Kingsley Gate 5s1h16

In any organisation, the dynamic between the Board Chair and the CEO is pivotal. It sets the tone for decision making, strategic direction, and overall organisational success. Fostering an effective working relationship between these key figures is paramount for the following reasons. Read the full article: https://lnkd.in/dEwXuhE8 #KingsleyGate

Culture is a cornerstone of effective decision-making, yet it is often misunderstood or neglected. Many organizations display generic values, but these rarely reflect the practical decision-making environment employees encounter. Instead of focusing on abstract ideals, companies should articulate their culture through real-world decision-making practices. Effective decision making is not just vital for employee satisfaction; it also has a direct impact on business results. However, it is not solely dependent on tools or processes, but is fundamentally a people-oriented aspect of an organization. Recent research by Kingsley Gate showed that PE/VC leaders overwhelmingly cite people — new employees (53%) and company leadership (37%) — play the biggest role in improving the decision-making abilities and, in turn, the effectiveness of the organization. These factors rose to the top, well above items like “technology”, “process”, or “data” improvements, indicating that people play an outsized role in shaping any organisation’s decision-making culture, effectiveness, and quality. Read the full article at https://lnkd.in/dpW2mn2N #KingsleyGate

Kingsley Gate announces the continued strengthening of its international presence with the appointment of five new partners across key regions. Dan O'Donovan s the firm’s Chicago office, Spencer Knibbe s the New York office, Tatyana Freitas and Loreto Montoya Suarez strengthen the Latin American presence in São Paulo and Santiago, respectively, while Alejandro Salazar-Simpson🚀 enhances the firm’s European capabilities from Madrid. Welcome to the team! Full release: https://lnkd.in/dRfewr4n #KingsleyGate

C-suite leaders face a constant barrage of complex situations: mergers and acquisitions, navigating market disruptions, and managing diverse teams - all require a high degree of emotional intelligence to make sound judgments under pressure. Unlike tactical decisions, which may have immediate implications, choices made at the C-level often have far-reaching consequences that can shape the trajectory of an organization for years to come. In such high-stakes scenarios, emotional intelligence (EQ) emerges as a crucial asset, enabling leaders to navigate ambiguity, foster collaboration, and inspire confidence in their decision-making abilities. The ability to think clearly under pressure, consider diverse perspectives, and effectively manage one's own emotions becomes paramount in driving sustainable success and achieving strategic objectives. Read the full article at https://lnkd.in/dBagMRNn #KingsleyGate

Many interviews with executive candidates invest a lot of time trying to assess a given candidate’s level of competence in a variety of areas, including problem-solving abilities, technical knowledge, and industry knowledge. But coming out of interviews, few companies are able to answer questions like, “Will this person be able to effectively make and implement decisions in our environment? What , enablement, or even sacrifices will it require from us to make that happen?” To get to this level of insight, a company we spoke to told us about how they unearthed some hard truths about executive egos and how some individuals inserted themselves into decisions even when their involvement was not productive. Sharing this realization with a candidate you want to hire might feel risky, but it allows for three things: 1) The company gets to articulate what they are doing to address the problem now that they’ve uncovered it; 2) The candidate gets to articulate how they would approach the problem; and 3) The candidate gets to ask themselves whether the problem being described is something they can work with or if it’s a dealbreaker for them. If it’s a dealbreaker, then as painful as it is to have a star candidate decline to continue in the process, it’s better for all parties to know that before the actual hiring and onboarding take place. Without going through the requisite reflection and definition of the as-is/to-be environment, this level of productive candor can be hard to achieve. Read the full article featured in Harvard Business Review at https://lnkd.in/datD36sq #KingsleyGate

Catch Christine Sobhani in conversation with Hunt Scanlon Media at their event in New York on "The Evolving Role of Talent in Scaling and Leading Successful Private Equity Firms." now at https://lnkd.in/gAJ6vz-3 #KingsleyGate https://lnkd.in/duCG96MZ

Kingsley Gate puts Farah Hamdan, General Manager spanning Middle East, Africa, and CEE Markets for Zimmer Biomet, in the spotlight. Farah provides us with profound insights into Healthcare management and leadership. Drawing from her extensive two-decade experience, she shares her journey, highlighting her role in driving transformative growth across emerging markets. A staunch advocate for gender equality in the MedTech sector, Farah also emphasizes the need to create a culture of diversity, collaboration, and inclusiveness. Watch the full episode at https://lnkd.in/dhwXiUu2 #KingsleyGate

According to a report by the Economic Times, India is set to create 30 million green jobs by 2050, working towards its goal of achieving net-zero emissions by 2070. GCCs in India are at the forefront of driving their parent organizations' sustainability efforts. Their ability to scale and leverage offshore services, digitalization, and local talent empowers them to impact sustainability across the organization significantly. Learn more at https://lnkd.in/deBD3mtc #KingsleyGate

Kingsley Gate research found that a majority of our respondents from the PE/VC sector agreed that people – new employees (53%) and company leadership (37%) – play the biggest role in improving the decision-making abilities and, in turn, the effectiveness of the organization. These factors rose to the top, well above items like “technology”, “process”, or “data” improvements (20%, 17%, 20% respectively), indicating that people play an outsized role in shaping any organisation’s decision-making culture, effectiveness, and quality. To harness the benefits of effective decision making, organizations must engage in reflective discussions, hire executives whose decision-making style can help power their decision environment, and continuously assess and adapt their decision-making practices to meet evolving business needs. By doing so, companies can create a virtuous cycle where employee satisfaction, productivity, and business success are all positively influenced by a strong decision environment. To learn more, visit https://lnkd.in/dpW2mn2N #KingsleyGate

Technology is a major factor reshaping investment management businesses, revolutionizing everything from portfolio management to client engagement. Innovative solutions that pair frontier technology solutions with traditional investment management know-how are already proving themselves valuable to the firms investing in and embracing them. From automated trading algorithms and robo-advisors to utilizing AI technologies to predict client behavior and demand, technology is driving efficiency, reducing costs, and enabling firms to differentiate themselves in a crowded market. By embracing technology-driven innovation, investment management firms can stay ahead of the curve and meet the evolving needs of clients in an increasingly digital world. Examples include: - The Emergence of Direct Indexing - Customization at Scale - Alternative Data Sources and Quantitative Investment Strategies - Environmental, Social, and Governance (ESG) Integration - Data Analytics and Artificial Intelligence - Automation and Robotic Process Automation (RPA) - Digital Asset Management and Cryptocurrencies Read the full article at https://lnkd.in/dAbYiVB2 #KingsleyGate