Recently CTPartners released the latest report in the Firm’s Trend Talk series: Private Equity CFO.  Following is an excerpt.

With the recessionary lull now clearly in the rearview mirror, a resurgence of private equity activity is again evident across industry sectors, and most notably in the U.S. marketplace. Hand-in-hand with that increasing business activity is an escalating demand for the sophisticated senior executives capable of leading these rapidly transforming PE portfolio companies.

Among the roles most in demand is that of the portfolio company CFO. Perhaps no other portfolio company role has a more highly defined and non-negotiable skills profile than that of the impactful PE portfolio company CFO. Similarly, perhaps in no other industry does the strategic business model rest more heavily upon procuring fast-moving and uniquely qualified top talent—and doing so with all due speed. Indeed, in the world of private equity, there is no such strategy as accepting the status quo.

These factors combine to make the CFO selection one of the most critical hires for PE firms. And given the unique characteristics of the PE talent population and business marketplace, it is also a hire that simply demands expert guidance from a knowledgeable and entirely plugged-in executive search partner (see sidebar, “A Unique Landscape”). The stakes are just that high.

To read the full CTPartners report, visit: http://www.ctnet.com/TheFirm/TrendTalks/

This article by Kathryn Yap, Managing Partner, Singapore at  CTPartners first appeared in The Business Times of Singapore on April 6th, 2013.

Recent research by Insead shows that the top 100 CEOs from around the world delivered, on average, and impressive total shareholder return of 1,385 per cent during their tenures and increased their firms’ market value by $40.2 billion.

Indeed, many of those who we see appointed into CEO roles hope to make such a significant impact on their organisations and find that the first 100 days are often a rite of passage towards success or the start of a bumpy road.

CEOs are ultimately measured by their ability to resolve issues, set strategy, grow the business and achieve objectives. The first 100 days are a time for making careful assessments about the task ahead, and winning the trust and confidence of key stakeholders before implementing changes.

First 100 days
Wider stakeholders and investors, and even the chairman, may use this early period to determine whether their new CEO is off to a good start, and how he or she is faring as a leader. We have seen how such evaluations can impact a company’s stock price, positively as well as negatively. Therefore, it is important to formulate a communications strategy and timetable quickly. In the very early stages, it is crucial for CEOs to size up the organisation and its people. Failing to understand the business and failing to develop the right relationships can undermine the position of any new executive, and ultimately, the company’s performance.

At CTPartners, we find that the typical concerns of those who take on the CEO title, whether for the first, second or third time, will surround how they can transition into their new roles smoothly. Whether it is an internal promotion or an external appointment, moving into a CEO role is certainly not the same as moving into an extension of a previous job.

Build mutual understanding
Good communication is vital. Every conversation will be of value in providing insight into the company and its culture. It is important to define the prevalent management style, identify the individuals with whom the CEO will need to build relationships with, and ascertain what the organisation expects of them.

New leaders will benefit from proactive support in deciding how they form effective relationships at this level and what behavioural changes they may need to make to ensure that they are effective in their new role.

New CEOs can also make an effort to make their presence felt in subtle ways, by engaging with the organisation, being visible, and communicating and enquiring among those identified as key stakeholders.

Allow time for reflection
Often, the expectations of a new CEO are that he or she will make an early announcement of a change of strategy, but a new leader should resist the urge to act immediately, and instead spend time listening to colleagues and customers to gain insights about the business.

Unless there are urgent issues to deal with, it helps to take some time to acquire the information needed, to gain a real sense of the organisations culture, identify what is important and to differentiate between the signals and the noise.

Also, CEOs need to take time out to reflect on any unexpected issues that have arisen, so that this learning can be incorporated into their personal success plan for the role.

Fortify core teams
It’s important to develop strong relationships quickly with the key people in a CEO’s executive team – usually it’s the financial director, the chief human resources director and the key business leaders first. In general, CEOs are very reliant on these leaders, as they have been working for their companies for a while.

During the first 100 days, it is important to meet regularly with those people who report directly to the CEO. This will help a new CEO understand what each person does, what their skills are, and where they are coming from in general. The meeting groups are best kept small in order to build rapport and trust.

Reaching out to the wider organisation
In days 60 to 90, CEOs should be ready to reach out to the wider organisation. When it comes to communicating with employees and divisional teams, most senior executives now understand that an all-staff email won’t do. The best will offer employees a range of options, from town hall meetings to a webcast or video conferencing and small group Q&A sessions.

CEOs must also be clear about their personal values and ensure that these are in line with the values of the business. They need to be sensitive to the organisational culture, as seemingly minor missteps can send the wrong message. There will always be specific challenges and pressures that apply to senior management or board level roles, and CEOs will be expected to get it all right; the systems, the business strategy, the team building, and the people development.

