Slideshows by User: edwingl

Slideshows by User: edwingl http://www.slideshare.net/ http://www.slideshare.net/images/logo.gif Slideshows by User: edwingl http://www.slideshare.net/ Wed, 08 Jul 2009 16:39:41 GMT SlideShare feed for Slideshows by User: edwingl Portfolio Management Special http://www.slideshare.net/edwingl/portfolio-management-1697038
Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity, it is essential that every last drop of working capital is squeezed from investee companies. When smoothing over a transition period in a successful firm, interim managers can be important. But during a recession, as portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing.]]>
Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity, it is essential that every last drop of working capital is squeezed from investee companies. When smoothing over a transition period in a successful firm, interim managers can be important. But during a recession, as portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing.]]> Wed, 08 Jul 2009 16:39:41 GMT http://www.slideshare.net/edwingl/portfolio-management-1697038 edwingl@slideshare.net(edwingl) Portfolio Management Special edwingl Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity, it is essential that every last drop of working capital is squeezed from investee companies. When smoothing over a transition period in a successful firm, interim managers can be important. But during a recession, as portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing. <img src="http://cdn.slidesharecdn.com/portfoliomanagement-124707094422-phpapp01-thumbnail-2?1247071200" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity, it is essential that every last drop of working capital is squeezed from investee companies. When smoothing over a transition period in a successful firm, interim managers can be important. But during a recession, as portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing. Portfolio Management Special

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Interim Report http://www.slideshare.net/edwingl/interim-report
The aim of our research was to seek answers to a number of questions, among them: -Which business sectors are most likely to use interim management? -What are the key factors driving the market? -What daily rates apply in this sector and how do they vary between job functions? -What do clients (and practitioners) think are the benefits of interim management? -What roles leave organisations the most vulnerable if they are left vacant? -What types of business exposure are created by gaps in a management team? -To what extent is interim management an effective alternative to consultancy? -Can interims be leveraged as an alterative source of candidates for permanent roles? -What prevents more women from pursuing interim careers, and is this possible to change? -What role do interims play in change management?]]>
The aim of our research was to seek answers to a number of questions, among them: -Which business sectors are most likely to use interim management? -What are the key factors driving the market? -What daily rates apply in this sector and how do they vary between job functions? -What do clients (and practitioners) think are the benefits of interim management? -What roles leave organisations the most vulnerable if they are left vacant? -What types of business exposure are created by gaps in a management team? -To what extent is interim management an effective alternative to consultancy? -Can interims be leveraged as an alterative source of candidates for permanent roles? -What prevents more women from pursuing interim careers, and is this possible to change? -What role do interims play in change management?]]> Tue, 23 Jun 2009 08:28:20 GMT http://www.slideshare.net/edwingl/interim-report edwingl@slideshare.net(edwingl) Interim Report edwingl The aim of our research was to seek answers to a number of questions, among them: -Which business sectors are most likely to use interim management? -What are the key factors driving the market? -What daily rates apply in this sector and how do they vary between job functions? -What do clients (and practitioners) think are the benefits of interim management? -What roles leave organisations the most vulnerable if they are left vacant? -What types of business exposure are created by gaps in a management team? -To what extent is interim management an effective alternative to consultancy? -Can interims be leveraged as an alterative source of candidates for permanent roles? -What prevents more women from pursuing interim careers, and is this possible to change? -What role do interims play in change management? <img src="http://cdn.slidesharecdn.com/interimreport-090623032823-phpapp02-thumbnail-2?1245745721" alt ="" style="border:1px solid #C3E6D8;float:right;" /> The aim of our research was to seek answers to a number of questions, among them: -Which business sectors are most likely to use interim management? -What are the key factors driving the market? -What daily rates apply in this sector and how do they vary between job functions? -What do clients (and practitioners) think are the benefits of interim management? -What roles leave organisations the most vulnerable if they are left vacant? -What types of business exposure are created by gaps in a management team? -To what extent is interim management an effective alternative to consultancy? -Can interims be leveraged as an alterative source of candidates for permanent roles? -What prevents more women from pursuing interim careers, and is this possible to change? -What role do interims play in change management? Interim Report

