Posts Tagged ‘Dennis Carey’

Finding a New CEO: Dennis Carey and Dayton Ogden

Saturday, August 20th, 2011

Dennis Carey and Dayton Ogden co-authored book entitled “CEO Succession”. The article “Finding a New CEO” adapts passages from the book, bringing up a few main points.

The article reads: “For a CEO taking office after the abrupt departure of a predecessor, lining up a successor might seem the least important item on a formidable list of must-dos. The replacement CEO must get control of the situation that caused the demise of the previous CEO, win over demoralized employees and unhappy investors and put a plan into place. He or she must build a team to tackle the problems and take action. Yet planning for a successor can go a long way toward reassuring employees and investors and steadying the company. And if the new CEO isn’t interested in the task, the board should be.”

Lessons for Master Acquirers: Dennis Carey

Sunday, August 7th, 2011

Dennis Carey wrote an article entitled “Lessons from Master Acquirers: A CEO Roundtable on Making Mergers Succeed.”

In short, the article discusses: “The announcement in January of the merger between America Online and Time Warner marked the convergence of the two most important business trends of the last five years- the rise of the internet and the resurgence of mergers and acquisitions. M&A activity is at a fever pitch, spurred in a large part by the breathtaking influx of capital into the internet space. And all signs indicate the trend will only accelerate. Against this background, an impressive group of experienced deal makers came together to share their experiences of what makes mergers work. They were assembled in Scottsdale, Arizona, under the auspices of the M&A Group, a professional society formed in 1999 for CEOs interested in M&A as a business strategy. Participants included top executives from internet start-ups like Teligent; venture capital firms like Baroda Ventures; financial institutions like Merrill Lynch and PricewaterhouseCoopers; and major corporations like Allstate, Tyco International, SmithKline Beecham, Rohm and Haas, VF, Crown Cork &Seal, and Hughes Space and Communications. The spirited and surprisingly frank discussion cut a wide swath, considering issues such as whether most mergers fail to pan out as well as expected, how to increase the odds of success, the nuts and bolts of the integration process, the trade-offs between acquiring a company and growing from within, the important of cultural issues, and why anyone would want to be on the board of a merged company.”

CEO Succession and GlaxoSmithKline: Dennis Carey

Thursday, July 7th, 2011

Dennis Carey co-authored an article discussing CEO succession. He explained that GlaxoSmithKline allowed three internal candidates to compete for the position, sparking many debates in the business world. All three candidates were qualified for the role of CEO, and so the firm arranged year-long CEO-level projects for each, during which the candidates were watched closely by the directors and chief executives.

Later, the executives were asked: what were the candidates’ best and worse decisions? What are their strongest and weakest leadership qualities? Whose capabilities are the most suited to meet the company’s strategic needs? Whose temperament, passion and work style best match the company’s culture and strategy?

Dennis Carey and his co-authors explained that while covering the story, the media focused on the wrong things. They wrote: “What was missing in the articles and blogs is perhaps the key lesson for corporations: 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 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 information gaps left by the other.”

Dennis Carey on Making Mergers Succeed

Thursday, June 30th, 2011

Dennis Carey, an executive recruiter at Korn/Ferry International, wrote an article entitled “Lessons from Master Acquirer: A CEO Roundtable on Making Mergers Succeed” that was published in the Harvard Business Review.

It reads:

“The announcement in January of the merger between America Online and Time Warner marked the convergence of the two most important business trends of the last five years–the rise of the Internet and the resurgence of mergers and acquisitions. M&A activity is at a fever pitch, spurred in large part by the breathtaking influx of capital into the Internet space. And all signs indicate the trend will only accelerate. Against this background, an impressive group of experienced deal makers came together to share their experiences of what makes mergers work. They were assembled in Scottsdale, Arizona, under the auspices of the M&A Group, a professional society formed in 1999 for CEOs interested in M&A as a business strategy. Participants included top executives from Internet start-ups like Teligent; venture capital firms like Baroda Ventures; financial institutions like Merrill Lynch and PricewaterhouseCoopers; and major corporations like Allstate, Tyco International, SmithKline Beecham, Rohm and Haas, VF, Crown Cork & Seal, and Hughes Space and Communications. The spirited and surprisingly frank discussion cut a wide swath, considering issues such as whether most mergers fail to pan out as well as expected, how to increase the odds of success, the nuts and bolts of the integration process, the trade-offs between acquiring a company and growing from within, the importance of cultural issues, and why anyone would want to be on the board of a merged company.”

The Audit Committee’s New Agenda: The Problem

Tuesday, June 14th, 2011

In The Audit Committee’s New Agenda, Dennis Carey, H. David Sherman and Robert Brust discuss an issue that many businesses have been forced to deal with. They explain:

“Join the board of directors? Yes. The audit committee? No. That’s been the typical response from executives the world over when approached about board service—particularly in the past few years. 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 had 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.”

Executive Recruiting and the Board

Saturday, June 4th, 2011

Dennis Carey, a seasoned executive recruiter, is familiar with all the possible scenarios that can occur when the leadership of a company requires a change. Carey understands that whatever the reason, the board generally takes responsibility and works to provide the firm with solid new leadership.

Carey says: “The corporate board that takes 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.”

Executive Education: Dennis Carey

Saturday, May 28th, 2011

Dennis Carey is an executive recruiter at Korn/Ferry International.

In an article, he explained:

“CEOs need to learn what they can from others who have acquired, largely by trial-and-error, insights into how to run a company. We believe there is an immense and largely untapped body of knowledge on these subjects. It resides among the fraternity of experienced, seasoned and retired CEOs who has been working in the trenches for many years. They may well be the best ‘executive education’ resource for current and future CEOs.”

Selecting a CEO: Dennis Carey

Thursday, May 12th, 2011

Dennis Carey, executive recruiter at Korn/Ferry International, understands that the process of selecting a new CEO is very complicated.

In an article, he wrote:

“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 the informational gaps left by the other.”

The Board’s Role in Executive Recruiting

Wednesday, April 27th, 2011

Executive recruiters like Dennis Carey of Korn/Ferry understand that it is important for the board to take on recruiting responsibilities. Choosing a new CEO is a complicated task, and a company’s board is already familiar with the organizations goals and requirements. They are also the most likely to have an objective approach to the task.

Carey says: “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.”

Executive Recruiter Dennis Carey

Sunday, 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.