Mathew Kuruvilla’s Post

Creating a business that stands the test of time requires more than a good product or service. For private businesses aiming to build evergreen success, several key principles must be prioritized. 🌲 Vision and Values: A clear, compelling vision coupled with strong core values sets the foundation. These guide decision-making, align teams, and attract like-minded stakeholders. Cox Enterprises, for example, has committed to its values consistently for over 125 years, demonstrating the power of enduring principles (see link below). 🏫 Learning from History: Being a student of the company's history is essential, especially for NextGen leaders. Understanding the decisions and values of past family decision-makers provides valuable insights and a sense of continuity, helping guide future choices. We cover 6 more principles in the latest issue of the Governance Insights Newsletter, so subscribe today to see them all! https://lnkd.in/ebCmAqNE 🎙 Listen to our incredibly insightful conversation on Building Evergreen Success with Cox Enterprises CFO Dallas Clement here: https://lnkd.in/ehukVh7Q

It's arguably never been harder to be a CEO than it is today. The old model of 'results at all costs' has given way to shareholder governance, corporate responsibility, and DEI efforts, all while still maintaining the 'best results possible' mandate. Given that the average age of a CEO in the U.S. is 59, and that they were mentored and developed by people who don't see 'Mad Man' as a period piece but rather as a lived part of their career journey, it shouldn't be surprising that some studies find one-third to one-half of CEO's fail in the first 18 months of their tenure. Korn Ferry has found that by adding assessments that take a deep look 'under the hood' at personality traits, values and motivators, and job competencies, organizations can not only find CEO's who have improved culture fit and longevity, but also select CEO's who deliver better results. Learn more: https://lnkd.in/enzeUPPv #kornferry

Our partners at Wisnio, examined the assessment profiles of 24 successful CFOs in mid-market PE-backed businesses to understand their unique skills, behaviors, and impact on team culture. Compared to other C-level leaders, CFOs exhibit slightly higher risk aversion, prioritize analytical thinking, and demonstrate collaborative tendencies. However, they may require additional support in navigating complex organizational dynamics and maintaining customer focus. To access the full study, please click on the link below!

As an interim and fractional CEO, COO, CCO - I often get asked "what is the difference between the two" and "why is this a possible great solution" questions. Heidrick & Struggles did a great job of explaining this booming growth phenomenon and the differences in this article. https://lnkd.in/eY2TK5sf?

Effective planning and communication are crucial. Chief Executive Group highlights six key suggestions for smooth transitions. https://lnkd.in/gFdyVaEp #LeadershipTransition #SuccessionPlanning

Following the release of the 27th edition of PwC’s Annual Global CEO Survey, global leaders at the big-four firm have urged CEOs to reinvent their business models to make their organisations future-proof

Our research suggests there can be an upside to having an executive chair — when done right. Here are four main ground rules to consider if contemplating this approach: 1. The handover should be clear, visible and quick. 2. Building trust is key to success. 3. The executive chair and CEO need to be clear about the division of labor. 4. The board should be built around the needs of the new CEO. #successionplanning #governance #ceo #executivechair

It would seem that even the cutthroat financial results-driven world of Private Equity sees the need for executives who are adept at managing, motivating, and inspiring people, who are authentic and credible, and who possess high EQ and people skills. "...they are looking for substantially more from leaders today. A decade ago hiring specs emphasized a cluster of capabilities and characteristics having to do with flexibility, adaptability, and change management. Now companies increasingly have to look for executives who are also adept at managing, motivating, and inspiring people, who are authentic and credible, and who possess high EQ and people skills." VFS Executive coaching has been engaged by investors and paid by investors to grow these skills in their executives and senior leaders within their businesses. https://lnkd.in/g2d6j-mz This article, published last week reflects on how private equity firms historically paid little attention to "the art and science of leadership". They have known they need strong executives overseeing the companies they acquire, often installing new top-level leaders, particularly in the CEO and CFO roles. Then follows the tough targets and rich financial incentives to align the interests of management and investors. "In the past, PE firms could punt when it came to leadership—counting on a hard-nosed team to create value fast and leaving the patient work of building leadership capability to whoever acquired the company when the PE firm sold it. Those days are gone. Investors can no longer buy an underutilized asset, pile on debt, and turn up the pressure, because financial engineering by itself won’t generate superior returns for investors." Portfolio companies have to outperform their rivals, which means they must be motivated by superb leaders who are supported by able, execution-oriented managers.

While all of the issues addressed here relate well to anyone seeking a CEO role, not just CFOs looking to move up, I offer the strong disagreement with the final point. Any CEO candidate I have coached, prior to her interaction with the board, was encouraged to not worrying about clearly enunciating her bold vision. Of course, recognition of the success of current pursuits and courtesy to the current leadership is always appropriate. However, the board is now seeking someone to lead now and into the future. If one's vision, and her intention, is to alter such, it is imperative that she state such up-front. Doing things the way that they have been done often does not bode well for the evolution of technology, evolving employee mores, both domestic and geopolitical factors, and market shifts. You may only be suggesting tweaks or maybe dynamic change over some defined period, but whatever it is, say it. That may be precisely what some on the board desire - if not, it likely isn't the CEO role you wanted, could expect to then garner board support for your real vision, or one in which you will long survive.

In today's rapidly evolving business landscape, alignment between the C-suite and the board is crucial for successful reinvention. And yet PwC's latest CFO Survey shows a large share of financial leaders are concerned about this alignment. CFOs play a pivotal role in bridging this gap, leveraging financial insights and strategic advisory to foster cohesion. Effective communication and trust-building are essential to navigate transformation. How can CFOs enhance transparency and collaboration to ensure a unified approach to reinvention? Explore these insights in the full article: https://lnkd.in/evJZzVJk #CFOLeadership #BusinessTransformation #CLevelStrategy #BoardAlignment #FinancialLeadership