Ownership transition activity in the architecture and engineering (A/E) space is certainly on the upswing with the Baby Boomer generation looking to retire in increasing numbers. But, how ready are you for taking on the task of transitioning ownership of your firm? Have you primed the pump with a list of possible successors?
PSMJ Newsletter October 2015-The place where A/E/C firm leaders get proven ad...Frank A. Stasiowski, FAIA
Where can you find the most innovative results-driven strategies and tactics for A/E/C firm leaders? It is all right here...in every issue of Professional Services Management Journal. PSMJ is one of the fastest-growing and most action-oriented sources of proven advice...for less than you probably spend on coffee each week!
We've been hard at work making PSMJ more relevant, timely, and action-oriented than ever before! In fact, no other industry publication has the power to transform your firm's growth and your career like PSMJ.
Sample a complimentary edition here and then subscribe at http://store.psmj.com/publications/newsletters/professional-services-management-journal/
In Best Practices in Strategic Planning for A/E Firms, we begin by providing you with the results of a survey that PSMJ did with 75 firms on how they conduct strategic planning.
Next, we provide you with some information on what we have gleaned from the survey. We have mined the data to figure out what works and what doesn’t work in strategic planning.
Then, to help you conduct better strategic planning at your firm, we talk specifically about some things that we have learned over the many years we have been engaged in strategic planning with architecture and engineering firms.
We wrap up with some recommendations on best practices in strategic planning. Our goal is to provide new insight into how your firm can maximize your strategic planning efforts for success in 2016.
10 metrics to measure the effectiveness of Human Resource functionDr Wilfred Monteiro
Is human resource function a plethora of initiatives; & good intents to increase productivity; employee engagement and talent retention ... WHAT IS THE BOTTOM LINE OF HR function
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
PSMJ Newsletter October 2015-The place where A/E/C firm leaders get proven ad...Frank A. Stasiowski, FAIA
Where can you find the most innovative results-driven strategies and tactics for A/E/C firm leaders? It is all right here...in every issue of Professional Services Management Journal. PSMJ is one of the fastest-growing and most action-oriented sources of proven advice...for less than you probably spend on coffee each week!
We've been hard at work making PSMJ more relevant, timely, and action-oriented than ever before! In fact, no other industry publication has the power to transform your firm's growth and your career like PSMJ.
Sample a complimentary edition here and then subscribe at http://store.psmj.com/publications/newsletters/professional-services-management-journal/
In Best Practices in Strategic Planning for A/E Firms, we begin by providing you with the results of a survey that PSMJ did with 75 firms on how they conduct strategic planning.
Next, we provide you with some information on what we have gleaned from the survey. We have mined the data to figure out what works and what doesn’t work in strategic planning.
Then, to help you conduct better strategic planning at your firm, we talk specifically about some things that we have learned over the many years we have been engaged in strategic planning with architecture and engineering firms.
We wrap up with some recommendations on best practices in strategic planning. Our goal is to provide new insight into how your firm can maximize your strategic planning efforts for success in 2016.
10 metrics to measure the effectiveness of Human Resource functionDr Wilfred Monteiro
Is human resource function a plethora of initiatives; & good intents to increase productivity; employee engagement and talent retention ... WHAT IS THE BOTTOM LINE OF HR function
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Sovereign Insurance - Strategic Planning for RESULTS - SovNetRESULTS.com
Strategic Planning for RESULTS - Lessons learned from working with thousands of SMB clients
Stephen Lynch is the Head of Strategy and Consulting at RESULTS.com. He is a “Kiwi” (New Zealander) living in San Francisco.
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in this presentation.
Finding it hard to track the performance of employees? Install UpRaise for Employee Succes Jira OKR plugin With OKR Goals, Continuous Feedback & Performance Reviews. Know More: https://upraise.io/agile-performance-management-add-jira/
Strategy Execution: How to Boost Effectiveness and Deliver Greater ImpactHuman Capital Media
Join Christine DiDonato, director of talent and organizational development at Sony Electronics Inc., and Peter Mulford, executive vice president at BTS, as they dive into the core elements of successful strategy execution. They’ll discuss the inner architecture of strategy execution and how companies can achieve superior results faster when the workforce is aligned to the strategy, has the right mindset and has mastered the capabilities needed to execute.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/team-management-models-1212
BENEFITS OF DOCUMENT
1. Includes models and frameworks for improving team effectiveness, team dynamics, learning and development, coaching, motivation, communication, change management and creativity.
