesive brand identity, Future Leadership. This strategic move aims to streamline operations, enhance customer experience, and leverage synergies across its specialised ecosystem, now available to explore on our new website: https://lnkd.in/g38VyUWK
Since its strategic inception in 2018, Future Leadership has grown through innovation and strategic acquisitions, including cornerstone businesses Fisher Leadership (founded in 2002), NGS Global (Oceania) (founded in 2008), and CLA (founded 2016). Today Future Leadership services range from executive and board search, through to interim talent management, and across advisory offerings including leadership development, assessment, executive coaching and organisation transformation.
Managing Director, Michelle Loader, says ‘Each business brings unique strengths and expertise to our future capability ecosystem. We believe that to accelerate Australia’s leadership performance, we must take an integrated approach to sourcing leaders, developing teams, and transforming organisations.’
The combined Future Leadership team comprises founders from across the various acquisitions alongside a senior leadership team with equity stakes in the organisation. Led by prominent industry leaders such as Michelle Loader, Dr Marianne Broadbent, Dr Marcele De Sanctis, Liz Jones, Mark Lelliott, and Adam Kyriacou, the team are proud to bring together Executive Search, Interim Management and Leadership Advisory solutions under one unified brand.
