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
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.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
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.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
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
Culture Change: Calling on Philosophers and EngineersMay 15, 2007 By blending the poetic with the quotidian, organizational strategies and cultures can find common ground. by Vinay Couto, Nikos Mourkogiannis, and Gary L. Neilson
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.by DeAnne Aguirre, Lloyd W. Howell Jr., David Kletter, and Gary L. Neilson
Profiles in Organizational DNA Research and RemediesFebruary 4, 2004 by Gary L. Neilson, Bruce A. Pasternack, Decio Mendes, and Eng-Ming Tan
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.by Ranjay Gulati, Sarah Huffman, and Gary L. Neilson
From Bricks to Clicks: The Four Stages of E-volutionJuly 1, 2000 While most U.S. companies have passed through their digital infancy, time is running out for critical decisions on mission, leadership, processes, structure, and talent.by Jill Albrinck, Gil Irwin, Gary L. Neilson, and Dianna Sasina
Up the (E) Organization! A Seven-Dimensional Model for the Centerless EnterpriseJanuary 1, 2000 It's time to retire the org chart and disintermediate management itself.
by Gary L. Neilson, Bruce A. Pasternack, and Albert J. Viscio
Multinationals in the Next Decade: Blueprint, Flow and Soul Building the Modern Multinational OrganizationJuly 1, 1999 The builders of modern multinationals draw inspiration from the architecture of buildings: Design a blueprint, manage the flow of resources and inject some soul.by Jorge H. Forteza and Gary L. Neilson
New-Wave RestructuringOctober 1, 1998 In the 1980's the goal of restructuring was to cut costs and create greater efficiencies. While companies benefited, the shareholder was often left out. Now the goal is to create value for stockholders. Here is how it can be done.by Gary L. Neilson and Deven Sharma
Creating Temporary Organizations for Lasting ChangeOctober 1, 1996 by Edith Howle, Gary L. Neilson, and David J. Ortiz
Partnering for Results: A Case Study of Re-engineering, the Corning WayApril 1, 1996 How do you institute real change while preserving a company's culture? Corning Incorporated did it by starting at the top and by creating a partnership to transform itself through a comprehensive reassessment of its existing costs and hopes for growth. by Roger G. Ackerman and Gary L. Neilson
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