2. Applicable to all types of organizations.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 26 different Team Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. Mintzberg's Management Roles Model
2. Butler & Waldroop's Four Dimensions of Relational Work Model
3. Lencioni's Five Dysfunctions of a Team
4. Birkinshaw's Four Dimensions of Management Framework
5. Waldroop & Butler's Six Problem Behaviors
6. The GRPI Model
7. Tuckman's Model of Team Development Stages
8. Cog's Ladder: A Model for Group Development
9. Belbin's Team Roles Model
10. The JD-R Model
11. Margerison-McCann Team Management Profile
12. Blanchard & Thacker's Training Needs Analysis Framework
13. The ADDIE Model
14. The Conscious Competence Learning Model
15. Kirkpatrick's Four-Level Training Evaluation Model
16. Heron's Six Categories of Intervention
17. The Emotional Competence Framework
18. The Nine-Box Grid for Talent Management
19. The GROW Model
20. Gibb's Reflective Cycle
21. Maslow's Hierarchy of Needs
22. Hertzberg's Motivators & Hygiene Factors
23. The Johari Window
24. Lewin's Three Stage Change Model
25. Kotter's Eight Phases of Change
26. De Bono's Six Thinking Hats
A Brief Introduction to The Strategic Offsites GroupBob Frisch
A thumbnail overview of The Strategic Offsites Group, the world's leader in the design and facilitation of strategy offsites for executive leadership teams and Boards of Directors.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
Today, photography has reached a level where basic digital cameras are being replaced by high end Digital SLR cameras. The experiment designed and executed will help the aspiring photographers and the general population that use these cameras, by giving them a brief idea & description about the various parameters that come under consideration while clicking photographs and also an overview of the outcomes.
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Sovereign Insurance - Strategic Planning for RESULTS - SovNetRESULTS.com
Strategic Planning for RESULTS - Lessons learned from working with thousands of SMB clients
Stephen Lynch is the Head of Strategy and Consulting at RESULTS.com. He is a “Kiwi” (New Zealander) living in San Francisco.
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in this presentation.
Finding it hard to track the performance of employees? Install UpRaise for Employee Succes Jira OKR plugin With OKR Goals, Continuous Feedback & Performance Reviews. Know More: https://upraise.io/agile-performance-management-add-jira/
Strategy Execution: How to Boost Effectiveness and Deliver Greater ImpactHuman Capital Media
Join Christine DiDonato, director of talent and organizational development at Sony Electronics Inc., and Peter Mulford, executive vice president at BTS, as they dive into the core elements of successful strategy execution. They’ll discuss the inner architecture of strategy execution and how companies can achieve superior results faster when the workforce is aligned to the strategy, has the right mindset and has mastered the capabilities needed to execute.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/team-management-models-1212
BENEFITS OF DOCUMENT
1. Includes models and frameworks for improving team effectiveness, team dynamics, learning and development, coaching, motivation, communication, change management and creativity.
2. Applicable to all types of organizations.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 26 different Team Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. Mintzberg's Management Roles Model
2. Butler & Waldroop's Four Dimensions of Relational Work Model
3. Lencioni's Five Dysfunctions of a Team
4. Birkinshaw's Four Dimensions of Management Framework
5. Waldroop & Butler's Six Problem Behaviors
6. The GRPI Model
7. Tuckman's Model of Team Development Stages
8. Cog's Ladder: A Model for Group Development
9. Belbin's Team Roles Model
10. The JD-R Model
11. Margerison-McCann Team Management Profile
12. Blanchard & Thacker's Training Needs Analysis Framework
13. The ADDIE Model
14. The Conscious Competence Learning Model
15. Kirkpatrick's Four-Level Training Evaluation Model
16. Heron's Six Categories of Intervention
17. The Emotional Competence Framework
18. The Nine-Box Grid for Talent Management
19. The GROW Model
20. Gibb's Reflective Cycle
21. Maslow's Hierarchy of Needs
22. Hertzberg's Motivators & Hygiene Factors
23. The Johari Window
24. Lewin's Three Stage Change Model
25. Kotter's Eight Phases of Change
26. De Bono's Six Thinking Hats
A Brief Introduction to The Strategic Offsites GroupBob Frisch
A thumbnail overview of The Strategic Offsites Group, the world's leader in the design and facilitation of strategy offsites for executive leadership teams and Boards of Directors.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
Today, photography has reached a level where basic digital cameras are being replaced by high end Digital SLR cameras. The experiment designed and executed will help the aspiring photographers and the general population that use these cameras, by giving them a brief idea & description about the various parameters that come under consideration while clicking photographs and also an overview of the outcomes.
MA STATE HOUSE REMARKS WITH REP. CABRAL AND AUTOR JAMES BUTLER: DISCOVERING T...Russell Pierce
AN EXPLORATION IN PRACTICAL AND APPLIED RECOVERY PRINCIPLES IN THE CONTEXT OF PROVIDING A BASIS FOR ENAGEMENT IN CARE AND ENHANCING THE THERAPEUTIC ALLIANCE WHILE RECOGNIZING THAT WHOLE HEALTH INVOLVES THE POLICY CONSIDERATION OF HEALTH IN ALL OF ITS DIMENSIONS IN COMMUNITY LIFE TO INCLUDE HOUSING, EDUCATION AND EMPLOYMENT,AND MORE,
5 myths you should know about dog and cat foodsTom Musbach
Webinar on dog and cat nutrition featuring Dr. Roger Welton, a veterinarian on Pearl.com.
