Align Business Advisory Services’ Post

Here's something most leaders don't think about when navigating their next career move: The skills needed at the executive level can vary dramatically based on who your company's shareholders are. ICEO Peer Advisor, Jim Dwyer, recently shared his experience on the adaptability required throughout a long career in executive roles. From public companies where demands are based on quarterly targets to PE-backed firms that require fast decision-making and limited resources, the needs are very different. "As I talk with executives looking to transition into leadership roles in organizations with capital structures different from those where they ‘grew up', I enjoy working with them to get a good grip on what it takes to be successful in the new environment." Read the full article: https://lnkd.in/gaftSr7k

Here's something most leaders don't think about when navigating their next career move: The skills needed at the executive level can vary dramatically based on who your company's shareholders are. ICEO Peer Advisor, Jim Dwyer, recently shared his experience on the adaptability required throughout a long career in executive roles. From public companies where demands are based on quarterly targets to PE-backed firms that require fast decision-making and limited resources, the needs are very different. "As I talk with executives looking to transition into leadership roles in organizations with capital structures different from those where they ‘grew up', I enjoy working with them to get a good grip on what it takes to be successful in the new environment." Read the full article: https://lnkd.in/e6GM5SXw

🌟 Closing the Leadership Gap in Private Equity 🌟 At the heart of accelerated value creation in private equity lies capable leadership. To bridge this gap effectively, both investors and management must demonstrate and monitor how leadership drives enhanced value creation by identifying, safeguarding, reinforcing, and expanding value. These critical actions occur at three pivotal levels: within the PE firm, at the portfolio companies (portcos), and within the context of specific deals. Here's a breakdown of the essential changes required at each level: FUND LEVEL: Empower Human Capital Partnerships: Appoint a dedicated human capital partner within the PE firm's senior leadership. This individual should possess extensive experience in hiring, executive development, and coaching. This role should encompass transactional involvement and comprehensive support for talent enhancement across the firm and portfolio companies. Craft a Leadership Playbook: Develop a comprehensive playbook outlining processes and systems to set clear expectations, timelines, and communication patterns. This playbook should cover assessment and recruitment, leadership development and succession planning, as well as performance management and incentives. PORTCO LEVEL: Foster Learning and Collaboration: Encourage peer-to-peer learning among Portco executives through forums, events, webinars, and specialized programs. These initiatives have shown success in knowledge exchange and skill enhancement beyond the C-suite. Establish a Leadership Agenda at Portcos: Empower portfolio companies to drive leadership excellence by crafting a leadership agenda. This involves strategic talent planning, integrating human capital metrics into reporting, and transforming HR teams from transactional to strategic players. DEAL LEVEL: Embed Leadership in Deal Strategies: Ensure leadership considerations are integral to the deal thesis and due diligence. Rigorous assessments of organizational effectiveness, identifying must-keep talent, and defining key value-creating roles are crucial to protect and enhance post-acquisition value. These strategic shifts not only enhance leadership quality but also drive significant increases in portfolio company value. Ultimately, a PE firm's systematic focus on leadership excellence becomes a compelling selling point, significantly enhancing the value proposition during exits. At Eastward, our search diligence isn't just about finding talent; it's about sculpting success stories backed by data-driven precision. Our comprehensive human capital data and analytics serve as your competitive edge, enabling decisions to be evaluated against real-time insights. Post-search, our Search Summary report details the ROI of our strategies, alongside a market map of the talent pool and invaluable qualitative feedback from engaged individuals. #PrivateEquityLeadership #ValueCreation #LeadershipExcellence #WeAreEastward

