Success and succession : unlocking value, power, and potential in the professional services and advisory space /
| Κύριος συγγραφέας: | |
|---|---|
| Άλλοι συγγραφείς: | , |
| Μορφή: | Ηλ. βιβλίο |
| Γλώσσα: | English |
| Έκδοση: |
Hoboken, New Jersey :
Wiley,
[2015]
|
| Θέματα: | |
| Διαθέσιμο Online: | Full Text via HEAL-Link |
Πίνακας περιεχομένων:
- Title Page; Copyright; Dedication; Acknowledgments; Introduction; Section I: Operational Challenges ... and Solutions; Chapter 1: The Founder as the Sun; The Evolution of a Founder-Centric Firm; Is My Firm Founder-Centric?; Awareness; "The Painters"; Chapter 2: Replacing the Sun: A New Solar System; What Road Do You Choose?; Committing to the Road Less Traveled; Assessing the Client Experience; Welcome to McDonald's: May I Take Your Order?; Human Capital Framework; Improvement Matrix; Chapter 3: Ordering Off the Menu; Choices Have Consequences; The Easiest One; The Great "Current Income" Debate
- Equity versus "Milking"What Does a Successor Want off the Menu; Not Everyone Is William Wallace; Chapter 4: Setting a Vision, Together; STEP 1: Can We Work Together?; Step 2: Setting a Vision; Section II: Financial Challenges ... and Solutions; Chapter 5: It's Always About the Money; An Ironic Twist; Management versus Equity; Value and Control; Distribution of Value as a First Step; The Founder's Financial Dilemma; The Successor's Financial Dilemma; Building for an Exit Doesn't Maximize Value; Hope Is Not a Strategy; The Great Risk Divide; Chapter 6: Splitting the Pies: Defining What Is Enough
- Only One Thing Really MattersFour Big Questions; Defining an Exit Date; Successor Concurrence; Non-Operator Owners; Mandatory Sales/Retirement; The Pie-Slicing Exercise; Slicing the Equity; Slicing Up the Cash; Avoid the Path to Neutral; Defining What's Enough-a Real Case; What a Successor Should Ask For; Chapter 7: Let's Make a Deal; Discounting Is the Name of the Game; External Capital; Lessons from Other Professional Services Businesses; Today's Landscape; It May Be Time to Consider a Sale or Merger; What Drives Value?; Is the Firm Still Just the Founder?; Is Your Firm Strategic?
- Successor Considerations in a Merger or AcquisitionBeen There; Done That; Why Deals Don't Get Done-or Shouldn't; Section III: Emotional Challenges ... and Solutions; Chapter 8: It's Not Just an Office; Know Your Personality; The Office; Successor Surprises; The Fear of Being Wrong; Successors Don't Want to Admit Being Scared; It's Not a Light Switch; The Slow-Motion Effect; An Unfair Expectation: Successor as Advisor; Progress, Not Perfection; Chapter 9: Breaking Inertia; Do We Have an Inertia Problem?; The Four Choices; Is Doing Nothing a Risk?; How Does This Process Start?
- Can the Successor Start the Process?The Homework Assignment; Successors Should Ask Hard Internal Questions; Going All In; Showing Progress; Starting in the Future; What's Next?; Chapter 10: Derailed; The Fear of Failure-Again; Founderitis; Life After the CEO Job; Term Limits or Planned Rotation of Roles; Optimism Bias; Reality Distortion Field; Hitting the Pause Button; Necessary Endings; Chapter 11: Building a Legacy; What's in a Name?; What's Your Title?; Memorials; The Finest Legacy; Some Final Words; Bibliography; Supplemental Material; Client Touchpoint Exercise
