PRIVATE EQUITY
LEADERSHIP INTEGRATION
LEAD THROUGH CHANGE
HELPING LEADERS BE SUCCESSFUL IN A CHANGING ENVIRONMENT
Only half of mergers and acquisitions are successful. Aside from the financial aspects of these transactions, failure can be attributed to two main factors: poor leadership integration processes and cultural integration.
Preparing a team for change, or guidance through change is one of the most powerful tools an organization can use to ensure a successful transition. Aside from establishing strong financials, a successful integration begins with preparing leaders as they pursue ambitious growth. They must bring people who have never worked with each other before together to achieve cohesive and collaborative working relationships, and build momentum for accelerated growth. Ginger's unique experience in the private equity industry makes her one of the most sought-after leadership coaches for companies as they integrate and strive for accelerated growth.
IDEAL CANIDATES
IDEAL CANDIDATES
This program is ideal for organizations to prepare their leaders to be successful post-acquisition. Whether it's a new leadership team integration or an individual contributor moving into their first leadership position, Ginger prepares and guides leaders to have a successful transition into their new environment.
This program is ideal for:
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Portfolio company leadership
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Portfolio company teams
WHAT TO EXPECT
Mergers and Acquisitions are fast-paced with a lot of moving parts. Ginger helps leaders align as quickly as possible to accelerate performance on key objectives and meet the exit horizon.
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Roles, responsibilities, and norm alignment
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Individualized coaching
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Integration of new owners and leaders
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Professional development assessments
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Stakeholder analysis assessments
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Accountability partner
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Measurable data points
WHAT TO EXPECT
Did you know
According to a global survey of 588 senior executives who had recently transitioned into new roles: 69% Have Poor Grasp of How the Organization Works; 65% Misfit with Organizational Culture; 57% Difficulty Forgoing Alliances with Peers; 48% Lack Understanding of Business Model.
Harvard Business Review
AREAS OF FOCUS
