Numerous studies indicate that many merger and acquisition (M&A) deals fail to meet financial expectations — a figure that can vary from 50% to as high as 90%. According to McKinsey research [1], 70% of mergers do not achieve their expected “revenue synergies.”
Why do M&As fail? One author suggests a number of pitfalls [2] that can thwart success, one of which involves assigning the chief financial officer or general counsel to act as the “M&A champion.” Such individuals, already overwhelmed by the responsibilities of their demanding positions, may not have the time to do a proper job of due…
Business leaders need to become more serious about the future of work and how it will impact their workforce and the company’s long-term viability. The future of work is not just about upgrading technology infrastructure, streamlining operations, seeking efficiencies in processes, designing and creating new products and services, developing ESG programmes, and upskilling or reskilling the organisation. The foundation of this future requires much more; what it requires is transparency.
To build and maintain this foundation, leadership needs to become more familiar with the true definition of transparency — not only what it means for them, but also for their…
There are many perspectives on organisational change. One size truly does not fit all. However, many leadership teams overlook the importance of some basic principles. Through our consulting engagements, we have come across the following three key principles that seem to be the most commonly overlooked when it comes to organisational change.
No matter their experience level and knowledge, at some point in their work life, most leaders make one or more mistakes that have the potential to derail or stall their career path. Understanding the fallacy inherent in these mistakes, or beliefs, is crucial to positioning oneself to be offered and to accept growth opportunities that can satisfy the goals and desires of both the organisation and the individual.
1) Even though the definition of “success” is not clearly defined or communicated in your organisation, you still expect to be fairly promoted.
Success means different things to different people. Consequently, it is extremely important to view the definition under a reality microscope. For example, some businesses define success as 3% to 5% growth per…
As a society, we must each contribute to reducing the hidden costs of ignorance and struggle against complacency and mediocrity. By leading ourselves and guiding others in their search for becoming better individuals and developing more productive careers — as well as adults seeking meaningful employment — our efforts can significantly cut back the waste in time and money for both ourselves and the organisations of which we become part. But the endeavour is not for the weak in spirit, as it will require time, intelligence, persistence, commitment, and the right vehicles.
However, it would be naïve not to consider…
Career development for individual employees does far more than enhance the person’s skills. If effectively implemented, the end result of such a programme is a transformation in the employee’s perception of work from “just a job” to “a job that I enjoy and excel in.” While the onus for career development traditionally falls on the employer’s shoulders, the employee must also play an active part by making the most of the opportunities provided.
A successful career development strategy first requires a foundation that focuses on various alignments — between employer and employee goals and desires, between employees and their jobs…
In general, the majority of people around you want you to be successful. Your parents, your friends, your family, your partner, your employer, your boss, your team members — all the people with whom you interact on a daily basis and with whom you have a relationship — all want you to succeed in whatever endeavour you attempt.
But that’s in “general”! More specifically, consider these points:
- Your parents would never want you to fail. That’s a given.
- Your “good” friends would never want you to fail. That’s acquired behaviour.
- Your partner would never want you to fail. …
Regardless of the economic or societal turmoil happening in the world, very passionate and compassionate leaders with strong convictions are the individuals who launch and operate very successful businesses, with the ability to weather any crisis. With personal conviction closely linked to strong feelings about something, it is almost impossible to be very successful if one does not possess passion and compassion. Hence, there exists a positive correlation between very successfully run businesses and passionate and compassionate leadership.
But what about other factors, such as market savvy, technical know-how, international experience, and operational tactics? “When it comes to achieving business…
No matter how financially successful a company may be, smart leaders know how to spend funds wisely, efficiently, and effectively. Yet, so many organisations squander their budgets with little or no reward when it comes to hiring and retaining the best talent.
Companies worldwide continue to struggle with the problem of employee engagement and retention. An article in the Harvard Business Review[1] cites a survey, that analysed responses from 200,000 employees across 40 companies in 60 countries. …
Self-aware employees + Clear company goals = Outperforming organization
Many organizations waste so much money and resources on hiring, developing, retaining, and rewarding “the wrong people.” The outcome of these efforts has a huge impact on company results, be it profitability or productivity. Jacob Morgan, in his Harvard Business Review article, “Why the Millions We Spend on Employee Engagement Buy Us So Little” (March 10, 2017), provides compelling data and evidence of a strong correlation between company performance and employee experience. In his opinion, “most initiatives amount to an adrenaline shot. A perk is introduced …. over time the effect wears off.” …
