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Showing posts with label ManagementEstratégico. Show all posts
Showing posts with label ManagementEstratégico. Show all posts

Thursday, March 7, 2019

Why Personal Development is a must for today’s CEO
By George W. Watts & Jamie Millar


Late one Sunday night, Ron sat in his study ruminating on the upcoming week. The board was meeting on Wednesday, and Ron knew that some directors’ private questions about his leadership were getting louder. Soon the company was to announce a third straight quarter of stagnant earnings. Ron was starting to wonder if he had the right team—and the right strategy—to compete in an intensely competitive industry. Maybe the Peter Principle was real. Had he finally reached his level of incompetence?

To relax, Ron put on his headphones and set his iPhone to shuffle. As he sat back, the gentle opening guitar riff from Stairway to Heaven started to play. This song always brought him back to his youth, when life seemed simpler. Suddenly, Ron’s reminiscing was interrupted by Robert Plant: Yes, there are two paths you can go by/But in the long run/There’s still time to change the road you’re on.

As Ron reflected over his career, he noted that leaders usually achieved the best outcomes when they were temperamentally suited for their role, had earned their colleagues’ and customers’ trust, and worked in an organization—and industry—where their skills were most valued. He pulled out his notebook and began to jot down the themes into a process flow diagram.

 Ron drew some boxes. Each position he had held valued certain personality traits over others. At times in his career, Ron had felt like he was painting with his left foot. But what if he had molded his role to match his innate personality and assigned out tasks he did not enjoy? What if he had more effectively partnered with colleagues holding different strengths; would that have changed his outlook and the outcome? Ron realized that his personal effectiveness was the product of role-personality alignment and perceived trustworthiness. He thought back to the simple trustworthiness equation one of his mentors had taught him many years ago. Trustworthiness = (Credibility + Reliability + Intimacy)/Self-Orientation. Did he come across as too self-oriented? Perhaps. Did others feel they really knew him? Perhaps not enough.

Ron liked how the model was shaping up: personal effectiveness applied against the right platform would lead to both “hard” and “soft” outcomes. Those include financial results, Ron’s top priority, as well as team cohesion, strategic advantage, and enhanced reputation.

In the flow diagram, Ron sketched a box called “Personal Development,” which drew from both internal and external sources. External sources included colleagues, customers, and high-quality training programs. Ron also valued the nuanced insights he took away from a peer network he attended every quarter. As a voracious reader, Ron regularly sought out provocative ideas that would help him to understand his industry, his role, and himself  better. Ron had not worked with an executive coach in the past but wondered if a coach might help him step back and make sense of these disparate data points. It might be worth a try.

As Ron drew some arrows, he noticed a feedback loop in the diagram. Time spent on personal development had dual benefits, which complemented each other to enhance outcomes. On the one hand, he could use personal development to change his opportunity space. Why were marketing and product development not working well together? Why did the sales team miss the competitive threats in Asia? What might the shift from a pipeline business model to a platform model look like? As CEO, he had the authority to re-shape the organization, something Bill Gates was famous for.

On the other hand, Ron could also draw on personal development to change himself. Was he taking on specific responsibilities just because his predecessor had? They were very different people with different strengths and interests. Why did Ron feel that he had to keep the confines of the position? What might he delegate, and where could he better apply the talents that helped him reach the CEO position?

Ron challenged himself through self-reflection, an internal source of personal development. Did he sometimes dodge a tough question because he didn’t feel comfortable answering it? Did this erode others’ trust in him? Did they perceive his actions as a lack of competence? Perhaps some wondered if he had a hidden agenda. He knew that millennial employees craved authenticity; but then again, he suspected most others did, too.

There was much to consider. As Ron’s schedule became increasingly intense, he had spent more time working on the company and less time working on himself. He switched off the light in his study and headed up to bed, knowing that this had to change. Personal development was not a luxury. It was a necessity. It would make the company better. It would make him better. And that sounded like a winning formula.

Fuente: Chief Executive

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    .·. Dr. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
    Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
    Asesor en Ministerio de Cultura y Educación de la Provincia de Buenos Aires
    Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
    Representante de The George Washington University para LatAm (2017-1996)
    Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
    The George Washington University (Washington DC)
    CEO, MANAGEMENT SOLUTIONS GROUP LatAm
    Skype: medinacasabella


    MANAGEMENT SOLUTIONS GROUP LatAm ©
    es una Consultora Interdisciplinaria cuya Misión es proveer
    soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

    Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
    Management Estratégico,
    Gestión del Cambio,
    Marketing Estratégico,
    Proyectos de Inversión,
    Gestión Educativa,
    Capacitación

    de Latino América (LatAm), para los Sectores:

    a) Industria y Servicios,
    b) Universidades y Centros de Capacitación,
    c) ONGs y Gobiernos.
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    Thursday, May 10, 2018

    Takeda moves to join Pharma Giants with $62B Shire deal
    by Lisa Du and Maiko Takahashi
    Takeda Pharmaceutical Co. is joining the drug industry’s giants with Japan’s biggest overseas takeover -- a $62 billion deal for much larger rival Shire Plc.

    Chief Executive Officer Christophe Weber capped a drawn-out pursuit of the U.K.-listed company with an acquisition he described as transformational that will give Takeda wider reach into the world’s biggest drug market and strengthen its global pipeline for lucrative drugs that treat rare diseases.

