areas (4)

Execution has become the new watchword in Boardrooms.  As organizations fail to effectively implement strategies, the importance of pic-1-Organizational-DNA-Primer-300x169.jpeg?profile=RESIZE_710xexecution has risen to the forefront. Essentially, the first step in resolving these dysfunctions is to understand how the inherent traits of an organization influence and even determine each individual’s behavior. Organizations must also understand how collective behavior affects company performance.

The idiosyncratic characteristics of an organization can be codifi

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Post-merger Integration is a highly complex process. It requires swift action as well as running the core business activities pic-1-Post-merger-Integration-PMI-Integration-Checklist-300x200.jpeg?profile=RESIZE_710xsimultaneously. There is no one-size-fits-all approach to a successful PMI Process. However, careful planning focusing on the strategic objectives of the deal and the identification and capturing of synergies will help maximize deal value.

Because of the complexity of the PMI process, it is of utmost importance that organizations—both the Buyer and Target, the integration

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The business has become more challenging as the global market becomes more demanding. This change in the global market is puttingpic-2-Board-Excellence-Engagement-300x200.jpeg?profile=RESIZE_710x pressure not only on Management but also on the Board. Strategy Development now demands that organizations should not only be effective but there should also be Board Excellence.

Today, the demand has ceased to be about spending more time. Boosting the effectiveness of the Board is not anymore about spending more time. The urgent call now is to focus on changing the na

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The pressure on Boards and Directors to raise their game has remained acute. A survey of more than 770 directors from public and pic-1-HIgh-Impact-Strategic-Boards-300x200.jpeg?profile=RESIZE_710xprivate companies across the industries around the world suggested that some are responding more energetically than others.

There is a dramatic difference between how directors allocate their time among boardroom activities and the effectiveness of the Boards. One in four directors assessed their impact as moderate or lower, while others reported as having a high impact

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