Delivering results through precise, value-driven business transformations with a talent edge.
When change hits, value shifts and money moves to follow the value. But people in organizations can’t move as fast. They are stuck and disconnected. Stuck in hierarchies or with old ways of thinking, and disconnected from the value. Our founders and partners have spent decades working inside the C-Suite at large, global organizations and private equity firms. We leverage this knowledge and experience to rapidly unlock value to generate measurable results.
We build long-term capabilities to allow the work to carry on. We use cutting-edge tools that put actionable insights into the hands of business leaders across the globe to improve a company’s returns, mitigate execution risk and minimize disruption.
The prevailing characteristic of many successful HR leaders is care. To be precise, care for people. “However, I have the scars on my back to show that a caring nature has to be balanced with rigor if you are to be effective as a new CHRO,” says a new report from Hein Knaapen, managing partner
What holds true for traditional talent management, in general, holds true for succession planning in particular. Both suffer from the same flaw: a focus on supply rather than demand, according to a new report from Hein Knaapen, managing partner of CEO.works. “Talent management is about the uninterrupted availability of the right talent to drive continuous company performance; succession
Inevitably, whether through inflation, supply chain disruptions, global political turbulence, or some other force beyond our control, change hits—suddenly and without warning. When this happens, insightful CEOs need to pivot towards the must-do work and the must-have roles connected to that work. This practice will enable precision in any business transformation but is especially important
Inevitably, be it through inflation, supply chain disruptions, global political turbulence, or other unavoidable calamities, change hits – sometimes suddenly and without warning. When this happens, CEOs pivot towards the “must do” work and should pivot towards the “must have” roles connected to that work. According to Sumeet Salwan, co-founder of CEO.works, this practice enables