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Search parameters: - Leadership supply
February 2009Bain Brief Kick-start your talent machine
Bain Brief 2/6/2009
by Alan Bird, Paul DiPaola, and Lori Flees
Leadership becomes more urgent than ever in a downturn, and ensuring an adequate supply of leaders in the roles where they can make the most difference remains a vital priority. Closing leadership gaps and building a talent-rich organization requires careful planning.
January 2008Article Creating and sustaining a winning culture
Harvard Management Update 1/1/2008
by Paul Meehan, Darrell Rigby and Paul Rogers
According to top executives, culture is just as important as strategy when it comes to business success. Employees want to be loyal to their employer and passionate about what they are doing, and only a strong culture can cultivate that kind of ethos. But what exactly is a winning culture? And, just as important, how can a company's leaders instill it?
Go to Harvard Management Update
April 2007Article Human due diligence
Harvard Business Review 4/1/2007
by David Harding and Ted Rouse
According to Bain research, people issues are often the root of failed deals. That is because they are frequently an afterthought in the frenzy of a deal. Dealmakers gather reams of financial, commercial and operational data. But they often pay scant attention to what we call human due diligence -- understanding the culture of an organization, the roles that individuals play, and the capabilities and attitudes of its people.
August 2006Bain Brief Building a winning culture
Bain Brief 8/25/2006
by Paul Rogers, Paul Meehan and Scott Tanner
Why has Dell been consistently successful over the past decade? Aside from the operational discipline and talented people, Dell founder Michael Dell and CEO Kevin Rollins cites their success on "years and years of DNA development that is not replicable outside the company." In a word: culture. Culture can be the glue that holds an organization together and leverages it well into the future. Find out what Bain experts have to say about building a winning culture.
Article Motivating to share ownership
The Economic Times 8/10/2006
by Orit Gadiesh and Ashish Singh
Do you wish you knew what your employees did when no one was watching? Are they motivated to act like an owner? Every leader wants to be able to answer "yes." So how do standout companies ensure everyone acts in the best interest of the company? The answer: culture. In order to maintain a high performance culture, Bain experts have a few tips.
Go to The Economic Times
January 2006Article Creating the right numbers for executive pay
Forbes.com 1/18/2006
by Orit Gadiesh and Marcia Blenko
The proposed requirement that companies start publishing tables listing total compensation for top corporate officers, along with the true costs of stock options and other perks, still fails to give shareholders a true metric for executive performance. Instead, new approaches should make the link between executive compensation and shareholder value explicit and systematic. Bain & Company's interviews with more than 40 institutional investors in the U.K. and U.S. underscore this point: Nearly 100% oppose option repricing; 82% say they want to discontinue rich severance packages; and 70% are against awarding bonuses tied to acquisitions.
Go to Forbes.com
December 2005Multimedia Motivating through metrics - Audio slideshow with text transcript
Results Brief 12/1/2005
by Paul Rogers
For most businesses, particularly customer facing ones, it's the front line that makes or breaks the customer experience. Read the transcript of Paul Roger's audio slideshow, "Motivating through metrics."
 View audio slideshow
September 2005Article Motivating through metrics
Harvard Business Review 9/1/2005
by Frederick F. Reichheld and Paul Rogers
Getting the right people on board - and then all enthusiastically pulling in the right direction - has bedeviled organizations since the time of wooden ships, when the most popular form of motivation left lash marks. Today's corporate helmsmen may be more enlightened, but they still face the same challenge. How can a company transform its frontline crew into a meritocracy that pulls together?
Go to Harvard Business Review
June 2004Article Leadership without control
European Business Journal 6/1/2004
by Paul Rogers and Tom Tierney
Leading an accounting firm, an advertising agency, a consultancy, an investment bank, or a law firm is not about giving orders to employees further down the hierarchy. It's about manoeuvring a group of peers who are star performers - who constantly question, debate, and even oppose initiatives. It's like boxing with one hand tied behind your back: You lack the power to enforce decisions - even though you are in charge. This article, by two Bain partners, examines how leaders of professional service firms successfully meet that challenge.
October 2003Article Putting your leaders where it counts
Handbook of Business Strategy 10/1/2003
by Alan Bird, Robin Buchanan, Paul Rogers and Marcia Blenko
Companies that systematically and continuously put the right leaders in the right jobs outperform companies that don't - by a wide margin. In this article, the authors argue that chief executives must recognize and act on the consequences of how they deploy their best managers.
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