CEO and C-suite Succession, Corporate, Private Equity
Published in Harvard Business Review. As private-equity ownership expands and talent grows scarce, investors are increasingly recruiting CEOs from the corporate world—but not all succeed. Leading a PE-backed firm demands five capabilities: commercial orientation, strategy under pressure, wide influence, risk-taking (especially on talent), and interpersonal range. Rigorous, honest assessment of candidates’ fit and readiness improves the odds of finding the right CEO.
CEO and C-suite Succession, Founders
Third article in a series for Harvard Business Review. Founder-CEO transitions fail two to three times more often than other leadership handovers, yet handled well, they unlock a company’s next phase of growth. This article offers founders, successors, boards, and investors a practical guide to navigating the transition with clarity and intention.
Boards, Corporate, SHAPEIndex
Article featured in NACD Directorship Magazine. Boards face the challenge of navigating a rapidly evolving technology landscape. This article explores the key questions directors should ask to cultivate an environment in which artificial intelligence initiatives thrive, transforming potential disruption into a powerful driver of long-term value. Discover how directors can foster innovation by actively accelerating AI leadership within their organizations, empowering their executive leadership teams to effectively integrate AI into operations, and ensuring strategic alignment.
Corporate, Executive Development & Coaching, SHAPEIndex
Article featured in Harvard Business Review. Most generative AI programs have yet to deliver meaningful business results, but a small group of companies are breaking through. Their advantage lies in leaders who “shape” AI success by aligning innovation with strategy, fostering trust and adoption, and consistently demonstrating five key behaviors: strategic agility, human centricity, applied curiosity, performance drive, and ethical stewardship.
CEO Advisory, CEO and C-suite Succession
Newsweek Cover Story. Indian-origin executives now lead a growing number of major U.S. companies, reshaping global leadership norms. Drawing on data from ghSMART and CEO Genome research, the article highlights how these leaders excel through a rare combination of adaptability and disciplined execution—traits often forged in environments of constant change.
Founders, Private Equity
Second article in series for Harvard Business Review. Founder-led companies hold immense potential for growth in private equity–backed environments. Given the attractive upside, private equity firms are increasingly doing deals involving founder-led companies.
Founders, Private Equity
First article in series for Harvard Business Review. Founders are a unique breed—visionaries who transform ideas into thriving businesses, but often bring complexity when scaling alongside investors. To better understand what sets them apart, we launched an in-depth study of “founder DNA,” analyzing over 1,400 data points and conducting interviews across the private equity landscape. The result offers fresh insights into how investors and boards can unlock the potential of founder-led companies.
Boards, CEO and C-suite Succession
When it makes sense to appoint a board member to the top office, what can go wrong, and how to manage the sensitive dynamics involved to boost the odds of success.
