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Articles by Claudy Jules
Achieving hypergrowth: It’s all about the people
Most founder CEOs will tell you that it’s the people who matter most for a start-up’s success—that entrepreneurial band of software engineers, product developers, marketing managers, finance associates, and others who can help bring an idea to life and then to market. Founder CEOs know that talent is a key building block of organizational success, along with strong leadership, a common purpose, and a performance-oriented culture.
Achieving hypergrowth: It’s all about the people
McKinsey research points to steps that start-ups can take to ensure that, as they scale, they retain high-end talent and those aspects of culture that confer competitive advantage. Most founder CEOs will tell you that it’s the people who matter most for a start-up’s success—that entrepreneurial band of software engineers, product developers, marketing managers, finance associates, and others who can help bring an idea to life and then to market.
Inside the engine room: Debunking the myths of scaling a new business
Demystifying the narrative around five fundamental elements will help start-ups and scale-ups grow efficiently and continuously. Building a business is hard, and doing so in a start-up or scale-up context is even harder.
Ready. Set. Scale. Shaping leaders for hypergrowth
Leading a rapidly growing start-up presents distinct challenges. Developing the leaders to effectively lead hypergrowth organizations requires founders and senior executives to answer four key questions. Imagine two talented entrepreneurs developing a groundbreaking, solar-powered flying car to revolutionize sustainable mobility.
From start-up to centaur: Leadership lessons on scaling
This playbook for founder CEOs on scaling from start-up to standout and beyond borrows lessons from the global B2B software-as-a-service industry. Scaling is no easy feat. Even companies that develop successful products have a greater than 80 percent chance of failure. Fast-growth companies face constant growing pains, especially at critical inflection points, and investors attribute 65 percent of failures in their portfolios to people and organizational issues.
From start-up to centaur: Leadership lessons on scaling
This playbook for founder CEOs on scaling from start-up to standout and beyond borrows lessons from the global B2B software-as-a-service industry. Scaling is no easy feat. Even companies that develop successful products have a greater than 80 percent chance of failure. Fast-growth companies face constant growing pains, especially at critical inflection points, and investors attribute 65 percent of failures in their portfolios to people and organizational issues.
Scaling up: How founder CEOs and teams can go beyond aspiration to ascent
The mystique surrounding public companies like Alphabet and Amazon and their evolution from innovative start-ups to brand icons has many executives believing that there is only one “right” path to growth. But behind these and other companies’ scale-up success stories is a distinctive set of organizational capabilities that other founder CEOs may be able to develop as they move their start-ups from aspiration to ascent to peak performance.
Scaling up: How founder CEOs and teams can go beyond aspiration to ascent
For many start-ups, the challenge is no longer about securing capital—it’s about learning how to restructure themselves as fast as their products or organizations can evolve. The mystique surrounding public companies like Alphabet and Amazon and their evolution from innovative start-ups to brand icons has many executives believing that there is only one “right” path to growth.
Chief performance officers can be a secret ingredient for private equity success. Here’s why
Most leaders, and by extension, most companies, talk about people being their greatest asset. In the fast-moving world of private investments, executive talent is even more crucial. Due diligence decisions in private equity (PE) can often hinge on talent issues. Growth equity, likewise, is grounded in questions of human capital, as investors work to turn good companies into great companies.
Chief performance officers can be a secret ingredient for private equity success. Here’s why
Operating groups gain an edge when they add a CPO, but these roles are still rare in private equity firms. That should change. Most leaders, and by extension, most companies, talk about people being their greatest asset. In the fast-moving world of private investments, executive talent is even more crucial. Due diligence decisions in private equity (PE) can often hinge on talent issues.
Chief performance officers can be a secret ingredient for private equity success. Here’s why
Operating groups gain an edge when they add a CPO, but these roles are still rare in private equity firms. That should change. Most leaders, and by extension, most companies, talk about people being their greatest asset. In the fast-moving world of private investments, executive talent is even more crucial. Due diligence decisions in private equity (PE) can often hinge on talent issues.
Product design at Google: Building inclusion and equity into the process
Long before the idea of product inclusion and equity began to gain currency in the tech sector, Annie Jean-Baptiste was thinking hard about how to broaden the pool of perspectives that are incorporated into the product design and development process.
Growth Sparks an Organizational Reaction
Your founder CEO has declared bold ambitions for a significant performance shift. You want to understand how the organization's design should evolve and what capabilities should be brought into focus to implement the company's growth strategy. Investors indicate the company's vision is strong, but does your organization have what it takes? Growth is good, but it can also be complicated.
A playbook for newly minted private equity portfolio-company CEOs
CEOs who helm companies owned by private equity (PE) firms face a leadership challenge unlike any other. They must master everything a great public- or private-company CEO does, all while operating at a higher metabolic rate. A newcomer to PE also faces the conundrum of having limited access to insight about the road ahead, because there is so little specific guidance in print about the portfolio-company CEO role. Its unique demands and nuances, however, need not be a mystery.
A playbook for newly minted private equity portfolio-company CEOs
“It’s a combination of insecurity, imposter syndrome, ego issues, all of that,” said one PE director when asked to name the biggest psychological challenges portfolio-company CEOs face. Then there’s the pressure of interacting with the board, coupled with very little time to figure out how best to present earnings, strategies, or other crucial issues, as expressed recently by one of her CEOs: “I used to deal with my public shareholders every quarter.
Perspectives
Embracing Agility in Culture and Organizational Structure Laura Morgan Roberts, Ph.D., is the Co-Founder and Principal of R-PAQ Solutions, LLC, and a Professor of Practice at the University of Virginia’s Darden School of Business. She can be reached at laura@lauramorganroberts.com.
How To Conduct An Effective Org Health Checkup: Four Guidelines
Regular org health checkups enable companies to stay ahead of the change curve, manage future risk and create future-ready leaders. I've described why by using the guiding analogy of holistic health practitioners, who take the entire human being into account and seek out the root causes of illness rather than simply treat isolated symptoms. Now, we move from why to how: how to conduct these checkups for maximum success.
The Case For Holistic Org Health Checkups
A core principle of holistic health is that human beings are greater than — and different from — the sum of their parts. Healing human malaise, the belief goes, requires a comprehensive view of mind, body and spirit, and should focus on understanding the underlying cause of the illness, not treating symptoms. In a similar fashion, the sum of a company is greater than its parts, and organizational health requires consideration of all of its component parts.
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