EquityList’s Post

How do you lead a team to meet production targets? ✏️ The first step will be to set a realistic target that is out of the teams comfort zone so that it provide a learning opportunity and still within reach when the team focused their effort. The next step will be to trust the team and equip them with the necessary tools for them to achieve the target. Lastly as the business owner, one should create the environment where the team feel protected from external factors so that they can focus on their task on hand.

always prioritize quality

It's #MergersandAcquisitions Monday... If so many deals fall through before term sheets are signed... Why are top deal makers implementing #integration teams and #integrationmanagementoffices 𝗯𝗲𝗳𝗼𝗿𝗲 the deal closes? Kison Patel talks with Seema Nimmagadda, Head of M&A Integration, North America Head of M&A Integration, North America, Woven by Toyota on the outstanding podcast, M&A Science. In her interview, Seema talks about 4 steps to implementing a successful pre-deal close integration, recommended to start during the due diligence phase. But implementing an Integration Management Office (IMO) needs to be a dual-side effort. Both Buyer (often a #privateequity firm) and Seller need to carefully select the right people and generate the right method for ensuring that what happens AFTER the deal closes doesn't diminish value instead of drive it. It is a delicate effort because of confidentiality issues. Very often there isn't the bandwidth to devote full time leaders to the integration team while they are running day to day operations. This is where #fractionalexecutives can be so helpful. Selecting ones who have the ideal industry experience AND M&A expertise can be hugely beneficial to the process and to productivity. It's often been thought that starting integration too early is wasteful because so many deals don't close. On the flip side, many more deals could close if more strategic integration efforts - in sales, marketing, technology, finance, operations, and human capital, were explored, pitfalls avoided earlier. Although Seema is overseeing a division of a giant enterprise, her Woven team is quite small and entrepreneurial. Thus, it mirrors what many SMB's experience when going through an acquisition or being acquired. Give this a listen, and think about who should be on your integration team - sooner rather than later. I'll post the link to the podcast in the first comment box. #PrivateEquity #integration #fractionalexecutive #VistageLosAngeles

The best strategies are always the ones designed by the whole team.

In search of excellence

Status quo or "do nothing" is today's competition. Incremental value won't fly. Strong positioning creates urgency with our buyers (status quo will get you fired) and builds a case for your product as a multiplier and gives your buyer a roadmap to be a hero.

Our fourth principle, Drive Results 🏆 Delivering win-win outcomes… By setting clear, ambitious goals, we elevate our efforts to achieve the best possible results. Focusing first on the most critical, value-adding activities – avoiding distractions, and staying on course to deliver outcomes for all stakeholders. Let’s continue to #DriveResults by setting the bar high and focusing our efforts! Hear more from Varinder below… #ForwardTogether 

If it ain’t broke, don’t fix it… Really? I have heard it from a lot of Supply Chain teams, when we discuss fundamental improvements or transformation of their supply chains. They prefer to stay with status quo until it shows up as a major problem. How helpful is this mindset? Their concern is genuine that we shouldn’t keep tinkering with supply chain design, unless… It’s important to articulate it instead of leaving it unsaid. We should take up such a fundamental improvement only if the ‘direction of solution’ has a large upside and only a much smaller downside. If we didn’t fix what wasn’t broken, we would still be riding on horsebacks instead of automobiles and airplanes! #supplychain #design #improvement #transformation #mindset #toc #tocplus #poogi #primenuggets

Our greatest growth often comes when we learn from failure. As Mike Rother summed up in his 2010 book, Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results, “We learn from failures because they reveal boundaries in our system’s current capability and horizons in our minds.” Summed up: failure is nothing more than a process for experimentation; a method for testing a new idea, process or procedure to identify a way forward. We learn what did not work, reassess and try again. Regardless of where you are in your continuous improvement journey, rethink the concept of failure. It serves a crucial role in leveraging the benefits of continuous improvement and innovation (CI2)!

Welcome Q2 💫 As you review Q1, celebrate your wins — big or small, learn from setbacks and adjust your strategies, and pivot towards new opportunities. Remember: consistency is key! Keep showing up, delivering value, and nurturing connections. Here’s to a new quarter filled with growth and success!✨ #Q1 #Q2 #consistencyiskey #strategy #planning