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June 2011

Three Things Great Leaders Do

Great leaders do three things simultaneously. They manage and inspire the human side of their enterprise—developing a vision, sharing and living values, and building a great team, including their own successors. They find ways to get growth and ever better performance out of the business they run today; that is, they make today’s business work. And they have a shrewd sense—both analytic and intuitive—of what tomorrow’s business will be, and steer their company into a position to prosper in the future even more than it does in the present.

These themes underlie the four articles brought to you in this issue of Booz Foresight. What choices should CEOs make about how closely to be involved in operations and how to structure and build their teams? How can companies—privately or publicly owned—develop the capability to deliver sustained, consistent organic growth? With aging populations a worldwide megatrend that will reshape every industry and redraw the landscape of global demand, what should businesses and governments do to respond? What are the implications of cloud computing not just for a company’s internal operations but for the ways in which it reaches and interacts with its customers?

These four challenging and important questions are worth the attention of every leader.

Best wishes,

Tom Stewart
Chief Marketing & Knowledge Officer

 

In This Issue

CEO Succession 2010: The Four Types of CEOs Every year, Booz & Company analyzes CEO succession among the world’s top 2,500 public companies. This year, we looked at the role of the CEO and its effect on tenure and turnover. How hands-on are the CEO and his or her senior team? The more involved headquarters is in operational decision making, the more tenuous the CEO’s tenure is likely to be. learn more >

 

The Next Winning Move in Private Equity Private equity firms are searching for strategies to revitalize their businesses. What they most need to do is restore the leveraged buyout to its former position as a driver of superior returns. To do that, they must enhance their ability to spur organic growth in their portfolio companies, which will require adding new capabilities at the PE firms themselves.read more >

 

New Demographics: Shaping a Prosperous Future as Countries Age by Richard Shediac, Dr. Rainer Bernnat, Chadi N. Moujaes, Dr. Mazen Ramsay Najjar The world as a whole is being shaped by a demographic megatrend: increasing aging and dependency. To better understand aging and its effects, Booz & Company introduces an approach that we call new demographics. It is now possible to see where individual countries are in their aging and development process; predict the societal, economic, and environmental challenges that lie ahead; and develop policies and actions in response.download (518kb, PDF) >

 

Standing Up a Cloud-Enabled Marketing Capability by Matthew Le Merle, Philip Minasian The new era of the cloud—together with the expected explo­sion in connected devices and the dynamic applications optimized for them—opens up the promise that all of marketing could migrate to a true real-time Internet marketing model. Very few chief marketing officers have thought through the capabilities they will need to drive these (mostly) new marketing activities.download (319kb, PDF) >