The slide show addresses common myths and offers tips for selecting the right pet food.
The term 'Global Warming' refers to an expected rise in global temperature due to certain human activities.
The reason behind this increase in temperature is the continued emission of Carbon Dioxide and other greenhouse gases in the atmosphere which are capable of trapping heat.
The carbon dioxide concentration in our atmosphere has increased about 15% during the past century.
The result is that the layer of CO2 so formed over earth absorbs the sun's heat and thus prevents its escape thus causing the green house effect.
Presentazione User Conference ManageEngine Italia 2013, soluzioni per il monitoraggio completo dell'infrastruttura IT, rete, sistemi, applicazioni e storage.
BornGlobal White Paper on Global Expansioneyalbino
What are the risks associated with establishing a presence in the U.S. market? What are the general elements that must be in place to ensure success? This paper examines the aspects of going global and expanding to the U.S. market, assess the risks and the benefits associated with this move, and provides an analysis of the key factors for success.
What are the risks associated with establishing a presence in the U.S. market? What are the general elements that must be in place to ensure success? This paper examines the aspects of going global and expanding to the U.S. market, assesses the risks and the benefits associated with this move, and provides an analysis of the key factors for success.
Succession planning, regardless of the age of owners or management, is not an event, but an ongoing process that needs to begin now. Find out what are the are critical decisions that need to be addressed (but not necessarily resolved today)
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
References
Hisrich, R.D., Peters, M.P., & Shepherd, D.A. (2013). Entrepreneurship (Laureate Custom
Education). New York: McGraw-Hill Irwin.
Custom Create Edition
LAUREATE
EDUCATION INC
196 -1 Entrepreneurship
THE BUSINESS PLAN: CREATING AND
STARTING THE VENTURE
1
To define what the business plan is, who prepares it, who reads it, and how it is
evaluated.
2
To understand the scope and value of the business plan to investors, lenders, employees,
suppliers, and customers.
3
To identify information needs and sources for each critical section of the business plan.
4
To enhance awareness of the value of the Internet as an information resource and
marketing tool.
5
To present examples and a step-by-step explanation of the business plan.
6
To present helpful questions for the entrepreneur at each stage of the plann ing process.
7
To understand how to monitor the business plan.
I
___________ Ent~:?...':~n-~~s_h~_'__~~~h_th_E~i-tio_o -~-7- __ _
OPENING PROFILE
BELINDA GUADARRAMA
The business plan, although it is often criticized as being "dreams of glory," is
probably the single most important document to the entrepreneur at the start-up
stage. Potential investors are not likely to consider investing in a new venture until
the business plan has been completed. In addition, the business plan helps the en-
trepreneur maintain perspective as to what needs to be
accomplished.
• • The development and preparation of a business plan
can entail many obstacles and takes a strong commitment
by an entrepreneur before it can actually be completed and then implemented. No
one knows this better than Belinda Guadarrama, the president and CEO of GC Micro
Corporation. Her company supplies computer hardware and software to Fortune 1000
companies as well as the defense and aerospace industry.
As the entrepreneur of this now multi-million-dollar company, Belinda has been
recognized by two Hispanic organizations-the U.S. Hispanic Chamber of Commerce
and the Latin Business Association-as Hispanic Businesswoman of the Year 2002.
Her firm has been consistently ranked among the 500 largest Hispanic-owned
companies, and in 2008 it received the Boeing Performance Excellence Award and
the U.S. Department of Agriculture Woman-Owned Business Contractor of the Year
award.
Although today she is a successful entrepreneur, the journey was a long and ardu-
ous process with a number of highs and lows. After graduating from Trinity University
and taking a number of graduate courses at the University of Texas at Austin, she be-
gan working for the Texas attorney general as the director of personnel and training.
She later moved to California during the 1980s technology boom to work for a mail-
order software company. Like many others, she arrived at work one day to find a note
on the door indicating that the business was closed.
At that point Belinda made the decision to start her own busi ...
We are all small fish in a big pond. It's all about the splash you make and how you make it. Work is Personal. Computing is Social. Knowledge is Power.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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What Every A/E Firm Leader Needs to Know About Transition Planning
1. WHAT EVERY A/E
FIRM LEADER NEEDS
TO KNOW ABOUT
TRANSITION PLANNING
E.BOOK SERIES
2. E.BOOK SERIES
II
Ownership transition activity in the architecture and engineering
(A/E) space is certainly on the upswing with the Baby Boomer
generation looking to retire in increasing numbers. But, how ready
are you for taking on the task of transitioning ownership of your
firm? Have you primed the pump with a list of possible successors?
