Asutosh Padhi’s Post

Question I was asked recently: "Is this new organization you created a long-term one?" With #transformation all around, I thought: Firstly, who knows? Secondly, probably not. More than 2,100 CEOs participating in this year's PWC Annual Global CEO Survey aren't confident their companies will survive more than a decade if they stay on their current path. That's 45% of respondents. The question whether a new organizational design was made to last is a question from the past. Today, the question to ask is: "Is this new organization you created made to foster continuous learning opportunities, so people broaden their skill sets, understand the business from multiple perspectives and remain capable to deliver a competitive advantage in an ever-changing environment?" 👉 Link to PWC's survey in the comments. Worth a read.

Want to become a CEO? Then join a top strategy consulting firm! According to new analysis, aspiring CEOs would be advised to first join a top-tier global strategy firm, with more than six percent of alumni from five leading strategic consultancies going on to lead other companies. Alongside the world’s biggest investment banks, the MBB – made up of US strategy and management giants McKinsey & Company, Boston Consulting Group, and Bain & Company – are famous for picking off all of the top graduate talent. So where then do other companies go to source their most senior leaders? The MBB of course, which together with fellow consultancies Oliver Wyman and Kearney stand out as the most consistent producers of CEOs among large companies. That’s according to analysis of LinkedIn conducted by OnDeck. #ceo #consultingfirm https://lnkd.in/d9wvZpmv

Three out of four transformations fail. Brit Neuburger, Senior Advisor at BCG, and former Chief Transformation Officer shares valuable insights on how companies can achieve successful transformation. Her advice focuses on strategic and structural ways to overcome change resistance. Read on to uncover her guidance for executives aspiring to excel in the dynamic role of Chief Transformation Officers. #businesstransformation #BCGTransform

🚀 Unlocking Business Success: The Role of Strategy Consultants at MBB Firms 🚀 Hello #connections, If you guys have been following me for a while, then you must be aware of my posts regarding consulting. Most of the time, I post about varied topics in the field of consulting. Today, I want to talk about the role of Strategy Consultants at MBB (McKinsey & Company, Boston Consulting Group, and Bain & Company) firms, which are among the most prestigious in the industry. Ever wondered what it takes to propel businesses to new heights and navigate the complex world of global markets? They are the real architects of change and growth! 🏛️ 🔍 The Power of Problem Solvers: As Strategy Consultants, they dive deep into the heart of intricate business challenges, unraveling complexities one piece at a time. Their mastery lies in turning data into dynamic insights, unlocking the hidden potential within organizations. 💡 🗺️ Charting the Course: Crafting a vision for the future is their forte! Collaborating with clients, they build strategic roadmaps that align aspirations with market dynamics, paving the way for a winning edge in the competitive landscape. 🗺️ 💼 Where Numbers Meet Strategy: Armed with financial acumen, they analyze the pulse of businesses, foreseeing opportunities and mitigating risks. Their prowess in financial analysis helps shape robust and resilient strategies for sustainable growth. 💼 🤝Partners in Progress: At the core of their work is the art of forging strong partnerships. They engage with top-tier executives and management teams, becoming their trusted advisors on the journey to greatness. 🤝 🎤 Inspiring Action: Presentations are their power tools! They passionately deliver their findings and recommendations, inspiring teams to take bold steps towards realizing their full potential. 🎤 🌱 Cultivating Change: It's not just about brilliant ideas; they ensure that they come to life! Embracing the role of change agents, they support clients in implementing transformative strategies that ignite innovation and foster growth. 🌱 🤝 A Symphony of Skills: Collaboration is the heartbeat of their success. Diverse backgrounds and perspectives come together in perfect harmony, fueling their collective brilliance as they tackle challenges head-on. 🤝 📚 Shaping the Industry: Beyond their client engagements, they are passionate about thought leadership. They contribute to industry knowledge, sparking conversations on emerging trends and best practices. 📚 #strategyconsulting #mckinsey #bainandcompany #bcg #strategy #businesstransformation #innovation #leadership #successstories

The CEO journey: Finding success at every stage. The much-coveted CEO role is the pinnacle for many talented senior executives. Developing certain attributes can help them get there—and leave a legacy. The McKinsey Five-Fifty: 5 minutes for a snapshot, 50 minutes for a deep dive. https://ow.ly/1fY350QGVwF #McKinsey #FiveFifty

Can you transition leadership without trashing value? The first half of this year has been somewhat of a CEO “killing season” with several high profile executive departures and much associated controversy. US research by PWC concluded that companies that have to fire their CEO forgo an average of $1.8 billion in shareholder value each. That is an enormous amount of money and illustrates the brand damage when leadership transitions go awry. Every board member, CEO and business leader at some point is faced with a challenging executive or Director departure. From experience with a number of leadership transitions, some messy, some well implemented there are things you can do to mitigate the reaction. Former Chook Tony Boyd, one of Australia’s most respected financial journalists penned an interesting article on this theme in a recent AICD Magazine. It provides some great learnings and insights into how the media think about leadership transitions. There are three key takeaways for me from this excellent article: 1.  Demonstrating accountability for corporate missteps is essential Holding leaders accountable for bad behaviour or poor financial performance is critical to lance the boil and deal with the anger which inevitably follows a surprise departure. All too often we see protracted stand-offs between shareholders calling for accountability and companies not prepared to deliver it. This is the classic ‘death of a thousand cuts’ problem and prevents companies from moving on from the issue causing enormous brand damage in the process. 2.   Articulate a clear rationale for the change Leaving an information vacuum is the consequence of the numerous platitudes companies usually trot out to try to explain sudden leadership changes. The classic is “leaving for personal reasons” which is the ‘dog ate the homework’ of corporate communications. Our own proprietary research has probed fund managers’ views around leadership transitions and the ‘personal reasons’ explanation always comes up as a red rag to a bull. Noting non disparagement clauses and employment law complexities there is always a way through to communicate a change well. 3.  Shareholders, staff and customers usually fear the worst A poorly explained surprise departure usually causes people to believe the situation is much worse than it is leading to an overreaction in markets and elsewhere. There are several key areas that companies need to consider in order to reassure key audiences after a surprise leadership change: ·      The steps being taken to find a replacement; ·      Interim arrangements for continuity of management; ·      Reaffirm earnings guidance; ·      Reiterate commitment to strategy. #csuite #leadership #crisismanagement #reputationmanagement 

McKinsey, which has long been at the pinnacle of the consulting profession and has advised big companies and government leaders, and launched the careers of future CEOs and heads of state, is struggling to run its own shop.  Multiple rounds of voting for its CEO, its current CEO going for his second term, laid bare dissatisfaction within one of the world’s most lucrative partnerships. It also exposed the potential drawbacks of an unusual governance structure that gives McKinsey’s partners the power to choose their leader every three years. The structure works when business is booming as partners who bring in millions have little reason to agitate for change. The past few years have been anything but stable. #mckinsey #managementconsulting #strategy #leadership #governance #consulting #ceos #ceo #partnerships

“Our recent outcomes reports—drawn from analyzing the financial performance of more than 100 publicly traded companies and leadership transitions in over 500 public and private firms—offer compelling confirmation that a thorough, scientific assessment process can greatly increase the likelihood of finding the right CEO to lead the business forward. According to our findings, insights from Korn Ferry CEO assessments can help boards increase financial performance, doubling growth in market cap, in the first four years following a CEO’s appointment, as well as reducing turnover by half during the initial three years of a CEO’s tenure.”