2009 Development Due Diligence Skills 
N2Growth Blog
OCTOBER 28, 2010
The reality is that great leaders all seem to possess an innate sense of timing such that most executives have a very clear understanding of the critical role timing plays as a survival skill at the C-suite level. There are a few times in the life of every professional where staggering opportunities will present themselves.
You're Not the Boss of Me
JULY 13, 2009
If we are to give meaning to measuring performance and helping people build skill and experience, we have to pay a little attention to it every day. Reply Gwyn Teatro July 17, 2009 at 7:12 pm It’s not hard to find people who agree that the present system is painful. Thanks for the insightful post Gwyn. What gets in the way?
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Harvard Business Review
APRIL 22, 2014
Big-company corporate development departments dream of acquisitions that substantially boost revenue or bring assets that turbo-charge growth. Most midsize companies lack the breadth and depth of skilled corporate development professionals whose jobs are to source, make, and integrate acquisitions.
Harvard Business Review
DECEMBER 10, 2012
Its corporate development group looked at upwards of 150 targets a year, and used a remarkably efficient screening process that rejected any potential acquisition that didn't make good sense strategically. If a target got through the initial screen, the group was able to perform the necessary due diligence in three or four weeks.
Harvard Business Review
SEPTEMBER 6, 2016
Since 2009 we have interviewed and surveyed 181 executives who run PE-owned companies, as well as eight to 15 people who work with each of these 181 executives (supervisors, board members, director reports, and others). Selectively developing top team members to accomplish the strategy. Too many CEOs fall short of these skills.
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