INDEX
- A
- Accountability, 239, 295
- tracking/monitoring, 117–118
- Accounting (reporting system), 35
- Acquired company, leaders (politics), 276–277
- Acquiring, developing, encouraging, planning, and transitioning (ADEPT), 143–144
- Acquisition, key people (presence), 134
- Acquisition over time, 134
- Action plans, 115–117
- Actors, definition, 220
- ADEPT (acquiring, developing, encouraging, planning, and transitioning), 143–144
- Adjustments, 331
- Albertson's, change management, 295–296
- Alignment workshop, 303
- All-hands meetings, 312
- Allon, Gad, 51–52
- Amazon, growth, 15
- Amtrak, competitors, 9
- Announcement, 321
- Apprenticed craft, 230, 231–232, 243
- Appropriateness/performance grid, 260t
- Arbitrage, 16
- Artistic leadership characteristics, 254t
- Artistic leaders, impact, 254
- Aspirations
- evolution, 213–214
- Aspirations, importance, 94–95
- Attachment bias, 316
- Attitude, 50, 133, 153, 203, 244, 315
- pivot point, 212–213
- Awareness, interest, desire, action (AIDA), 77–78, 87–90
- B
- Bailliez, Karl, 150–152
- Balanced scorecard, 331–332
- Balance-level data, mapping, 169
- Balance sheet, 146
- Base salary/benefits, supply, 224
- Batlaw, Anish, 232–234
- Battersea Arts Center (BAC) scratch process, 65–67
- Beckmeyer, Linda, 257
- Be-do-say, 135–137, 210, 216, 313
- Beginnings, magic, 66, 68
- Behaviors, 203
- Behaviors, relationships, attitudes, values, and the environment (BRAVE), 9, 49, 199
- Benedict-Nelson, Andrew, 218–220
- Bias, impact, 228–229, 316
- Bio-mimicry, 44
- Blankfein, Lloyd, 210
- Blue cards, usage, 62, 63
- Blue Man Group, 218, 219f
- Board
- Bosch, Seeo purchase, 257
- Bosses
- Bottom-line enablers, investment, 16–17, 34–35
- Bounce (Syed), 230
- Bounded authority, 118, 239, 294
- Brands
- Branson, Richard, 44, 47
- BRAVE (behaviors, relationships, attitudes, values, and the environment), 9, 49, 199
- Breaks, usage, 66, 69
- Bridge, execution, 17
- Brown, Bill, 137
- Brown, Bobbi, 44, 45–46
- Brown, Bruce, 49–50
- Brown, Michael, 223
- Brown, Tim, 48
- Buckingham, Marcus, 250
- Bujno, Maureen, 192
- Burke, Dan, 240
- Business
- “Buyable” management team, building, 359
- Buying influences
- C
- Call to action, 292, 322
- Capabilities, 326
- Capital structure management, 167–170
- Cash acquisition, 134
- Cash, financing usage, 166
- Cash flow, 146, 331
- Cash management, 16
- Catmull, Ed, 241
- Chairperson, responsibilities (division), 188–190
- Change, 211–212
- Change Monster, The (Duck), 297
- Character, understanding, 210–211
- Charan, Ram, 232–234
- Chief Executive Officer (CEO)
- Chief Innovation Officer (CIO), elimination (reasons), 69–71
- Chiefs of staff, 283–284
- definition, 282
- Chief transformation officers, definition, 282
- Childs, Henry, 51
- Clifton, Don, 250
- Closing, control, 356–357
- Cohen, Yaacov, 126
- Collaboration, 119
- Collaborators, examination, 8
- Colleagues, respect, 239, 240
- Commercial growth, resources (usage), 105
- Commercial/innovation/technology strengths/operations, improvement, 6
- Commercial success, enabling, 108–109, 171
- Commission plans, usage, 225
- Committed (engagement level), 293
- Communications
- Company
- Compensation, 233
- systems, guideline, 224–225
- Competitiveness, 107
- Competitors, examination, 9
- Compliance (reporting system), 36
- Conceptual selling, components, 88
- Conditions, examination, 9–10
- Configuration, definition, 220
- Connection process, 128, 138