CEOs cannot hope to successfully meet these new challenges without first understanding their own strengths and weaknesses. Some may find executive or leadership coaching or mentoring useful in ensuring that they pass their first 100 days with flying colours.

The following is an excerpt from Ahead of the Curve: HR takes its (rightful) seat on the board by Daniel Kaplan, Managing Partner with CTPartners Human Resources Practice.  Read the full report here.

It’s been a long time coming. But as corporate boards adjust to a complex and challenging combination of transformative business trends, tough new regulations, lagging economic conditions, and troubled political environments around the world, a promising development seems likely to gain momentum, with more and more seasoned HR executives taking their place on the board.

There’s a profound logic that supports this important development. After all, whether corporations are designing and implementing new initiatives, expanding into new markets, responding to competitive threats, or restructuring to address thorny problems, success depends upon getting the “people” part of the equation just right.

CTPartners recently released Hot Jobs, its 18th annual forecast of executive jobs expected to be in demand in the coming year. According to CTPartners, the economic and political uncertainty that held back job growth in 2012 is easing as we head into 2013. CEOs have more clarity, if not exactly enthusiasm, with the U.S. presidential election decided, signs of an improving economy, and in spite of ongoing budget battles in Washington.

The report cites five specific Big Ideas that drove hiring in strategic areas last year and will continue to generate investment in 2013. In tech, Big Data, Cloud Services and Digital Technologies are not new, but are ongoing transformational shifts that will impact industries for years to come. Read the report.

Best Buy hired former Williams-Sonoma Chief Financial Officer Sharon McCollam as CFO as the world’s largest consumer-electronics retailer seeks to reduce its store count and strengthen its online operations. CTPartners Umesh Ramakrishnan talks with Betty Liu on Bloomberg Television’s “In The Loop.”

Watch the clip on BloombergTV.

Recently Chuck King, Vice Chairman at CTPartners, and eight key governance thought leaders took part in a roundtable sponsored by Corporate Board Member on the topic of Boardroom Diversity. The panelists discussed board diversity and what it will take to move the needle forward on U.S. boards. Following is an excerpt from Boardmember.com.  

Diversity of thought will lead to diversity of ideas.

One tenet of good governance holds that independent thought and ideas are needed to engender innovation, growth, and even more important, good decision making. Moreover, a board member’s ability to effectively question and challenge management—and fellow directors—is derived from life experiences that are unique to each individual. A corporate board that is truly diverse, therefore, reaps the benefit of a wide array of cultural and intellectual perspectives, which provides the best fodder for critical thinking and discussion.

With these thoughts in mind, Corporate Board Member launched “Moving the Needle: Building Effective Boards with Qualified Diverse Candidates,” a program designed to help companies build boards that can improve all facets of performance and ultimately enhance shareholders’ investment value through better governance. To kick off this program, Corporate Board Member conducted a think tank in May designed to discern, discuss, and debate leading global academic research and thought leadership on board diversity issues.  Read the full report.

Recently CTPartners released the latest report in the Firm’s Regional Trend Talk series: Asia Pacific. Following is an excerpt.

Amid global economic challenges, growth in the Asia Pacific region is experiencing a moderating trend, with GDP growth pulling back from the previous years of heady, double-digit ascent. Yet even as economic forecasters trim growth projections for the region, the talent market seems almost unaffected by this economic shift. Indeed, in most business sectors, demand for senior, experienced talent in the Asia Pacific region has never been greater.

The economic indicators are clear. While many Western nations are experiencing slow or no-growth economic cycles, emerging markets such as those of Asia Pacific still offer significant growth potential, even if that regional growth is somewhat less exuberant today than it was in prior years. In one example, IMF revised projections still put expected GDP growth in China at 8% in 2012 and 8.5% next year.

Accordingly, many global companies are turning to the Asia Pacific region to provide some stability in the short run, while also helping to lead the company’s long-term global growth and profitability. Multinationals across virtually all major industry sectors are targeting growth in Asia Pacific by:

— relocating global functions and divisions to the region
— relocating global leaders to the region
— refocusing product development and marketing efforts to specifically target AsiaPac customers

At the same time, local competitors are launching or expanding operations and gaining increasing marketplace presence, not to mention market share.

The net result is an ever-intensifying demand for executive talent, especially the kind of innovative, entrepreneurial, and locally knowledgeable senior leadership that can help formulate, as well as execute, regionally successful business strategies. Needless to say, such top talent is hotly pursued and commands rich compensation packages, but that is the price of admission today for the compelling Asia Pacific region.  Read more.