Gary L. Neilson is a senior partner with Strategy& based in Chicago. He focuses on operating models and organizational transformation.
All articles by Gary L. Neilson
2015: Not the Year of the Woman CEOApril 22, 2016 Last year, less than 3 percent of the CEOs hired by the world's largest companies were female, the lowest share since 2011.
Be Your Own Activist InvestorOctober 19, 2015 With these 10 principles for rethinking cost management, you can maximize value and avoid threats from Wall Street.
The Decline of the COOMay 4, 2015 Is it time to add chief operating officers to the list of endangered species?
The $112 Billion CEO Succession ProblemMay 4, 2015 Poor planning for changes in leadership costs companies dearly. Getting it right is worth more than you might think. See also “CEO Succession: Why It Pays to Have a Plan.”
10 Principles of Organization DesignMarch 23, 2015 These fundamental guidelines, drawn from experience, can help you reshape your organization to fit your business strategy. See also “A guide to organization design.”
The 10 Principles of Organizational DNA October 27, 2014 Based on 10 years of organizational design (“organizational DNA”) research and 220,000 diagnostic surveys, here’s what we’ve learned about building high-performance companies. See also “Unlocking your organizational DNA.”
The Lives and Times of the CEO
May 30, 2014 From 100 years back to a quarter century ahead, the evolution of the chief executive officer.
How to Design a Winning Company
August 27, 2013 The eight components of your organizational genome hold the secret to unleashing superior performance.
Is Your Organization Passive-Aggressive?August 16, 2013 Here are the symptoms to watch out for and what to do if you find them.
Portrait of the Incoming ClassMay 28, 2013 The newest CEOs have neither the diversity nor the global backgrounds that you might expect.
“It’s Time for a Change”May 28, 2013 CEO turnover is trending high, but in a more planned and stable manner.
Captains in DisruptionMay 28, 2013 Even when facing a crisis, some CEOs know how to anticipate the worst, plan a response, and navigate to advantage. You can do the same.
CEO Succession 2011: The New CEO’s First YearMay 24, 2012 Big companies are once again appointing new chief executives in greater numbers, Booz & Company’s annual study finds. Here’s a close look at the incoming class, and some advice from veterans on how they can best navigate their crucial first year.
Navigating the First Year: Advice from 18 Chief Executives May 24, 2012 CEOs who took part in Booz & Company’s 2011 study of CEO turnover share their thoughts about the difficulties they faced, the successes they achieved, and what, in retrospect, they might have done differently in their first year on the job.
Diagnosing Your Top Team’s Span of ControlApril 9, 2012 What is the right number of direct reports for any incoming C-level executive? A new diagnostic tool can provide the answer, based on each leader’s situation and strategy.
CEO Succession 2010: The Four Types of CEOsMay 24, 2011 Booz & Company’s annual study of turnover among chief executives — now increasingly diverse, as the world’s largest companies migrate to emerging economies — suggests that the nature of the job varies with the role of the corporate core.
CEO Succession 2000-2009: A Decade of Convergence and Compression
May 25, 2010 The role of the chief executive is evolving. CEOs from around the world discuss the game-changing practices that lead to success.
CEO Succession 2008: Stability in the StormMay 26, 2009 Booz & Company’s annual survey of chief executive arrivals and departures shows that the financial crisis has held down the rate of CEO turnover — for now.
Design for Frugal GrowthAugust 26, 2008 With the right kind of organization, you can expand while cutting costs.
CEO Succession 2007: The Performance ParadoxJune 10, 2008 The news this year is that even those chief executives who deliver subpar returns are showing unexpected staying power.
Exercising Common SenseAugust 29, 2007 A 10-point checklist can help leaders of large-scale transformation put their wisdom into practice.
Culture Change: Calling on Philosophers and EngineersMay 15, 2007 By blending the poetic with the quotidian, organizational strategies and cultures can find common ground.
A Global Checkup: Diagnosing the Health of Today’s OrganizationsNovember 17, 2005 A new Booz Allen Hamilton study detects the sources of organizational dysfunction and reveals where you’re most likely to find companies programmed to thrive.
The Cat That Came BackAugust 26, 2005 How the world's largest heavy equipment manufacturer rebuilt its organizational DNA.
The 7 Types of Organizational DNAJune 1, 2004 An exclusive survey shows most companies possess traits that inhibit their ability to execute.
Profiles in Organizational DNA Research and RemediesFebruary 4, 2004
Treating the Troubled CorporationMarch 28, 2003 When everyone agrees but nothing changes, it’s a sign that organizational inertia is holding your business back.
The Barista Principle — Starbucks and the Rise of Relational CapitalJuly 17, 2002 From coffee bar to caffeine kingdom, Starbucks proves relationships are as important as physical assets.
Adventures in Corporate VenturingJanuary 1, 2001 A well-funded R&D program isn't enough. Corporations must invest in business opportunities outside their four walls to accelerate innovation and growth.
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