- Consumer
- Contingency planning, 255, 258, 337
- Continual improvement, 111
- Continuous improvements, realization, 16
- Contracts, negotiation, 355–356
- Contributors (engagement level), 293
- Control, dilution, 4
- Cook, Tim, 203
- Core competency/capabilities, 12, 143
- Core focus, 11–13
- Core innovation, 62
- Corporate social responsibility, 214
- Cost optimization, 105
- Costs, leveraging, 4
- Coyne, Kevin/Edward, 276
- Creative brief, 95–99
- Creative idea generation (order), directed iteration (impact), 64–66
- Creative people
- Creativity, 53–61
- Credit documentation, review, 168
- Crises
- Crisis of confidence, early warning system (usage), 311–312
- Critical mass, creation, 4
- Cultural due diligence, 144–146
- Culture, 153–154, 233, 335
- change, 295–296
- choices, 326
- culture of independence, 202–203, 202f
- culture of stability, 204–205, 204f
- delivery-focused culture of interdependence, 206f
- evolution, 213–214, 339
- examination, 9
- impact, 197
- perspectives, differences, 217–218
- service-focused culture of flexibility, 208f
- shift, 70
- stories, change, 216–217
- term, definition, 29
- understanding, 210–211
- Culture Factor, The (Groysberg), 201
- Customer-obsessed employees, impact, 137
- Customer relationship management (CRM), 32, 80
- Customers
- Customers, Collaborators, Culture, Capabilities, Competitors, and Conditions (6Cs), 97
- D
- Darr, Aaron, 167–170
- Darwin, Charles, 211, 341
- Darwinian evolution, 217
- Data, analysis, 286
- Deal, 355–356
- Deal, financing, 131
- Debt
- Decentralized organization, function, 27, 256
- Decision-enabling, usage, 239
- Decision-making, 287–289
- Decision point, personal presence, 149
- Decisive force, concentration, 148–149
- Decisive objective, setting, 148
- Define, discover, develop, and deliver process, 63
- Delegation, empowerment, 294
- Deliver-focused organizations, 237
- Delivery, 110
- culture, 25
- Delivery-focused culture of interdependence, 206f
- Delivery-focused organizations, 20, 25–26
- Deputies, definition, 282
- Design, 109
- Design-focused core, components, 201
- Design-focused culture of independence, 202f
- Design-focus organizations, 19, 20–22, 200–203, 237
- Destination, identification/reevaluation, 317
- Determination (change stage), 298–299
- Detractors (engagement level), 293
- Deviance, definition, 220
- Deviant behavior, impact, 220
- Differential strengths, 217
- Direct announcement, 321
- Directed iteration, 64–66
- Direction, importance, 239
- Disabilities, overcoming, 218
- Distress, 59–61
- Distribution, 111
- Diversity
- Diversity, equity, and inclusion (DE&I), 264, 310–311
- Document sharing, 126
- Donahue, John, 49
- Donald, Jim, 28, 147, 198–199, 295–296
- Driving Eureka (Hall), 62
- Drucker, Peter, 212
- Duck, Jeanie Daniel, 297–298
- Due diligence, 6, 131, 139–149, 355–356
- checklist, 157–163
- E
- Early warning system, usage, 311–312
- Early wins
- Earnings before interest, taxes, depreciation, and amortization (EBITDA), 6, 17, 169, 271, 331
- Earnings per share (EPS), presence, 5
- eBay, purchase decision, 49
- Eisenhower, Dwight, 231
- Eisner, Michael, 16–17, 240
- Emotional announcement, 321
- Emotional communication, 323, 347
- Employees
- Empowered employees, impact, 137
- Enablers, 326
- definition, 29
- End-market analysis, 32–33, 81–82
- End-to-end process flow, 33
- End-to-end production strategy, development, 33
- Engagement (driving), communication (usage), 307