Those who are looking to retire in the next decade need to start
planning today to guarantee a smooth transition, and one that is
beneficial to all parties.
Yet, if you are a firm owner looking to transition ownership within
your organization, you probably already know that generational
forces operating in today’s A/E firms present some major challenges.
Only a few years ago, when a young professional joined a design
firm, he or she expected to serve a long time in that firm, working
for the owners while becoming more and more knowledgeable and
capable, and hoping, after years of loyal commitment, to someday
acquire equity in the company.
Today, however, things are much different. Your incoming
professionals probably seem more loyal to their own careers and
their profession than to their companies. And who can blame them?
In their experience, they see companies that come and go, they see
companies merging or getting acquired, they see constant change.
The only way they can have some control over their own destiny is
to be independent: either move among companies to find what they
want, or become owners fairly early.
The most talented young professionals are educated about the
world, independent thinkers, and somewhat impatient for more
responsibility and financial reward. They aspire to early ownership.
If you want to keep them in your firm, you must make it clear that
the ownership path is open to them.
In What Every A/E Firm Leader Needs to Know about Transition
Planning, we help you navigate through some of the thornier
parts of planning for your firm’s ownership transition, as well
as present some expert advice on how firms can address the
generational challenges they face today when considering selling
their firm internally.
Though we only cover a small corner of the vast world of ownership
transition in this e-book, we do hope you find it helpful. For more
information and additional resources, please contact us at
617-965-0055 or www.psmj.com.
INTRODUCTION
4. E.BOOK SERIES
PART ONE:
COVERING
THE BASICS
AN OVERVIEW OF THE
OWNERSHIP TRANSITION
PROCESS
The goal of an ownership transition plan
is usually to keep the firm intact and
operating smoothly according to its original
vision, whether the occasion for change is
planned, such as an owner’s retirement, or an
unexpected event like the sudden death or
disability of a partner. Ideally, the day to start
planning your transition is the day you start
your firm. Don’t put it off. It affects your on-
going management decisions and the year-to-
year financial management of your firm. And
a transition could happen sooner than you
expect.
2
The following are the general steps you need to
take to complete a successful transition.
• Understand your firm’s culture. Are you
trying to create an empowered company
where all employees have an
entrepreneurial spirit? Or are you more
concerned with control?
• Understand your own goals and objectives.
At the end of the transition, where do
you hope to be, financially, personally and
professionally?
• Set your criteria for leadership. What does
it take to become a partner in your firm?
• Decide how you will finance the transition.
• Write a schedule. Whether your plan will
take five years or fifteen, decide what you
need to do and when.
• Know how to place a valuation on your
firm.
• Put in place a buy/sell agreement and plan
to review it every two or three years.
Ideally, the day to start planning
your transition is the day you
start your firm.
5. E.BOOK SERIES
WHY YOU SHOULD HAVE AN
OWNERSHIP TRANSITION
PLAN…NOW!
It is a common myth that ownership transition
planning is only for those firm leaders who are
ready to exit. This couldn’t be further from the
truth! Even if an exit isn’t in your near-term
plans, here are six reasons why you need to
start building a plan right now:
1. To allow older owners to liquidate their
investment in an orderly fashion.
2. To give younger professionals the
opportunity to acquire ownership over
a reasonable period of time.
3. To allow a smooth transition from one
management and ownership team to
another without disrupting service to
clients, whether the transition results
from a planned or unexpected event.
4. To allow older owners to phase out their
day-to-day involvement, but continue to
contribute where desired.
5. To help recruit talented people who want
to be on an ownership track.
6. To allow each current and future owner
to maximize the return on his or her
investment in the firm.
DESIGN FIRM TRANSITIONS
DIFFER FROM OTHER BUSINESS
TRANSITIONS
Some traits of architecture, engineering,
planning and interior design firms differentiate
their transfer of ownership from transfers in
traditional businesses.
Emotional ties to the profession. Most design
firm professionals want immediate ownership,
not for economic reasons, but to control their
own destiny and build security. They want
ownership, but might not understand what
ownership means.
Financial secrecy. Because owners tend to
keep finances a secret, potential successors
don’t understand the business side or the
financial status of the firm.
Secondary nature of profit. Profit and
profitability can often take a back seat to
design and client relationship management.
Ego and entrepreneurial drive. The
entrepreneurial drive of the founders is often
not found in the second generation.
The results: Entrepreneurs are replaced with
groups who don’t like to take risks and who
spend their time vying with each other for
position.
