There appears to be a shift occurring in the private equity world. Sumeet Salwan refers to this as, the rise of the operating partner. I think it’s important to examine why there is now a sudden interest in the operating side of the business.
Today’s revolution is liquidating command-and-control leadership. We see a new paradigm emerging among leaders of insanely great companies: a demand-oriented, “spark-and-speed” way of leading that is characterized by these six organizing principles.
The Silent Killers of Speed and Innovation: Linear thinking and overcommitment
In a demand-driven economy, speed and quality matter. If your competitor can deliver a good solution within four hours, you’d better be delivering an insanely great solution in three. So don’t get complacent about execution. Keep watch for these two opposing silent killers.
Welcome to the final part of our Connecting Talent to Value series.
Now that the value has been identified, the roles have been determined, the right talent placed in those roles and we've factored in the risks, it's important to remember that our work is not yet complete. Value Coaching is an ongoing process that requires adjustments along the way in order to generate and maintain an upward trajectory.
Welcome to part four of our five-part series on Connecting Talent to Value.
No high-stakes venture would be worth undertaking without first considering the risks involved and determining if and how those risks are to be mitigated. We want to bend the curve upward, not the other way around so we use a simple traffic-light system to clarify the dimensions of risk.
Welcome to part three of our five-part series on Connecting Talent to Value.
Now that we've figured out which roles in the organization will deliver on the value agenda it's time to begin filling those critical roles with the right talent. But, before we rush in, we need to carefully examine the processes typically used in a standard talent search because these are no ordinary seats that need to be filled.
Welcome to part two of our five-part series on Connecting Talent to Value.
Previously, we talked about developing your value agenda in order to bend the curve dramatically upward. Now it's time to figure out precisely what roles have the most potential to deliver on this ambitious vision. During this process, we might find these key roles are not sitting nicely in the hierarchy where we thought they would be.
Welcome to part one of our five-part series on Connecting Talent to Value.
If you’re a CEO, chances are somewhat slim that you know exactly which roles in your organization are absolutely critical to realizing your company’s value agenda, who you have in them, and how well they are doing. In these times of disruptive change, can your organization afford to remain in the dark about what's really driving value?
Your job as CEO here is to select the one thing that the company can do now that will have the biggest impact on inertia and do that first. Personally sponsor the initiative if it will deliver some of the highest value in your sequence. Power it up with a FAST team. Hold the senior executive leading it accountable for getting it done well and quickly.