- Engagement levels, 293
- Enterprise-level priorities, definition, 282
- Environment, 202, 243
- Equity, financing usage, 166
- Equity plans, usage, 225
- Escalation bias, 316
- Ethos, 318, 323
- Events, reaction, 342, 345
- Evolution
- Evolutionary change, 211
- Evolutionary innovation
- Excel-based compliance certificate schedules, building, 169
- Executional tactics, 333
- Executive onboarding, 239–242
- External stakeholders, identification, 321–322
- F
- Fair value, 13–14, 131–132
- False trade-offs, avoidance, 70–71
- Federal Express (FedEx), marketing efforts (targeting), 8
- Feldman, Mark, 288
- Fill rates, increase, 270
- Financial engineering, 16
- Financial governance, 175, 179
- Financial information, review/verification, 157–158
- Financial items, examination, 180
- Financial planning and analysis (FP&A), 35
- Financial quarters, goals/targets, 334
- Financial reporting systems, 35–37
- Financial resources, prepositioning, 345
- Financial rigor, building/maintaining, 168–170
- Financial threats, 343
- Fit, importance, 237–238, 251
- Five Forces (Porter), 10
- Five Frogs on a Log (Feldman/Spratt), 288
- Flexibility, 208–210
- Ford, Bill, 235
- Formal announcement, 324, 324t
- Frequency bias, 316
- Fruition (change stage), 298, 299
- Future capability development planning, 337
- Future capability planning, 255
- Future culture/capabilities/perspectives, requirements, 256–257
- Future, definition, 220
- Future organizational capability planning, 264
- Future projections, 14
- G
- Gaps
- Gardner, Howard, 60
- General Atlantic, talent playbook, 232–235
- Gerstner, Lou, 212
- Godin, Seth, 219
- Goldman, Matt, 218
- Good enough (minimum viable, equivalence), 107–108
- Go-to-market capabilities, strengthening, 16
- Go-to-market process, 108–109
- Go-to-market strategy, 32–33, 81–82
- Governance engineering, impact, 16
- Governance process, 334–335
- Governance, strengthening, 34
- Gregory, Rob, 189
- Groysberg, Boris, 201
- Guest experience, 199
- Guided accountability, usage, 28
- Gun market, Trump election (impact), 10
- H
- Hackett, Jim, 48
- Hall, Doug, 60, 62–64
- Hammerstein, Oscar, 232
- Happiness
- Hardware/software enablers, 30
- Hard-won experience, 230, 231, 243
- Haselden, Stuart, 136
- Headline, 322
- Health/well-being, importance, 214–215
- Herdon, Mark, 282
- Herzberg, Frederick, 272, 308–309
- Hierarchical organization, 23, 256
- Hierarchy of needs (Maslow), 308
- History, definition, 220
- Human-centered design process, 67
- Human resources (HR)
- Hunt-Davis, Ben, 27
- Hygiene factors (Herzberg), 272–273, 309
- Hygiene factors (Maslow), 273
- I
- Idea, Planning, Test, Feedback, Analysis, and Time (scratch process), 67
- Ideas
- Iger, Bob, 239–242
- Implementation (change stage), 298, 326, 332
- Incentives, 223, 233
- Inclusion, impact, 247
- Incremental improvements, realization, 16
- Independence, 200–203
- Indirect announcement, 321
- Inflection point, management, 291
- Information flows, 119
- Information technology (IT), 30
- Infrastructure, 146
- In-house services, usage, 270
- Innate talent, 230–231, 243
- Innovation, 43–48
- Innovation/technology
- Inorganic growth, 15
- Inspirational communication, 347
- Inspirational message, 323
- Insurance (reporting system), 36
- Integration, 357
- Integration management office (IMO), 306
- Intellectual property information, examination, 160, 182
- Intelligence, types, 60
- Interaction, technology (usage), 126