3
6. E.BOOK SERIES
PART TWO:
MAKING IT
HAPPEN
THE FOUR DIFFERENT
GENERATIONS IN TODAY’S
A/E FIRM
For the first time in our history, companies are
struggling to deal with four generations in the
workplace at one time. The resulting culture
clash is causing some serious issues that you, as
both emerging and established leaders, need to
understand.
A generation occurs roughly every 20 years.
Social scientists clump a generation together
according to events and external influences
that the group shared. This is not a fixed
science, so you will see different ranges of years
for different generations. The characteristics of
the generations don’t change though.
THE TRADITIONALISTS, born between
1900 and 1945, are mostly retired but some are
still working, carrying on the beliefs, practices,
and loyalty of the Greatest Generation, as they
have been called. They experienced world
wars, the Depression, and the industrialization
of our country. While they technically are
two generations, this group is viewed as
one generation because their values and life
experiences werethe same. The key invention
in their generation: radio.
4
7. E.BOOK SERIES
THE BABY BOOMERS, born between 1945
and 1962, are in management and leadership
positions today. This generation identifies
with JFK, Martin Luther King Jr., the Beatles,
and the Beave. They fought for civil rights and
women’s rights and in Vietnam and against the
draft. They rolled in the mud at Woodstock
and launched Saturday Night Live. The greatest
invention of their generation: television.
GENERATION X, born between 1963 and
1982, is comprised of so many different groups
that researchers couldn’t find one label that
fits all of them, thus the term Generation X.
Gen Xers identify with Bill Clinton, Bill Gates,
Michael Jordan, and Dilbert. They experienced
the highest divorce rate in U.S. history and
were the first latch-key kids. They saw their
parents’ loyalty to corporate America rewarded
by widespread layoffs. The greatest invention
for them: the personal computer.
45
And there are the MILLENNIALS, born
between 1981 and 1999. Influencers for them
include Prince William, TinkyWinky, Kurt
Cobain, and Britney Spears. These people
have lived with Colombine, the 9-11 bombing
of the Twin Towers, and the bombing at
the Olympics. The Millennials have grown
up with cell phones and instant messaging.
Whereas other generations have had to work
on diversity, the Millennials have grown up
expecting diversity. Some researchers believe
this group will be known as the Next Greatest
Generation. The greatest invention for this
group: the Internet. Population: 76 million.
What is critical to recognize here is that the
challenge of managing four generations is
marked by having to manage four different sets
of values:
Traditionalists value stability, responsibility,
frugality, and loyalty to the company.
Boomers value optimism, competitiveness,
idealism, and rising through the ranks.
GenXers value skepticism, independence,
resourcefulness, and work/life balance.
Millennials value loyalty, optimism, diversity,
and teamwork.
Use your understanding of these distinctions
to approach members of different generations
accordingly.
The challenge of managing four
generations is marked by having
to manage four different sets of
values.
8. E.BOOK SERIES
6
FIRST, THERE IS THE FINANCIAL
SIDE OF OWNERSHIP
TRANSITION…
Looking at internal sales of stock ownership,
processes, and partnership agreements,
much has changed since the 2008 downturn.
Generational forces at work in today’s
architecture or engineering firm present
a major challenge to effective ownership
transition. Thus, as a firm leader, you must do
more than consider new or revised terms in
your buy-sell agreements.
Today’s Perfect Storm
Internal ownership transition has gotten to be
one of the most difficult challenges facing A/E
firm leaders today. In fact, we have just run
into what could be called the “perfect storm.”
The number of Baby Boomers who own equity
in the A/E industry and want to get out is at an
all-time high. It is going to get higher yet, but
it is peaking with the current demographic of
firm owners.
While current Boomers are looking to retire,
however, few Generation Xers are ready to take
over the reins, and the following generation
(i.e. Millennials) have different expectations.
And, many of these younger folks coming
up the line are still shell-shocked from the
recession. They saw themselves and all their
friends get laid off. They expect to be given the
ownership, that, in effect, they have already
earned it by being a good employee.
Because of a reduced demand for shares inside
the firm, there are not a lot of buyers out there
for internal ownership. And, of course, this
doesn’t fit with the retirement plans of the
Baby Boomers, many of whom are behind
schedule because of the losses they incurred
during the recession. And so, when you
combine a pressure for value with the fact that
the younger folks don’t want to pay, the result
is nothing less than a logjam.
Because of a reduced demand for
shares inside the firm, there are
not a lot of buyers out there for
internal ownership.
9. E.BOOK SERIES
Deep Discount vs. External Sale
Our experts at PSMJ are seeing a big
separation in valuation between what a seller
(who owns shares and wants to sell) can get
from an outside firm versus what they could
possibly get at a discount sell to an internal
shareholder. Also, the difference between
internal and external sales has become much
starker. We used to see a 25-30 percent
discount from an external to an internal sale.
