This edition of the Quarterly focuses on C-suite leadership, corporate governance, field leadership, ownership transition, risk management and the importance of leaving a legacy for your company.
Welcome to the third edition of the 2018 FMI Quarterly. We’re now well into the second half of the year, and our authors are all thrilled to be able to share a fresh batch of insights, advice and trends with you over the next few pages.
How to get the most value out of your leadership development investment.
Success in business today comes down to field leaders’ ability to stimulate performance not only through hard skills like quality and process improvements, but also through soft skills like motivating and influencing others.
The built environment offers the private equity community an opportunity to invest in strong, growth-oriented companies with competitive returns.
An accurate assessment of your own level of self-awareness takes effort and vulnerability, but if you commit to doing it, the positive results will follow.
Fully embracing the “Three Lines of Defense” model can mitigate risk and optimize future opportunities.
E&C companies largely fail to invest in ongoing education and development at the board level. Here’s how they can get on the right path.
With over 90% of E&C firms not being candidates for sale to a third party, employee stock ownership plans can serve as a viable succession planning tool for owners looking to transition out of their businesses.
How to effectively balance recognition and rewards with independent board governance.
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