- Interdependence, 206–208
- Interdependencies, 118
- Interest, fueling, 88–89
- Internal communication, usage, 339
- Internal rate of return (IRR), 234
- Internal stakeholders, identification, 321–322
- Interpersonal leadership characteristics, 254t
- Interpersonal leaders, impact, 254
- Investment case, 23, 354–355
- Investors, capabilities (building), 360
- Isdell, Neville, 239
- Iteration
- L
- Lafley, A.G., 48
- Lasseter, John, 241
- Launch plan approach, 94
- Leaders
- Leadership, 227
- abrogation, 112–113
- adjustment/advancement, 335–337
- characteristics, 254t
- development plan, preparation, 336
- feedback, 335
- integration leadership, 281
- iteration, steps, 342
- plan (refinement), support partners (identification), 336–337
- response, 300
- team members, selection, 238
- team, understanding, 232
- Leading question, definition, 314
- Lean, realization, 16
- LEAP, 62, 64
- Learned knowledge, 230, 231, 243
- Legal/compliance issues, checking, 162–163
- Leitner, Jeff, 218–220
- L'Enfant, Pierre, 64–65
- Leslau, Cosmin, 257
- Leverage, usage, 53–54
- Lewis-Fernandez, Eldonna, 137–138
- Limited partners (LPs), money (raising), 6
- Limits, definition, 220
- Lincoln, Abraham, 274
- Linver, Sandy, 316
- Logos, 318, 323
- Loh, John Michael, 119
- Long-term incentive plan (LTIP), 225
- Long-term incentives, usage, 225
- Long-term planning, 335, 338
- Lorelli, Mike, 189–190
- Lucas, George, 241–242
- M
- Machine posture/culture, 127
- Machine strategy, 126–127
- Mackey, John, 44, 45
- Management cadence, 349
- Management office, integration, 271
- Marcus, David, 49
- Market access, 4
- Marketing, 108–109
- Maslow, Abraham, 273
- hierarchy of needs, 308
- Material contracts, review/verification, 159–160, 181
- Matrix organization, 25–26, 256
- Maymin, Phil/Allan, 235
- McDonald, Bob, 49
- McKay, Luke, 217
- Meaningfully unique framework, 63
- Meetings
- Merger, control, 134
- absence, 137
- Merger of equals, 135
- Mergers and acquisitions (M&A), 30
- advisory services, 8
- agreement, building, 139
- alternatives, finding/creating, 138–139
- aspect, release (decision), 4–5
- change stages, application, 298–299
- deal, 44, 83, 87, 176
- execution, reasons, 4
- investment case model, 13–17
- management, 138–139
- negotiation, 155–156
- organizational/operating priorities, 13
- strategy/agenda, 306
- stress/calmness, 262–263
- success/failure, culture (impact), 197
- surprises, adjustment, 340
- types, 134–137
- Message
- Messaging, 322t
- Middle managers, impact, 55–57
- Milestones
- Miller Heiman methodology, 85
- Miller, Scott, 241
- Mines, Herbert, 166
- Mission, 326
- constraint, impact, 57–58
- Money
- Moody, Jeff, 189
- Moross, David, 189
- Mother Teresa, focus, 307
- Motivating factors, 309
- Motivation, usage, 228, 251
- Moynihan, Daniel Patrick, 119
- Murphy, Tom, 240
- Museri, Rafi, 57
- O
- Obama, Barack, 69
- Offering, awareness, 88
- Office politics, BRAVE approach, 275
- Ogilvie, Tim, 55, 56
- Ongoing due diligence, 147–149
- Open communication, increase, 213
- Operating items, credit documentation review, 168
- Operating priorities, 143
- Operating rhythm, 233
- Operation
- Operational excellence, 111
- Operational improvements/engineering, 15–16, 33
- Operational jump-shifts, impact, 16
- Operational process, impact, 333–334
- Operational resources, prepositioning, 345
- Operational rigor/accountability, enhancement, 11, 141–142
- Operational success, enabling, 171
