Capabilities Driven Mergers & Acquisitions – The New Meaning of Scale, part 1 of 5

What role do capabilities play in successful mergers?

Too big to fail has proven to be a flawed notion. In The New Meaning of Scale, Booz & Company partners Gerald Adolph and Paul Leinwand begin their discussion on the role of capabilities in mergers and acquisitions (M&A) and explain why pursuing a capabilities-driven M&A strategy produces more successful companies that enjoy a right to win.

The New Meaning of Scale is the first of a series of five interviews focusing on capabilities-driven mergers and acquisitions. Editions to follow include:

About the Authors

Gerald Adolph is a New York-based Senior Partner with Booz & Company with a specialty in strategy and operations for technology-driven businesses. His work primarily focuses on assisting clients with growth strategy, new business development, and industry restructuring. He has led numerous assignments in corporate and portfolio strategy as well as business unit strategy. In addition, he deals with value chain and industry restructuring driven by technology changes, and how companies respond to these disruptions and opportunities. Gerald is the co-author of Merge Ahead: Mastering the Five Enduring Trends of Artful M&A with Justin Pettit. To read Gerald’s complete biography, click here.

Paul Leinwand is a Booz & Company partner based in Chicago. He works in the consumer, media, and digital practice and focuses on capabilities-driven strategy for consumer products companies. Paul is the co-author of The Essential Advantage: How to Win with a Capabilities-Driven Strategy. To read Paul’s complete biography, click here.

StrategyDriven Podcast Special Edition 55 – An Interview with Adrian Ott, author of The 24-Hour Customer

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.

Special Edition 55 – An Interview with Adrian Ott, author of The 24-Hour Customer explores the impact of time on customers’ buying decisions; how to identify the time-value impacts associated with a product or service, the market opportunities created by the impact, and then how to formulate and position one’s offerings to create increased time-value and earn more sales. During our discussion, Adrian Ott, author of The 24-Hour Customer: New Rules for Winning in a Time-Starved, Always-Connected Economy, share with us her insights, approaches, and real-world experiences regarding:

  • the money value of time as it relates to customers and their buying decisions
  • the Time-ographics Framework and what information business leaders can glean about their products and services once they are plotted within this matrix
  • several ‘in principal’ alterations leaders can make to products and services to increase their time-value
  • actions business leaders should take to transform time-value insights into a cohesive, go-forward strategy that provides a roadmap to creating new and/or enhance existing revenue streams
  • how business leaders can measure the effectiveness of their time-value initiatives

Additional Information

In addition to the incredible insights Adrian shares in The 24-Hour Customer and this special edition podcast are the resources accessible from her websites, and   Adrian’s book, The 24-Hour Customer, can be purchased by clicking here.

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About the Authors

Adrian Ott, author of The 24-Hour Customer, is the CEO and Founder of Exponential Edge, a management advisory firm that assists leading global corporations in identifying and building new roads to revenue. Consulting Magazine called Adrian “one of Silicon Valley’s most respected strategists.” She has worked with some of the most innovative Fortune 500 and start-up companies in the world; helping them gain a market edge in today’s exponential economy. To read Adrian’s complete biography, click here.

Worn out at Work? Twelve Common Workplace Behaviors that Drain Everyone’s Energy – and How to Purge Them in 2011, part 1 of 2

The source of your exhaustion might not be the tasks you’re doing or the hours you’re working – it may be the actions of the people laboring beside you in the ‘salt mines.’ Here are twelve draining behaviors to watch out for – and what you can do to counteract them and create a more nourishing workplace in 2011.

It’s been a long, exhausting year at your workplace. You’re tired, depleted, and quite frankly just done with ‘business as usual.’ You’re laying the blame for your fatigue squarely at the feet of the increased responsibilities and long hours you’ve been facing. But you might be wrong. Working hard – when done with a good attitude in the right environment – can actually be quite invigorating.

In other words, what’s wearing you out at work might not be the work.

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About the Author

Jon Gordon is a consultant, keynote speaker, and the international bestselling author of Soup: A Recipe to Nourish Your Team and Culture, The Energy Bus: 10 Rules to Fuel Your Life, Work, and Team with Positive Energy, The No Complaining Rule: Positive Ways to Deal with Negativity at Work, and Training Camp: What the Best Do Better Than Everyone Else. Jon and his books have been featured on CNN and NBC’s Today show, as well as in Forbes, Fast Company, O, The Oprah Magazine, The Wall Street Journal, and The New York Times. Jon’s principles have been put to the test by NFL football teams and Fortune 500 companies alike. He has worked with such clients as the Atlanta Falcons, the PGA Tour, Northwestern Mutual, JPMorgan Chase, and Publix Supermarkets. To read Jon’s complete biography, click here.

Connecting with the ‘Overqualified’ Job Candidate: Why the Highly Skilled Candidate May Be the Best One for the Job (and Five Ways to Connect With Her)

These days, any position that becomes available generates a deluge of résumés. If your policy is to automatically discard those belonging to candidates you deem as ‘overqualified,’ it’s time to rethink your strategy. Here’s why.

When a job opens up in today’s economy, it receives a lot of attention. And no wonder: Over 15 million Americans need work. And if you’re a hiring manager, you may have found that the best way to shrink that pile of résumés on your desk is to weed out the seemingly ‘overqualified’ workers first. After all, you reason, those candidates will want too much money and will jump ship the minute they find a better offer. Right?

Not necessarily. In fact, a recent Harvard Business Review article suggests that when you ignore these candidates you’re missing out on the opportunity to add highly qualified talent to your organization.

The article points out that ‘overqualified’ candidates tend to show a better work ethic, stay, on average, longer than less qualified candidates, and as long as they are empowered are actually happy workers.

To back up these assertions, the HBR article cites studies from folks at the University of Connecticut, the University of South Carolina, St. Ambrose University, and Portland State University, respectively, which show that overqualified workers are high performers, less likely to quit, and value autonomy.

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About the Author

Maribeth Kuzmeski, MBA, is the author of five books, including …And the Clients Went Wild!: How Savvy Professionals Win All the Business They Want (Wiley, 2010) and The Connectors: How the World’s Most Successful Businesspeople Build Relationships and Win Clients for Life (Wiley, 2009). She is the founder of Red Zone Marketing, LLC, which consults with businesses from entrepreneurial firms to Fortune 500 corporations on strategic marketing planning and business growth. Maribeth has personally consulted with some of the world’s most successful CEOs, entrepreneurs, and professionals. An internationally recognized speaker, she shares the tactics that businesspeople use today to create more sustainable business relationships, sales, and marketing successes.

Leadership Inspirations – Unspoken Truth of Inadequate Management

“The supreme irony of business management is that it is far easier for an inadequate CEO to keep his job than it is for an inadequate subordinate… At too many companies, the boss shoots the arrow of managerial performance and then hastily paints the bulls eye around the spot where it lands.”

Warren Buffett
American investor, industrialist and philanthropist