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    CEO and Top Team Effectiveness Pitch Deck

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    Erika
    Equipos efectivos

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    CEO and Top Team Effectiveness Pitch Deck

    Uploaded by

    Erika
    48 views6 pages
    Equipos efectivos

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    © © All Rights Reserved

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    Equipos efectivos

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    48 views6 pages

    CEO and Top Team Effectiveness Pitch Deck

    Uploaded by

    Erika
    Equipos efectivos

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
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    CEO & Top Team Effectiveness

    Korn/Ferry International
    April, 2012

    © 2012 Korn/Ferry International ALL RIGHTS RESERVED 1


    Critical moments define a top team: Failing to build and
    cultivate the right team has significant consequences
    Disruptions Implications

    • New CEOs have a small window of opportunity to get their top team aligned and pulling
    New CEO or Top in the same direction
    Team Turnover • Newly formed teams often struggle to find their identity, resulting in poor performance
    and in-fighting

    • Innovation, increased competitive intensity, shifting consumer patterns – these


    Marketplace disruptions require nimble top teams that work well together to formulate timely and
    Disruption effective responses

    • The new teams that emerge following a restructuring frequently struggle to integrate and
    M&A / to become a cohesive unit
    Restructuring • Most mergers fail to achieve synergy promises because the top team fails to get
    alignment and deliver on the combined company’s strategy

    • New business strategies may require skills and abilities that the existing team does not
    currently posses
    New Business • Realignment of the top team is often needed to ensure that the organization is structured
    Strategy for success in a new strategic context
    • To aggressively drive growth requires team member accountability

    Poor • Poor team dynamics, misaligned priorities and “bad actors” at the top can all lead to poor
    Performance organizational performance

    © 2012 Korn/Ferry International ALL RIGHTS RESERVED 2


    Our Perspective
    High performing top teams are unique and rely on an appropriate balance of
    strategic, personal, and organizational leadership capabilities
    Personal
     Balance and consistency between individual
    (function) and team roles and responsibilities
     Commitment to personal growth, excellence, and
    self-awareness
     Engagement and personal commitment to participate
    and collaborate

    Personal
    Strategic Leadership Organizational

     Providing a clear and  Leading Mergers &


    compelling vision for the Acquisitions
    organization  Building organization
     Shared commitment to Team capability, including:
    Dynamics
    the execution of the Strategic Organizational • Talent
    business strategy Leadership Leadership • Innovation
    • Processes
     Driving corporate cost
    reduction initiatives

    © 2012 Korn/Ferry International ALL RIGHTS RESERVED 3


    Personal

    Our Approach Leadership

    Address the strategic, personal, and organizational drivers affecting Strategic


    Leadership
    Team
    Dynamics
    Organizational
    Leadership

    team dynamics and performance


    Examples of Maximizing Effectiveness

    • Clarify the business agenda and facilitate as the team defines strategy and
    goals together
    Strategic • Ensure buy-in and alignment
    Leadership • Help top team understand and map the organization’s capabilities and
    individual competencies needed to win with the strategy

    • Assess individual top team members using a full suite of time-tested,


    research-backed proprietary assessment tools
    Personal
    • Provide one-on-one coaching with individual leaders to help them
    Leadership understand their strengths and development needs both as functional
    leaders and as members of the senior team

    • Ensure team conditions, skills, and processes are in place for the senior
    team to achieve high performance
    Organizational • Test the team composition. Ensure they have the right leaders with the right
    skills and competencies to support the team’s success
    Leadership
    • Help create role clarity and role alignment for top team members
    • Implement a succession plan for sustainable top team results

    © 2012 Korn/Ferry International ALL RIGHTS RESERVED 4


    Our Global Team
    North America
    Expert Contact

    Peter Uher, Sr. Partner - Atlanta, GA Phone: +1 (404) 222-4041


    Global Lead – Senior Team Effectiveness Practice E-mail: peter.uher@kornferry.com

    Peter Thies, Sr. Partner - New York, NY Phone: +1 (212) 984-9402


    Industry Leader, Financial Services E-mail: peter.thies@kornferry.com

    Europe, Middle East, Africa


    Expert Contact

    Brigitte Morel-Curran, Sr. Partner - Zurich, Switzerland Phone: +41 43 366 77 83


    Regional Leader – Leadership and Talent Consulting Practice, EMEA E-mail: brigitte.morel-curran@kornferry.com

    Jim Tapper, Sr. Partner – London, UK Phone: +44 20 7024 9052


    Country Leader – Leadership and Talent Consulting Practice, UK E-mail: jim.tapper@kornferry.com

    Asia Pacific
    Expert Contact

    Anita Wingrove, Sr. Partner – Melbourne, Australia Phone: 61-3-9631-0344


    Country Leader – Leadership and Talent Consulting Practice, Australia E-mail: anita.wingrove@kornferry.com

    South America
    Expert Contact

    Alexandre Fialho, Sr. Partner – Sao Paulo, Brazil Phone: +55 11 2114 2208
    President – Latin America Leadership and Talent Consulting Practice E-mail: alexandre.fialho@kornferry.com

    Gabriela Castro, Sr. Partner – Bogota, Colombia E-mail: kfi-col@kornferry.com


    Office Managing Director – Bogota

    Marco Munoz, Sr. Partner – Santiago, Chile Phone: 56-2-233-4155


    Office Managing Director – Santiago E-mail: marco.munoz@kornferry.com

    © 2012 Korn/Ferry International ALL RIGHTS RESERVED 5


    © 2012 Korn/Ferry International. ALL RIGHTS RESERVED.

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