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Challenge Of Change http://www.slideshare.net/edwingl/challenge-of-change
The Changing Business Landscape Pressure on business is greater than ever before. Competition is intense and often it comes not from a local competitor, but an ambitious fast-growing business from a powerhouse emerging economy such as China, India or South East Asia. To compete, Western companies need to be better, slicker or cheaper – preferably all three. Companies in the West also face a much greater administrative burden than their competitors in developing countries, particularly in terms of stricter legislation, whether to do with operating procedures, employment rights or corporate governance. And they still have to deal with all the other major issues that big businesses face: remaining profitable in a tough economic climate; aiming for growth and expansion, particularly via mergers and acquisitions; improving efficiency via major infrastructure and systems projects; and the critical need to reach more customers and break into new global markets, many of which are actually home to their biggest competitors.]]>
The Changing Business Landscape Pressure on business is greater than ever before. Competition is intense and often it comes not from a local competitor, but an ambitious fast-growing business from a powerhouse emerging economy such as China, India or South East Asia. To compete, Western companies need to be better, slicker or cheaper – preferably all three. Companies in the West also face a much greater administrative burden than their competitors in developing countries, particularly in terms of stricter legislation, whether to do with operating procedures, employment rights or corporate governance. And they still have to deal with all the other major issues that big businesses face: remaining profitable in a tough economic climate; aiming for growth and expansion, particularly via mergers and acquisitions; improving efficiency via major infrastructure and systems projects; and the critical need to reach more customers and break into new global markets, many of which are actually home to their biggest competitors.]]> Tue, 23 Jun 2009 08:17:09 GMT http://www.slideshare.net/edwingl/challenge-of-change edwingl@slideshare.net(edwingl) Challenge Of Change edwingl The Changing Business Landscape Pressure on business is greater than ever before. Competition is intense and often it comes not from a local competitor, but an ambitious fast-growing business from a powerhouse emerging economy such as China, India or South East Asia. To compete, Western companies need to be better, slicker or cheaper – preferably all three. Companies in the West also face a much greater administrative burden than their competitors in developing countries, particularly in terms of stricter legislation, whether to do with operating procedures, employment rights or corporate governance. And they still have to deal with all the other major issues that big businesses face: remaining profitable in a tough economic climate; aiming for growth and expansion, particularly via mergers and acquisitions; improving efficiency via major infrastructure and systems projects; and the critical need to reach more customers and break into new global markets, many of which are actually home to their biggest competitors. <img src="http://cdn.slidesharecdn.com/challengeofchange-090623031715-phpapp02-thumbnail-2?1245746111" alt ="" style="border:1px solid #C3E6D8;float:right;" /> The Changing Business Landscape Pressure on business is greater than ever before. Competition is intense and often it comes not from a local competitor, but an ambitious fast-growing business from a powerhouse emerging economy such as China, India or South East Asia. To compete, Western companies need to be better, slicker or cheaper – preferably all three. Companies in the West also face a much greater administrative burden than their competitors in developing countries, particularly in terms of stricter legislation, whether to do with operating procedures, employment rights or corporate governance. And they still have to deal with all the other major issues that big businesses face: remaining profitable in a tough economic climate; aiming for growth and expansion, particularly via mergers and acquisitions; improving efficiency via major infrastructure and systems projects; and the critical need to reach more customers and break into new global markets, many of which are actually home to their biggest competitors. Challenge Of Change

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Bounceback -strategies in an economic downturn http://www.slideshare.net/edwingl/eolwe-bounceback-web
Survival Strategies in an economic downturn Western Europe research by Executives Online. This report is drawn from an online survey conducted among senior executives and experienced interim managers based in Western Europe at the end of 2008. Our survey sample of over 300 included 45% employed executives, one fifth interim managers on assignment, a small percentage employed in a non-managerial capacity, and one third either interim managers not currently on assignment or not in the labour market.]]>
Survival Strategies in an economic downturn Western Europe research by Executives Online. This report is drawn from an online survey conducted among senior executives and experienced interim managers based in Western Europe at the end of 2008. Our survey sample of over 300 included 45% employed executives, one fifth interim managers on assignment, a small percentage employed in a non-managerial capacity, and one third either interim managers not currently on assignment or not in the labour market.]]> Tue, 23 Jun 2009 08:17:09 GMT http://www.slideshare.net/edwingl/eolwe-bounceback-web edwingl@slideshare.net(edwingl) Bounceback -strategies in an economic downturn edwingl Survival Strategies in an economic downturn Western Europe research by Executives Online. This report is drawn from an online survey conducted among senior executives and experienced interim managers based in Western Europe at the end of 2008. Our survey sample of over 300 included 45% employed executives, one fifth interim managers on assignment, a small percentage employed in a non-managerial capacity, and one third either interim managers not currently on assignment or not in the labour market. <img src="http://cdn.slidesharecdn.com/eolwebouncebackweb-090623031711-phpapp01-thumbnail-2?1245746065" alt ="" style="border:1px solid #C3E6D8;float:right;" /> Survival Strategies in an economic downturn Western Europe research by Executives Online. This report is drawn from an online survey conducted among senior executives and experienced interim managers based in Western Europe at the end of 2008. Our survey sample of over 300 included 45% employed executives, one fifth interim managers on assignment, a small percentage employed in a non-managerial capacity, and one third either interim managers not currently on assignment or not in the labour market. Bounceback -strategies in an economic downturn

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Introducing Executives Online June2009 http://www.slideshare.net/edwingl/introducing-executives-online-june2009
About Executives Online The international executive network for fast track executive headhunting and interim management When results matter.]]>
About Executives Online The international executive network for fast track executive headhunting and interim management When results matter.]]> Tue, 23 Jun 2009 08:07:09 GMT http://www.slideshare.net/edwingl/introducing-executives-online-june2009 edwingl@slideshare.net(edwingl) Introducing Executives Online June2009 edwingl About Executives Online The international executive network for fast track executive headhunting and interim management When results matter. <img src="http://cdn.slidesharecdn.com/introducingexecutivesonlinejune2009-090623030720-phpapp02-thumbnail-2?1245745995" alt ="" style="border:1px solid #C3E6D8;float:right;" /> About Executives Online The international executive network for fast track executive headhunting and interim management When results matter. Introducing Executives Online June2009

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]]> http://cdn.slidesharecdn.com/profile-photo-edwingl?1241556053 General Manager Nederland Edwin Glas: “Als het absolute topbanen betreft, bieden traditionele websites als Monsterboard of Vacaturebank.nl geen uitkomst. Echter, de nieuwe generatie topmanagers wordt ook niet gevonden door traditionele headhunters. Zij www.executivesonline.nl/ http://cdn.slidesharecdn.com/portfoliomanagement-124707094422-phpapp01-thumbnail?1247071200 edwingl/portfolio-management-1697038 Portfolio Management S... http://cdn.slidesharecdn.com/interimreport-090623032823-phpapp02-thumbnail?1245745721 edwingl/interim-report Interim Report http://cdn.slidesharecdn.com/challengeofchange-090623031715-phpapp02-thumbnail?1245746111 edwingl/challenge-of-change Challenge Of Change