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  • Different temptations, same rules
    Do the Three Rules of exceptional performance apply to smaller companies? Differences in size and ownership structure, as well as resources and the demands of explosive growth, can make for a very different set of pressures and opportunities.
  • Corner office analytics: Meeting the analytics needs of C-suite leaders
    Global economic health has been a top concern. While the economic landscape may be (thankfully) tamer, the pressures on finance chiefs and their companies to perform continue to mount. Some challenges, such as regulatory uncertainty, are ongoing, while others, such as data security have quickly come to the fore.
  • Building a culture of continuous improvement in an age of disruption
    A major factor affecting the deployment of long-term continuous improvement initiatives today is the fundamental change taking place in the way companies manage and execute work.
  • Dynamic strategy implementation
    Studies consistently show that many strategies fail in the implementation phase. A dynamic approach to strategy implementation can help overcome the limitations of the traditional administrative approach. What are the key elements of this dynamic approach and how it has helped large private companies deliver more effectively on their strategic ambition? Learn more.
  • What's keeping CFOs up in 2014
    While the economic landscape may be (thankfully) tamer, the pressures on finance chiefs and their companies to perform continue to mount.
  • Mid-market perspectives: Moving ahead
    Our latest survey of mid-market executives confirms that key growth indicators are on the rise, but how can companies drive superior long-term performance? This report offers insights and analysis of responses to survey questions based on the principles in The Three Rules: How Exceptional Companies Think.
  • Wholesale distribution M&A: Moving from transactional to transformational
    Learn about obstacles and drivers for strategic M&A in the wholesale distribution industry and frameworks to help determine if transformational M&A is right for private companies.
  • High-performance manufacturers: What separates the best from the rest
    Three straightforward rules. Ten sets of important manufacturing capabilities. What can manufacturing executives learn from them about company competitiveness and performance?
  • Middle Market M&A News: December 2013
    This update addresses the current state and outlook for the U.S. merger and acquisition market, the contributions of private equity in the current market, and the role of management participation.
  • Leadership in M&A: Capabilities for successful deal outcomes
    Strong leadership can be especially crucial in M&A, both for large and mid-market and private companies, where slow decision-making can stop deals and ambiguity from the top can stall or divert well-constructed integration plans. Learn the importance of putting the appropriate leaders in place to get the desired deal outcomes and offers insights on the skills effective M&A team leaders should have.
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