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Executive Insights

Volume XIX, Issue 9 | February 6, 2017 | By: Stuart Jackson

Boards of directors play two roles. They must protect value by helping companies avoid unnecessary risks, and they must build value by ensuring that the companies change quickly enough to address emerging competitive threats, evolving customer preferences and disruptive technologies. In this Executive Insights, L.E.K. Consulting discusses four ways boards can become better challengers and champions of change.

Volume XIX, Issue 4 | January 23, 2017 | By: John Goddard, Aubry Pierre

Never before has it been so challenging to be a CEO. The high turnover rate among CEOs clearly indicates the need for a new type of leader who is capable of managing new critical tensions, as well as the traditional responsibilities of the corner office. This Executive Insights explores 5 strategic tensions and explains what it takes to overcome the barriers to success.

Volume XVIII, Issue 30 | August 9, 2016 | By: Peter Smith L.E.K.'s Seven Step Dynamic Performance Management Process Metrics that Reflect How the Business Really Works Economic Framework to Model Future Cash Flows Critical KPI Identification KPI Prioritization Matrix Data Capture Process and New Supporting Technologies

There are only a few KPIs which have a large influence on profitability – but defining and understanding how they interact with each other can be difficult. L.E.K. has developed a Dynamic Performance Management tool which can help businesses to address this problem and improve profitability by more than 30%.

Volume XVIII, Issue 12 | April 21, 2016 | By: Chris Kenney, Francois Mallette Customer Prioritization Go-to-Market Model Sales and Marketing Effectiveness

In this Executive Insights and the accompanying case studies, we take direct aim at refreshing your business’ revenue growth through Commercial Excellence — a series of steps that you can take to organize how you deliver the right value proposition to the right customers, and to support those efforts with excellent sales and marketing execution.

Volume XVIII, Issue 3 | February 26, 2016 | By: John Goddard, Aubry Pierre Annual CEO turnover rate and average departing CEO tenure Develop a clear strategy and activation plan

For most leaders, the step up to the CEO position is challenging. It evokes a wide array of emotions from excitement to apprehension. Having advised many new CEOs, we have developed deep insight into what makes a successful CEO. In this Executive Insights, we set out four critical actions to improve a new CEO’s chances of success.

Volume XVII, Issue 36 | November 13, 2015 | By: Peter Walter, Peter McKelvey U.S. Business Services by Sector Business Services M&A Activity in the U.S.

Demand for business services in the U.S. continues to grow each year because companies have looked inward to focus on what they do best and bring in third parties to do the rest. In this Executive Insights, L.E.K. discusses five core value drivers that enable business services providers to outperform their peers and deliver more for their customers.

Volume XVI, Issue 40 | November 24, 2014 | By: Vassilis Economides, Manny Picciola, Simon Horan The Four Dimensions of Strategy Activation The Strategy Activation Roadmap

Typically, organizations have adopted a traditional two-stage approach which separates a strategy’s theory from the practice of its implementation. However, this approach is not appropriate for most modern organizations and increases the cost of strategic change, while reducing its chances of success. L.E.K. partners Vassilis Economides, Manny Picciola and Simon Horan explain why the traditional two-staged approach is no longer fit for purpose, and present an alternative solution: the "strategy activation" approach.

Volume XVI, Issue 18 | May 9, 2014 | By: Peter Smith, Jeremy Wheatland Input Parameters Required to Forecast Skill Supply Constraints and Gaps Skills Pyramid – Source, Progression and Levels of Expertise Within a Skill Category Skills Capacity Issue Tracker Output Across Project Development Timeline

In this Executive Insights, L.E.K.'s Peter Smith, Jeremy Wheatland and Phil Meier examine the pitfalls of poor skills management and explain the complex web of factors and interrelationships that are key to delivering a successful skills management strategy.

Volume XVI, Issue 12 | April 3, 2014 | By: Peter McKelvey Relative Attractiveness Continuum

In this Executive Insights, President of L.E.K.’s Americas Practice Peter McKelvey lays into a five-step process for effective scenario planning.