    “The two combined create a rich pipeline in all stages -- early and late stage, which is very important," Weber said on a call after the deal was announced Tuesday. “We are in a good momentum and in a strong position.”

    Takeda’s largest acquisition would catapult the company into the top 10 within the global pharmaceutical industry and add drugs like Shire’s Adderall for attention deficit hyperactivity disorder to its roster. Weber, a Frenchman who is the first foreigner to lead the 237-year-old Japanese firm, is seeking growth in new markets and rare-disease treatments, which offer higher profit margins, amid patent expirations and drug pricing pressures at home.

    Bigger Pharma

    Takeda and Shire's combined $31 billion revenue would be in industry's top 10 (Source: Bloomberg, based on companies' filings for most-recent fiscal year):
    1. Johnson & Johnson $76,5B
    2. Roche $54,2B
    3. Pfizer $52,6B
    4. Novartis $50,1B
    5. Sanofi $40,9B
    6. Merck & Co. $40,1B
    7. Bayer $39,6B
    8. Glaxo $38,9B
    9. Takeda + Shire $31,2B
    10. Abbvie $29,2B
    After fielding multiple bids for Shire, it was the fifth proposal -- a preliminary agreement the two companies reached last month -- that finally stuck. The Japanese company will acquire Shire for 46 billion pounds, or 49.01 pounds a share in cash and stock, according to a statement.

    To help fund the cash portion of the deal, Takeda said it has secured a bridge loan facility of $31 billion with JPMorgan Chase Bank NA, Sumitomo Mitsui Banking Corp. and MUFG Bank Ltd., among others. Shire shares rose as much as 5.7 percent early Tuesday in London, while Takeda rose 4 percent in Tokyo before the deal was announced.

    The bridge loan will be refinanced with a combination of long-term and hybrid debt, as well as cash, Weber said. The company could also consider issuing shares, he added.

    With few late-stage experimental drugs in its own pipeline, Takeda needs lucrative new therapies. A Shire takeover brings Takeda treatments for rare diseases such as hemophilia -- a field that’s luring a growing number of drugmakers that can charge more for unique life-saving drugs than for routine treatment.

    The deal increases Takeda’s exposure to the U.S., the world’s biggest pharmaceutical market. Shire, based in Lexington, Massachusetts, gets more than two-thirds of its revenue from North America. Takeda generates only 30 percent of its sales from the region.


    Takeda had raised its bids over a six-week chase and agreed on a 60 percent premium to Shire’s closing price on March 27, before Takeda disclosed its interest. The agreement offers $30.33 in cash and either 0.839 new Takeda shares or 1.678 Takeda American depositary receipts.

    The companies indicated in late April they had reached a preliminary deal valued at $64 billion, based on a stronger exchange rate for the pound at the time.

    Takeda’s financial advisers included Evercore Inc., JPMorgan Chase & Co. and Nomura Holdings Inc., while Shire received financial advice from Citigroup Inc., Morgan Stanley and Goldman Sachs Group Inc.

    While the deal would boost Takeda’s earnings potential, it also comes with risks. Japanese investors have worried about the hefty debt. S&P Global Ratings placed Takeda on a watch and warned it may lower the company’s ratings by up to two notches, it said in a statement Tuesday.

    Moody’s Investors Service warning last month that Takeda could face a multiple-step credit downgrade due to a “spike in leverage.”

    Takeda said the deal will save about $600 million in duplicated research and development costs. The company expects $1.4 billion in overall savings by the third year.

    “The cost synergies seem to be much bigger than expected in the next three years,” Credit Suisse analyst Fumiyoshi Sakai said.

    Bigger Rival

    Takeda, which has seen its market value slide to $34 billion since announcing its interest, is taking over a much bigger rival. Shire’s shares have soared 31 percent, giving the company a market capitalization of about $50 billion.

    A completed deal would dwarf SoftBank Group Corp.’s $40 billion purchase of Sprint in 2013, which ranked as the biggest takeover by a Japanese company. Takeda’s largest previous purchase was a $13.7 billion takeover of Nycomed A/S in 2011. Last year, the company expanded its footprint in the U.S. oncology market with the $4.7 billion purchase of Ariad Pharmaceuticals Inc.

    Takeda said it will maintain its headquarters in Japan and will evaluate consolidating Shire’s operations into Takeda’s in the Boston area, Switzerland and Singapore.

    The company expects it may reduce the combined workforce by 6 percent to 7 percent in the three years after the takeover, it said.
    Fuente: Bloomberg

    Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
    TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
    de las necesidades de su Organización:








      Consultas al email: mamc.latam@gmail.com


      .·. Dr. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
      Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
      Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
      Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
      Representante de The George Washington University para LatAm (2017-1996)
      Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
      The George Washington University (Washington DC)
      CEO, MANAGEMENT SOLUTIONS GROUP LatAm
      Skype: medinacasabella


      MANAGEMENT SOLUTIONS GROUP LatAm ©
      es una Consultora Interdisciplinaria cuya Misión es proveer
      soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

      Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
      Management Estratégico,
      Gestión del Cambio,
      Marketing Estratégico,
      Proyectos de Inversión,
      Gestión Educativa,
      Capacitación

      de Latino América (LatAm), para los Sectores:

      a) Industria y Servicios,
      b) Universidades y Centros de Capacitación,
      c) ONGs y Gobiernos.
      Posted by at No comments:
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