Ken Favaro is a contributing editor of strategy+business and the lead principal of ACT2, which provides independent advice to business leaders, teams, and boards, on growth, strategy, innovation, and organization.

All articles by Ken Favaro

Strategy: An Executive’s Definition

May 29, 2012

What is a business strategy? It is the result of choices made to maximize long-term value.

by Ken Favaro

CEO Succession 2011: The New CEO’s First Year

May 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.

by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson

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.

by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson

The Two Levels of Strategy

April 27, 2012

Business strategy is best distinguished from corporate strategy by the different perspectives that business leaders and strategic planners must bring to bear.

by Ken Favaro

Netflix Wasn’t All Wrong

April 2, 2012

Six months after video rental company CEO Reed Hastings was forced into a strategic retreat from Qwikster, strategists can still learn a lot from his decision.

by Ken Favaro

The Next Winning Move in Private Equity

May 24, 2011

To outperform their rivals, private equity firms will need to enhance their ability to spur organic growth in the companies they own. (And public companies will need to follow.)

by Ken Favaro and J. Neely

CEO Succession 2010: The Four Types of CEOs

May 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.

by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson

Total Shareholder Returns

March 21, 2011

This measure of business performance is the best indicator of corporate success.

by Ken Favaro and Greg Rotz

Getting Tensions Right

August 24, 2010

How CEOs can turn conflict, dissent, and disagreement into a powerful tool for driving performance.

by Ken Favaro and Saj-nicole Joni

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.

by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson

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All articles by Ken Favaro

Strategy: An Executive’s Definition

CEO Succession 2011: The New CEO’s First Year

Navigating the First Year: Advice from 18 Chief Executives

The Two Levels of Strategy

Netflix Wasn’t All Wrong

The Next Winning Move in Private Equity

CEO Succession 2010: The Four Types of CEOs

Total Shareholder Returns

Getting Tensions Right

CEO Succession 2000-2009: A Decade of Convergence and Compression

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