Now we are seeing double that, at least a 50-60
percent difference between what firms could
sell themselves for externally versus internally.
Firm leaders, however, should not assume that
an external sale is always a good “fallback”
position. There’s a good chance that the
younger folks would not come along in a sale.
For sellers to be able to deliver firm value, they
have to be able to bring their key staff with
them. And so, the process is circular: It runs
right back into itself.
To say it another way, retiring Baby Boomers
must consider how an external sell would
impact firm culture. Moving from an internal
to external sale greatly increases the influence
of money on your decision. If you have
operated a practice-centered business for a
generation, and then all of a sudden you need
to get the place ready for an outside sale, you
are now money-motivated.
Thus, when you change to a business-centered
practice to make more profit, the firm falls
apart. The middle management does not get it:
They joined and stayed at the firm because of
the way it operates. You might be able to turn
a screw here or tighten up a bolt there, but
the culture turns very slowly even in a small
firm. Making the switch from an internal to
an external focus requires whipping your firm
into the opposite direction, and it’s likely that
your employees will not come along.
ESOPs Find New Popularity
Employee Stock Ownership Plans (ESOPs)
have become more popular. They’re less
overhead burdensome then they used to be
and less expensive to set up. Some firms put
an ESOP in place as a last resort for ownership
transition. They think: “We don’t want to sell
to a big firm and we can’t sell internally, so let’s
do an ESOP as a fallback position.”
7
10. E.BOOK SERIES
The problem is that an ESOP comes with
a cultural change. And firms often don’t
understand how an ESOP shifts the culture of
the firm into one where everybody is – in some
respects –taking an ownership mindset.
Sometimes firms prep for that and do some
lead-up. If firm leaders talk it up and become
more open book, than the firm may not change
in bad ways.
But generally, our view has always been that
you can’t make people act like owners just
by giving them equity-based benefits. People
need to act like owners first, and then an ESOP
might be a good solution. You can’t do it in
reverse.
Financial Planning for Ownership Transition
Many firms want to stay independent. Their
owners say: “I don’t want to or I don’t think I
could sell to an outside firm, and I don’t want
to stick around here very much longer. I have
to do whatever it takes to make this go.” And
so, in order to induce the younger folks to
buy, buy/sell agreements are becoming much
more negotiated in the favor of the buyer. This
includes much more financial assistance to the
buyers, reductions in valuations for the firm
for internal transition, and less-restrictive non-
compete clauses.
The other thing firms are doing in the
good economy right now is finding ways
to maximize profits, and then increase the
distribution to the owners as much as possible.
If you can absorb the discount to keep the
firm independent and give it to the next
generation—and you can sell it at a value they
are willing to accept—that’s great.
Prior to that, however, the firm would have
had to set up an “earnings club”(i.e. where as
much profit as possible is distributed each year
to the shareholders). You have to maximize
that for a few years, and then hand it off to
the next group of leaders. Maybe they are
prepared to handle it or maybe it’s the death
of your firm. You never know, but as the Baby
Boomer, you have your money at that point.
Firms interested in staying independent in this
way need to begin planning at least 10 years in
advance.
8
People need to act like owners
first, and then an ESOP might
be a good solution. You can’t
do it in reverse.
11. E.BOOK SERIES
9
…AND THEN THE PEOPLE-BASED
SIDE OF THE EQUATION
While current Baby Boomers are looking to
retire, few Gen Xers are ready to take over the
reins. Because there’s not a lot of them, trying
to transfer your firm to Gen Xers is going to
be difficult. And if you are planning ten years
down the road, you are thinking the following
generation (i.e. Millennials). In fact, front-edge
Millennials are now just coming into the heart
of their careers where they can really push a
business forward. And so the question arises,
how do Millennials view A/E firm ownership?
What are their reactions when approached
with such offer?
There are no simple answers to these questions
as Millennials come to the work place with
completely different expectations than today’s
retiring Baby Boomers. There are a lot of Baby
Boomers who started and own A/E firms and
need to transition out. Yet, they are having
difficulties finding Millennials that want to
step up and take over.
Millennials Value Work-Life Balance
One of the biggest challenges has to do
with the value Millennials consign to work-
life balance. As a result, they often show a
resistance to the owner/partnership track,
which has been a core part of our business
forever. It took time to figure out why, but this
dilemma can be attributed to nothing less than
the overprotective and goal-oriented parenting
received by this younger generation.
If you think about it, when they were babies,
their parents were trying to get them into a
great kindergarten, so they could get off to a
good start. In elementary school, they were
told, “If you work really hard, you’ll get into
all the advanced programs in high school.
And if you take all these advanced courses in
high school, and do all these extracurricular
activities, then you’ll get into a great college.”
