Executive Recruiter Dennis Carey

April 17th, 2011

Executive recruiting is a niche that has proved very helpful to companies and businesses around the world.

An example of a successful executive recruiter is Dennis Carey, Senior Client Partner at Korn/Ferry International. Mr. Carey specializes in CEO and corporate director recruitment.

Throughout his career, Carey has recruited CEOs and executives for 3M, Unisys, American Standard, Tyco International, MCI and many others. He has also found new board members and directors for companies like American Express, Rohm and Haas, Amgen, CBS, Tyco, AmerisourceBergen, V.F. Corporation, Allied Signal, Goldman Sachs, UNOCAL, Merrill Lynch, GlaxoSmithKline, CIGNA and others. Carey also co-founded numerous businesses, and wrote three books.

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Mergers and Acquisitions: Dennis Carey and Dayton Ogden

April 3rd, 2011

Thousands of mergers take place every year, but two thirds of all attempts fail or fall short of their intentions.

In the book “The Human Side of M&A” co-authors Dennis Carey and Dayton Ogden discuss the importance of addressing the human sides of mergers. They reveal various obstacles that many firms encounter, and explain how to avoid such risks. The book also includes a statistical appendix that analyzes successful transactions of the last ten years.

Paul Hanrahan of AES Corporation said in a review: “When you get right down to what makes mergers work in the end, it’s getting the people side of the equation sorted out fast. This book provides an extremely helpful framework to manage these issues in ways that will significantly enhance the execution of any M&A transaction.”

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Dennis Carey’s CEOSuccession.com

March 20th, 2011

Dennis Carey has a website called CEOSuccession.com. The website is based on his personal experiences as an executive recruiter, and provides insight and information in the area of CEO succession.

“In working with leading companies, we have developed a window on how boards can get it right when closing a new chief executive,” Carey says. “This is the critical fiduciary responsibility of the board, ensuring the steady flow of effective leadership in corporate America.”

“Whether by sudden tragedy, poor performance, merger, takeover or simple retirement, every CEO will leave his or her position. The corporate boards that take on a systematic predictable and transparent process in choosing the next leaders of the organization build stronger cultures, clarify the company’s strategy and deliver value to all stakeholders, including employees,” Carey said.

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The Importance of Outside Chairmen: Dennis Carey

March 5th, 2011

During the recession, while numerous companies struggled with the failing market, experienced executives were brought in to the picture in an effort to get the businesses back on their feet. These executives were utilized as ‘outside chairmen’, contributing their input and experience, and setting the businesses back on steadier ground.

“These chairmen are strategic equal partners of the CEO because they have already demonstrated a successful ‘in the trenches’ style of management,” said Denis Carey, a senior client partner and executive recruiter at Korn/Ferry International.

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Parellel Approaches to Succession: Dennis Carey

February 19th, 2011

Dennis Carey’s opinions are often shared in various business magazines. In an article posted in the Harvard Business Review, Carey discussed the appointment of new CEOs.

He said: “A company would do well to establish parallel approaches to succession. Insiders often get the corporate top job- in fact, more than 80% of the current Fortune 100 CEOs were selected from within the companies’ ranks- yet the high turnover among CEOs is testament to the frequency with which companies pick the wrong insider. A set of parallel approaches allows a company to gather comparable data about internal candidates, with each process filling in the informational gaps left by the other.”

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Dennis Carey and New CEOs

February 5th, 2011

Dennis Carey co-authored an article for the Wharton Leadership Digest, in which he presented the numerous benefits of new CEOs meeting those who have previously worked in that position and are more experienced.

He explained that “On top of the general problem of harnessing the energies of a company comes the simple fact that a CEO may be very unfamiliar with some core responsibilities.  Most new CEOs have never chaired a board meeting.  Some may never even have attended one. Most have never had to forge a working relationship with a board-selected ‘lead director.’ Outside the boardroom, issues such as advertising, human resources, the press, Wall Street analysts, mergers, and board member recruitment, which consumer large amounts of a CEO’s time and attention, are activities that most senior executives below the top job may have dealt with on only a very limited basis.”

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“The Audit Committees New Agenda”

January 26th, 2011

Dennis Carey, Robert Brust and H. David Sherman co-authored an article titled “The Audit Committee’s New Agenda” for the Harvard Business Review. The article addressed why it is so much more difficult to recruit executives to the audit committee than it is to recruit them to the board of directors.

In their writings they explain the phenomenon like this:

“After all, who in their right mind would want to trade sailing, golf, and exotic travel for the increasingly complex (not to mention high profile) new world of financial disclosure and reporting? Since the passage of Sarbanes-Oxley (SOX) legislation in 2002, audit team members have to adapt to new constraints on operating frameworks and committee composition and endure longer and more frequent meetings filled with all manner of compliance minutiae, while putting their own reputations on the line.”

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The Importance of CEO Experience: Dennis Carey

January 19th, 2011

The number of retired business executives returning to the boardroom is growing on a yearly basis. Corporations across the globe are recognizing the benefits they can reap from the seniors’ experiences and knowledge in the field.

Dennis Carey, senior client partner at the recruitment firm Korn/Ferry said “these chairmen are strategic equal partners of the CEO because they already demonstrated a successful ‘in the trenches’ style of management.”

An example of one such man is John ‘Jack’ Kroll, the 73-year-old, retired CEO of DuPont Company. In 2009, following the company’s rise from bankruptcy court protection, Jack was named outside chairman of the auto-parts producer Delphi Automotive LLP. In his position, Jack came up with new plans and business strategies to set the business back on its feet.

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CEO Succession: Dennis Carey and Dayton Ogden

January 7th, 2011

Dennis Carey and Dayton Ogden co-authored a book titled CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive.

A review on their work stated that the authors “offer the insiders’ prescription for success in succession. Directors will savor the advice on how to pick the right CEO; executives will relish the advice on how to be chosen; everyone will delight in seeing how it’s really done at companies from Cigna and Delta to GE and Sunbeam. Graphically narrated by search specialists at the top of the game, CEO Succession tells how to put the right leadership in place for results.”

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The Benefits of Learning from Former CEOs: Dennis Carey

December 30th, 2010

Dennic Carey co-authored an article that was published in the Wharton leadership Digest. In it, he explains the benefits and knowledge which can be obtained by new CEOs through meeting older, more experienced CEOs.

He explains that “on top of the general problem of harnessing the energies of a company comes the simple fact that a CEO may be very unfamiliar with some core responsibilities. Most new CEOs have never chaired a board meeting. Some may never even have attended one. Most have never had to forge a working relationship with a board-selected ‘lead director.’ Outside the boardroom, issues such as advertising, human resources, the press, Wall Street analysts, mergers and board member recruitment, which consume large amounts of a CEO’s time and attention, are activities that most senior executives below the top job may have dealt with on only a very limited basis.”

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