- Operations strategy, 15–16
- Opportunities, pursuit (decision), 5–6
- Order, importance, 229
- Organic growth, projection, 14–15
- Organic revenue growth, 77
- Organization, 32, 80
- Organizational capabilities, 30, 143
- Organizational/operating priorities, 12–13
- Organizational process, 333
- Organizational structure, 233
- Organizing concept/message, usage, 317–318
- Ovalles, Michael, 306
- Overarching strategy/posture, 11
- Oxman, Neri, 44, 64–65
- P
- Parthood, definition, 220
- Pascal, Blaise, 105
- Pathos, 318, 323
- PayPal, purchase, 49
- People
- Perfection, 66, 68
- Performance
- Performers, investment, 261–262
- Perlmutter, Ike, 241
- Perot, Ross, 225
- Personal distress, 61
- Physical assets, review/verification, 162, 183
- Physical threats, 343
- Plan-do-study-act cycles, 63
- Planning/communication, conversations, 271
- Plans, 29
- 365-day plan elements, 31–35
- Politics, 269
- Porter, Michael, 30
- Portfolio companies, sale/capitalization, 6
- Position profiles/potential, 262
- Positive deviance, increase (process), 221–222
- Positive synergy, 235
- Post-announcement timeline, 324
- Post-pandemic changes, 214–216
- Powell, Colin, 147–148
- Practiced skills, 230, 231, 243
- Pre-announcement timeline, 323
- Predominance, 106
- Preparation (change stage), 298
- Presentation planning, 316–320
- Press interviews, 329
- Priorities, 346
- management, 283
- Private equity (PE) deal, 44, 87, 176
- Private equity (PE) firms
- Private equity (PE) investment, 83
- Private fiduciary boards, representation, 186
- Process, 146
- Procter & Gamble (P&G)
- Produce-focused organizations, 237
- Producers, leading, 24
- Product
- Production, 109
- Production-focused culture of stability, 204f
- Production-focused organizations, 19, 22–25
- Product/service
- Profitability cube, usage, 80–81
- Programs
- Project management office (PMO), 281–282, 284–286
- Projects
- Prospect, action, 89
- Prototypical chronology, example, 353–359
- Prototypical order, 353
- Public boards, fiduciary duties, 185–186
- Purchase
- Purchasers, impact, 85
- Purpose
- Purpose/direction, 116
- R
- RACI (Responsible, Accountable, Consulted, Informed), 96, 187
- Rational communication, 323, 347
- Read, Carveth, 5
- Real estate, review/verification, 162, 183
- Reality, 210–212
- Recapitalization, 17
- Recent bias, 316
- Recruiting, 267
- Reddy, Kevin, 71–72
- Redundancies
- Regulatory governance, 175
- Reiter, Hal, 166
- Relationships, 203, 244
- Reputational threats, 343
- Research and development (R&D), 30
- Resources, 239, 294
- Responsibilities, division process, 188–190
- Responsible, Accountable, Consulted, Informed (RACI), 96, 187
- Return on investment (ROI), 5, 17, 127, 331
- focus, 306
- Reward/recognition, 339
- Rework, importance, 68
- Ribberstrom, Kristian, 217
- Ride of a Lifetime, The (Iger), 239
- Risk taking, 72
- Roles, 260–261
- Rubio, Jennifer, 135
- Rudman, Rick, 144–146
- Rudnicki, Jeff, 7
- S
- Saban, Nick, 232
- Sales, 108–109
- Sales team
- Salka, Susan, 270–272
- Satisfaction, 308–309
- Scenarios, preparation, 342
- Schiffer, Zoe, 136
- Schoer, Allen, 310
- Science, Technology, Engineering, and Mathematics (STEM), 69–70
- Science, Technology, Engineering, Arts, and Mathematics (STEAM), 69–70
- Scientific leadership characteristics, 254t
- Scientific leaders, impact, 254
- Scope, function, 128
- Scott, Jeff, 287–290
- Scratch process, iteration (importance), 65–66