And when they get into a great college, they
are told if they work hard, get great grades, and
There are a lot of Baby Boomers
who started and own A/E firms
and need to transition out.
Yet, they are having difficulties
finding Millennials that want to
step up and take over.
12. E.BOOK SERIES
10
do lots of extra-curricular activities, then they
will get a great job. And finally, they come into
our firms, and are told, “If you work hard and
sacrifice for twenty years, you can be a partner
just like me, and you’ll be set.” Their response
is “I think I heard this story before, and I don’t
buy it anymore.”
The other problem is that Boomers do a
terrible job selling firm ownership. Millennials
look at the Boomers with dark circles under
their eyes, stress lines everywhere, and families
falling apart, because they are not spending
enough time at home. And so the Millennials
say, “I don’t know if I really want that life.”
Millennials Are Risk Averse
Furthermore, any idea of loyalty to an
employer was broken in their parent’s
generation, where there were massive layoffs in
the Great Recession. So Millennials don’t buy
the idea that “if I put my head down and work
hard for an employer, they will take care of me
for the rest of my life.” They think it’s a lie.
There are a lot of forces working against
Millennial’s interest in firm ownership. In
addition to distrust in the process and an
aversion to sacrifice, there is also the financial
element. A core of Millennials graduated from
college during the Great Recession, so they are
risk averse when it comes to investment.
For one, Millennials are disproportionately
not in the stock market. Also, their debt load
is very high due to student loans. So when
you ask them to take ownership of a business,
and buy in, they just don’t have the financial
wherewith all. If it’s going to happen, firm
leaders need to come up with a smart plan to
transfer ownership over time.
Millennials Need Leadership Training
While financial help can make it easier for
Millennials to move toward ownership,
successful transition cannot happen if firms
do not engage in training their future leaders.
That means identifying stars early in their
careers by putting them in situations where
they have the opportunity to thrive. Here are
some guidelines to help you maximize the
generational forces in your firm as you start to
move toward ownership transition:
While financial help can make
it easier for Millennials to move
toward ownership, successful
transition cannot happen if firms
do not engage in training their
future leaders.
13. E.BOOK SERIES
1. Call upon Boomers to resume their youthful
role as change leaders. Now is the time to
abandon hierarchical norms, sink-or-swim
management, and one-size-fits-all career paths.
2. Prepare Gen Xers for supervisory
responsibility and leadership roles. Gen Xers
are now entering their prime working years
in short supply and full of attitude. Xers want
status, authority, and rewards, but often resist
traditional management roles. Create new
paths to leadership, redesign leadership roles,
and develop the new generation of leaders for
those roles.
3. Accelerate the professional development of
Millennial employees. Recruit new employees
at younger ages, get them up to speed faster,
and trust them with important roles involving
critical tasks and responsibilities. There’s
no choice; there won’t be enough older
experienced workers to get all the work done.
Teach managers to coach these seemingly
high-maintenance younger workers through
every step.
11
Also, Millennials are an impatient generation
when it comes to advancement. They feel
that after a few years out of school they
should be the CEO of the company. So there
needs be a lot of interim steps in their career
advancement. It’s too long to say, “You will get
there in five years.”
Emerging leaders not only need to understand
technical skills, but also how the business
works and the leadership skills they are going
to need to be successful. It is essential to have
a leadership development program that is
formalized within your organization. By doing
so, firms encourage their best stars to stay by
investing in them. They also attract potential
stars who want that type of training. Since
very few firms are doing this, it is a powerful
recruiting and retention tool.
Millennials are an impatient
generation when it comes to
advancement. They feel that
after a few years out of school
they should be the CEO of the
company.
14. E.BOOK SERIES
Millennials Want to See a Career Path
And finally, firms need to develop a realistic
and well-thought out ownership transition
plan. It takes ten years to do an ownership
transition right—with people selling out and
people buying in—and everyone happy with
how it works out. So it is very important that
the generation that wants to sell out have
realistic expectations on the age that they
will exit.
Among firm owners all over North America,
the consistent theme is “I am going to retire in
five years.” And five years from now, they are
still going to retire in five years. That drives
Millennials nuts.
If you want to do an ownership transition, the
right time to do it is around social security
retirement age. That’s the time to step back
and let other people step up. It is those folks
in their 30s and 40s who are going to have the
passion to really move your firm forward into
the future.
12
15. E.BOOK SERIES
PART THREE:
NEXT STEPS TO
OWNERSHIP
TRANSITION
SUCCESS
OWNERSHIP TRANSITION
PROBLEMS TO AVOID
In many cases, firm owners wait until it was
too late to create a plan. Requirements for a
smooth transition have not been considered as
part of the firm’s on-going business planning.