Effective #boards work with management teams to create credible scenarios, challenge them to reassess portfolio choices, and prod them to think through the implications of capital and resource allocation. That tandem helps ensure that the #leadership team is equipped with strong working hypotheses about the dynamics in their industry and a winning strategy to outperform. Great boards go one step further: They ensure that #companies retool for a new world by defining stretch ambitions, pushing leadership teams to play offense, and confirming the company has the appropriate capabilities and #talent. Above all, they make sure the #operatingmodel and balance sheet will support their ambitions. Every action in a crisis can have an outsized effect. The best boards know that their actions and decisions will become part of the firm’s narrative for many years to come, defining its culture and reputation. #csuite #executivedirectors  #culturetransformation #strategytoexecution #nonexecutivedirectors #commmunications #trustbasedleadership  #boardofdirectors #valuersbasedleadership #vision #ceo #businessresilence #opportunities #riskmanagement #businessstrategy #businessgrowth #modelling  #people #values #leadership #mindset #businesstransformation  #growth #change #globalbusiness  #intelligence #trust #purposedrivenleadership #trustbasedleadership #accountability #designthinkingprocess https://lnkd.in/dYMy2YA

Here's something most leaders don't think about when navigating their next career move: The skills needed at the executive level can vary dramatically based on who your company's shareholders are. ICEO Peer Advisor, Jim Dwyer, recently shared his experience on the adaptability required throughout a long career in executive roles. From public companies where demands are based on quarterly targets to PE-backed firms that require fast decision-making and limited resources, the needs are very different. "As I talk with executives looking to transition into leadership roles in organizations with capital structures different from those where they ‘grew up', I enjoy working with them to get a good grip on what it takes to be successful in the new environment." Read the full article: https://lnkd.in/gPTRcyNM

Here's something most leaders don't think about when navigating their next career move: The skills needed at the executive level can vary dramatically based on who your company's shareholders are. ICEO Peer Advisor, Jim Dwyer, recently shared his experience on the adaptability required throughout a long career in executive roles. From public companies where demands are based on quarterly targets to PE-backed firms that require fast decision-making and limited resources, the needs are very different. "As I talk with executives looking to transition into leadership roles in organizations with capital structures different from those where they ‘grew up', I enjoy working with them to get a good grip on what it takes to be successful in the new environment." Read the full article: https://lnkd.in/d-jqXAzV

Here's something most leaders don't think about when navigating their next career move: The skills needed at the executive level can vary dramatically based on who your company's shareholders are. ICEO Peer Advisor, Jim Dwyer, recently shared his experience on the adaptability required throughout a long career in executive roles. From public companies where demands are based on quarterly targets to PE-backed firms that require fast decision-making and limited resources, the needs are very different. "As I talk with executives looking to transition into leadership roles in organizations with capital structures different from those where they ‘grew up', I enjoy working with them to get a good grip on what it takes to be successful in the new environment." Read the full article: https://lnkd.in/dixBXfej

Here's something most leaders don't think about when navigating their next career move: The skills needed at the executive level can vary dramatically based on who your company's shareholders are. ICEO Peer Advisor, Jim Dwyer, recently shared his experience on the adaptability required throughout a long career in executive roles. From public companies where demands are based on quarterly targets to PE-backed firms that require fast decision-making and limited resources, the needs are very different. "As I talk with executives looking to transition into leadership roles in organizations with capital structures different from those where they ‘grew up', I enjoy working with them to get a good grip on what it takes to be successful in the new environment." Read the full article: https://lnkd.in/gH9QSnvH

Here's something most leaders don't think about when navigating their next career move: The skills needed at the executive level can vary dramatically based on who your company's shareholders are. ICEO Peer Advisor, Jim Dwyer, recently shared his experience on the adaptability required throughout a long career in executive roles. From public companies where demands are based on quarterly targets to PE-backed firms that require fast decision-making and limited resources, the needs are very different. "As I talk with executives looking to transition into leadership roles in organizations with capital structures different from those where they ‘grew up', I enjoy working with them to get a good grip on what it takes to be successful in the new environment." Read the full article: https://lnkd.in/gSyJQEaA

Here's something most leaders don't think about when navigating their next career move: The skills needed at the executive level can vary dramatically based on who your company's shareholders are. ICEO Peer Advisor, Jim Dwyer, recently shared his experience on the adaptability required throughout a long career in executive roles. From public companies where demands are based on quarterly targets to PE-backed firms that require fast decision-making and limited resources, the needs are very different. "As I talk with executives looking to transition into leadership roles in organizations with capital structures different from those where they ‘grew up', I enjoy working with them to get a good grip on what it takes to be successful in the new environment." Read the full article: https://lnkd.in/gfqCaDaJ