- Scully, John, 189
- Second guesses (elimination), time constraints (impact), 58
- Seeo, Bosch acquisition, 257
- See Think Solve (Leitner/Benedict-Nelson), 218, 219
- Self-actualization, 273, 309
- Self-esteem, 273, 309
- Self-respect/self-confidence, 240
- Seller funding/earnout, 166
- Service, 110. See also Product/service
- Service-delivery differentiators, 17
- Service-focused culture of flexibility, 208f
- Service-focused organizations, 20, 26–28, 237
- Service innovation, imperatives, 71–73
- “Seven Steps to a More Strategic Board” (Deloitte), 190–191
- Shannon, Elaine, 112
- Shapira, Aithan, 217
- Shared purpose, 70, 71, 274
- Shared responsibilities, impact, 26
- Shen, Eugene, 235
- Shimanski, Charley, 312–313
- Short-term incentive plan (STIP), 225
- Short-term incentives, usage, 224
- Sinek, Simon, 200, 228
- Single sales objectives, usage, 89, 99
- SIPOC (supplier, input, process, output, customer), 25, 84, 110, 128
- Situational questions, 345–346
- Situation analysis checklist, 38–39
- Skepticism, interruption, 300–301
- Skills Plus Minus framework, 235–236
- Smale, John, 207
- SMART format, 116
- Social norms, impacts, 219
- Society
- Sorkin, Andrew Ross, 210
- Speak and Get Results (Linver), 316
- Specialized organizations, function, 256
- Speed, importance, 213
- Spratt, Michael, 288
- Stability, 204–205
- Stagnation (change stage), 298
- Stanton, Phil, 218
- Stevens, Ericka, 246–247
- Stice, Jimmy, 59
- Stories, change, 216–217
- Strategic enablers, impact, 12, 143
- Strategic organizational planning processes, 333t
- Strategic priorities, 140–141, 255–257, 326
- Strategic relationships, 94
- Strategic sales, 85
- Strategic selling, 99–101
- Strategos, 294
- Strategy
- Stratton, Dennis, 299–302
- Strength, 107, 230–232
- Strength, weakness, opportunity, and threat (SWOT), 10, 40, 91
- Stress, strengths mismatch, 60–61
- Success
- Succession planning, 255, 258, 337
- Superiority, 107
- Supplier, input, process, output, customer (SIPOC), 25, 84, 110, 128
- Supply chain, 111
- due diligence, 141
- Surprises, types, 341–348
- “Surviving your new CEO” (Coyne/Coyne), 276
- SWOT (strength, weakness, opportunity, and threat), 10, 40, 91
- Syed, Matthew, 230
- Synergistic revenue enhancers, 15, 31
- Synergy, 106
- Systematic innovation, change (leadership), 62–64
- Systems, 62–66, 146
- acquisition/merger, 33
- Systems/process, organizational/operating priorities, 13
- T
- Tactical capacity, 333
- Taktikos, 294, 333
- Talent
- Talent (Batlaw/Charan), 232–233
- Tasks, definition, 282
- Tax (reporting system), 36
- Team
- Technologies
- Think Like a Negotiator (Lewis-Fernandez), 137
- Thompson, Tanya, 54
- Threats, types, 343
- Three goods, 261–262
- Top-line enablers, investment, 16–17, 34–35
- Top-line growth, 31
- Touch points, 310
- Transformational leader, implications, 309
- Transformation officers, 286–287
- definition, 282
- Transition/transformation offices, 281–282
- Travis, Will, 61
- Treasury (reporting system), 36
- W
- Walton, Sam, 46, 207
- Watchers (engagement level), 293
- Weakness, strengthening, 4
- Wells, Frank, 17
- West, Andy, 7
- Whitman, Meg, 48
- Whole Foods, innovation, 45
- Wink, Chris, 218
- Winning, attitude, 91, 97–98
- Win prescription, simplicity, 296–297
- Winterkorn, Martin, 112
- Wooden, John, 340
- Working capital
- Work-life balance, importance, 214–215
- World
- Z
- Zechovoy, Oz, 57
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