As a result, a number of problems arise. These
generally fall into four categories:
1. Leadership. The owner has been so busy
managing the firm and making all the
decisions, that he hasn’t spent enough time
or thought to develop the people who should
be ready to take over as he prepares to retire.
The most serious problems are leadership
problems, not ownership problems.
2. Financing. The owner approaching
retirement still owns a large percentage of
the stock. There aren’t enough buyers in the
firm with the resources to buy him out. The
firm hasn’t been funding the transition over
a period of time: Younger employees are not
likely to have the independent resources to
purchase the firm because the younger people
have not been investing in the firm and have
other financial commitments.
13
3. Valuation. Without careful study and firm
data, many owners vastly overestimate the
market value of their firm.
4. Outdated buy/sell agreements. Agreements
should be reviewed every two or three years,
partly because circumstances change but
especially because tax laws change.
SUCCESSFUL OWNERSHIP TRANSITIONS
SHARE THE FOLLOWING ATTRIBUTES:
1. Future leaders have at least five years’ management
experience before they assume leadership.
2. The transition plan has been in operation for several
years before the owner’s retirement (ideally, ten to
fifteen years).
3. Everyone understands what is expected of him or her
before, during and after the transition.
4. An up-to-date buy/sell agreement is in place.
16. E.BOOK SERIES
14
HOW TO PREPARE
FOR THE TRANSITION
• Start early.
• Create a vision statement early, along with
strategies for implementation and corporate
value. Make sure the behavior of leadership
conforms.
• Study the valuation process early.
• Talk with other CEOs who have done it first,
and collect lots of information. Get good
advice from five sources: peers, management
consultants, attorneys, accountants and
insurance counselors.
• Decide what your personal goals and
objectives are before entering ownership
transition, including what you want
financially out of the firm (retirement
account, supplement your estate, etc.)
• Decide what you want to do after you leave
the firm.
• It’s easier to go to something than to simply
leave something behind.
• Don’t engage attorneys and consultants too
early in the process.
• Continue to dream and vision the future.
FINANCIAL ISSUES TO CONSIDER
• Make your transition is on a solid financial
footing.
• Sell in small increments over time.
• Require some payment directly from the
candidate.
• Don’t give it away.
• Don’t make an offer until you get things
together (buy/ sell agreement, valuation, etc.)
• In setting the stock valuation formula, look
at both your leaving and other shareholders
leaving.
• Keep the sale and valuation as simple as
possible.
• Be careful with disability clauses and
insurance clauses.
• Be sure owners clearly understand the details
of the buy/sell agreement.
• Don’t trust lawyers to develop documents
alone.
17. WHAT YOU SHOULD REALLY
EXPECT FROM THIS
ROUNDTABLE:
PSMJ’s Ownership & Leadership Transition
Roundtable takes a complex process and simplifies
it into clear steps you can implement while running
your business. A solid understanding of how the
process works brings with it greater confidence,
efficiency, and value.
Our experts walk you through the Ownership &
Leadership Transition process step-by-step. We
help you take action to getting your own process
underway with maximum efficiency and best return
on effort. Many of our attendees come away saying
“We didn’t know what we didn’t know until we came
to this program, but now that we know, it is clear what
we need to do.”
A huge benefit from attending this Roundtable comes
from the opportunity to talk candidly with your peers
about how they may have approached this aspect of
their business. Too often, firm owners procrastinate or
fail to act quickly on the pressing issue of transition,
sometimes ending in painful outcomes.
PSMJ HAS BEEN ADDRESSING
OWNERSHIP & LEADERSHIP
TRANSITION ISSUES FOR
OVER 40 YEARS
PSMJ’s Ownership & Leadership Transition
Roundtable is designed for the leaders of today’s
A/E/C firms who want to realize the value of their
firms upon retirement. Together, we walk through a
structured, logical approach to developing practical
planning tools for your firm’s transition planning.
This Roundtable helps you understand and design
a transition process to deal with this increasingly
complex challenge.
A unique opportunity for A/E/C firm leaders to dig deep into the thorny issues
that get too many ownership and leadership transition plans into trouble.
OWNERSHIP
& LEADERSHIP TRANSITION
ROUNDTABLE
“This Roundtable really addresses the future of the firm.
Attend early—not too late.”
Lindsey Henry, President - Midwest Environment
“Very useful. Use of case studies really helps drive the
points home.”
Robert Walker, President - Walker & Associates
“Excellent program! Very comprehensive overview with
lots of real world examples.”
R. Von Beougher, President - G&A Consultants
“Excellent presentation, very useful.”
Travis Trent, Principal - Fullerum Environment
A/E/C
OLT
2016
CALL:
(617) 965-0055
E-MAIL:
education@psmj.com
VISIT:
http://store.psmj.com/a-e-c-ownership-and-leader-
ship-transition-roundtable/8
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*