Clayton, Dubilier & Rice’s Post

All management teams aspire to deliver superior value to their customers, their employees, and their shareholders, but few have a single governing objective that enables them to do so. In the first of a series, my colleagues Marco D. Lee Mergy Matthew Hamory Benjamin Salcetti Alexander Russell discuss how an approach known as “managing for value” can help grocers develop a powerful reinvestment advantage.

I LOVE this #FixThemPlease article from Partners in Public Innovation Their “Dont do that - do THIS” advice is wonderfully actionable. I have CERTAINLY come across the scenarios they describe- how about you? https://lnkd.in/gXB9z3U4

Get ready for a transformative session on companywide planning. Join us for a discussion about how to elevate planning processes with greater agility and foresight. #TeamWDAY

Terrific insight from my EY colleague, Duncan Avis, on strategic operations in this Fast Company article. By thinking about operations as an engine of innovation, and breaking down functional silos in an organization, it increases the chance of success of new experiences.

UPS is continuing to execute the Better not Bigger strategy. Often, debating whether one strategic direction or another is the best should take a backseat to execution. I'll take a suboptimal strategy well-executed over a perfect strategy poorly executed any day.

We are in an era of Value Creation. Smart management teams are recognizing they don’t need Private Equity to execute scaling strategies that work. They also recognize that starting with the end in mind even if the company is never sold is a safer way to grow. Looking through the lens of a seller is like driving a car by looking out the back window. Instead the most successful teams understand looking through the lens of a buyer, allows insightful vision of the way forward, and uncovers value leakage which prioritizes actions. #valuecreation

Check out our new deals insight on pairing deals and transformation initiatives: https://lnkd.in/ePYuWBzJ "Reinvention can be achieved via deals, transformation or a combination of both. Today’s acquirers and consultants do not think about deals and transformation in isolation or as sequential events. Executives plan multiyear journeys with a series of carefully orchestrated investments combining deals with transformation initiatives to help achieve success."

My colleagues discuss the importance of not losing sight of 'commercial integration' in M&A.... We often see commercial integration as an area which is deprioritised for cost-out and quick wins, yet is one of the most critical to value creation. Learn the 6 strategies to accelerate commercial integration and unleash post-merger success in this Harvard Business Review article by Jason McDannold, Yale Kwon, Erik Siegler, and Natsuki Sato Read it here: https://lnkd.in/e3fbUgsG

In April 2023, we embarked on a journey with our GrowthLab Finance-as-a-Service Operating System, a framework that served us well until it didn't. As we navigated the complexities of our business, it became increasingly clear that while our system was "good enough," it barely scratched the surface, reaching only our senior leadership team and struggling to gain the traction we were hoping for. During December as we planned for changes, a moment of clarity... our operating system, though adequate, was not designed to permeate through the entire organization. We had our "good enough" system, but it was time to upgrade. After delving into the book "Traction" early in 2023, the concept of #EOS resonated deeply with me. It underscored the necessity of embedding operational excellence not just at the leadership level but across all tiers of our organization. Transitioning to EOS was our commitment to going deeper, ensuring that our core values didn't just define us but actively determined the right people for our team. It was about aligning our people strategy with our business strategy, ensuring every team member not only shared our values but was also in the right seat, contributing to our vision. In our industry, particularly one that's people-centric and service-based, this alignment is critical. It's not just about having the right people; it's about ensuring they are positioned to succeed, driven by a clear understanding of their direct accountabilities. This helps us create leverage as we push 50 team members. I look forward to sharing more about this journey, the lessons learned, and the impact of EOS on our organization. As we continue to evolve, I find myself with more time to reflect, to engage, and to drive forward the changes we wish to see. Here's where the leadership team feels is our starting point:

Why do businesses love M&A? Because they hate singlehood! 💑 M&A can drive growth, innovation, and yes, even reduce the competition. What’s your reason to swipe right on M&A? #WhyMandA #CorporateDating Action Tip: Identify one strategic goal M&A could help your business achieve, and discuss it with a mentor.