M&A Science
M&A Science
12 Oct 2020
How to Build and Align a Corporate Development Team with Multiple Mandates
Play episode · 41 mins

On this episode of M&A Science, Kison talks with Jeremy Segal, Senior Vice President of Corporate Development at Progress, about building and aligning a corporate development team with multiple mandates.

Jeremy’s a Corporate development executive with 20+ years of experience in the technology industry focused on M&A, Strategic Planning, Joint Ventures, Divestitures, International Expansion, and Strategic Partnerships. He has led all aspects of 35+ acquisitions, divestitures, and strategic investments with aggregate value exceeding $8B. 

In this podcast you will learn:

  • The ideal method of getting a prospect on board
  • How to find the right people that can do all the various growth deal types
  • How Jeremy manages the wide breadth of responsibilities he has

This podcast is brought to you by DealRoom, an M&A lifecycle management software. Go to DealRoom.net to learn more.

To join our network of M&A practitioners, sign up for our newsletter at mascience.com.

Perfect your M&A practice using Agile. Go to agilema.com to learn how you can close deals faster.

How I Launched This: A SaaS Story
How I Launched This: A SaaS Story
From Google Cloud
Supporting an Inclusive Workplace With Kanarys Co-Founder and CEO Mandy Price
On this episode of How I Launched this, Stephanie (@swonful) and Carter (@carterthecomic) are excited to welcome the CEO of Kanarys, Mandy Price. The Kanarys platform is the first technology platform that fosters collaboration between companies and employees on diversity, equity, and inclusion (DEI) in the workplace. Through gathering anonymous employee data, the Kanarys platform brings about lasting change in DEI by helping companies get the specific data and insights they need to diagnose, prioritize, and optimize DEI efforts. Mandy starts the show by distinguishing between diversity, equity, and inclusivity, stressing that these should be the goals of every workplace. Diversity, the mix of different social and ethnic backgrounds,is important. But equally important is an environment where each person has equal access to resources and feels welcome and nurtured within the company. Her unfortunate experiences with inequity in office settings sparked the idea for Kanarys. By giving employees a mechanism to voice their concerns, report instances that make them uncomfortable, and more, Kanarys empowers employees to effect change in work environments. Managers' jobs are also made easier, as the platform gives them the data they need to find and fix DEI issues and bring about change.  Later, Mandy describes the process that brought Kanarys to their current platform and details the user experience. The company dashboard offers insights and support to give businesses the best chance at change, while the employee dashboard provides a safe space for discussions on equity and inclusion. She outlines the types of data Kanarys collects and how, and explains how this process has evolved over time. Kanarys also helps companies with implementation plans once data is analyzed.  Mandy talks about her personal journey and how it influenced her entrepreneurial path. She smiles talking about the Kanarys team and how important it is to find employees who believe in your mission. To wrap up the show, Mandy offers valuable advice on how to build and run a powerful team and tells us about the new Resource Center they've just released. Episode Links: *Kanarys** **Kanarys Resource Center** **Google For Startups Accelerator** **GFS Black Founders Fund Blog** **GFS Black Founders Fund Recipients**  **Kanarys on Twitter** **Kanarys on LinkedIn*
44 mins
Agile Coaches' Corner
Agile Coaches' Corner
Dan Neumann at AgileThought
When Things Are Going So Well That You Just Don’t Notice
In this episode, Dan Neumann is joined by a frequent guest of his and AgileThought colleague, Quincy Jordan! Quincy is a Principal Transformation Consultant and has been with AgileThought for almost three years.   Together, they will be exploring when things are going so well that you just don’t notice that there are problems bubbling beneath the surface. They address what kind of problems show up when teams become complacent due to things going so well, how to spot these problems (and address them) before they start, and how to differentiate between when things are going “so well that you don’t notice” and actually being on the right path.   Key Takeaways The problems that arise when things are going so well that you don’t notice that they’re not: When a Scrum Master is doing super well in their role, those outside the team or the leaders in the organization begin to question if they really need the role However, if you remove that Scrum Master when the team is doing great and maturing well, things will continue in a downwards trajectory (the same way a car does when a tire goes flat) It’s the classic scenario of “you’ve done your job too well” and others don’t realize how valuable and important that is Sometimes the role of Scrum Master role is switched up or rotated in a way that doesn’t fully fill it and the wheels eventually fall off When things are going well those who suffer from a hero complex lose the opportunity to be the hero anymore —  this can lead to situations such as: When developers have an abnormal tolerance for tech debt (i.e. they are not paying as much attention to the quality of code or adhering to standards that are good for the team, which creates an abnormal amount of bugs that the team has to fix. Then, said developer jumps in as the hero) I.e. Firefighters lighting fires to put them out When things are going well there can be a tendency to start to question roles and processes (such as the Scrum Master role and the processes and organizational support that are in place to support the team/s) When things are questioned, it can affect not only the team/s, but it also affects the organization as a whole Both the team/s and the organization can become complacent if things are working so well How to avoid getting trapped in this way of thinking: Leadership should be constantly assessing whether or not they’re providing the right types of problems to solve The team should be asking themselves if they’re looking at the right problems to solve Is the team properly considering Horizons Two and Three if they are beginning to go down the path of the Three Horizons model? Shift from “How much faster can the teams go?” and “How much more stuff can they deliver?” to “Are we delivering the right capabilities?”, “Are we delivering things customers want?”, and “Are we continuing to experiment and innovate?” The wrong question is: “Can we get even more out of this team?” The right question is: “Can we make sure that we’re providing them with the right problems to solve?”; “Where can we, from a leadership standpoint, give more guidance to increase business value?” How to differentiate between a mature and a complacent team: Though they can sometimes look the same on the surface, a very complacent team will have far more carry-over stories than a mature team Ask: ‘How well has this team challenged themselves in terms of their own velocity?’ and ‘Are they taking it upon themselves?’ A more mature team would exhibit these types of these behaviors as opposed to a complacent team A more mature team makes time for continuous improvement and retrospectives whereas complacent teams make them cut them out or make them shorter Mature teams dig deep and find opportunities to improve Mature teams look below the surface and think more critically   Mentioned in this Episode: Quincy Jordan AgileThought Careers Agile Coaches’ Corner Ep. 101: “Are Scrum Masters Expendable?” Three Horizons by McKinsey & Company Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
27 mins
Me, Myself, and AI
Me, Myself, and AI
MIT Sloan Management Review and Boston Consulting Group
‘The First Day Is the Worst Day’: DHL’s Gina Chung on How AI Improves Over Time
As vice president of innovation at logistics company DHL, Gina Chung oversees a 28,000-square-foot innovation facility in Chicago. Fascinated with supply chains since college (“I think it’s something to do with the fact that I’m from New Zealand and grew up in a pretty isolated part of the world,” she explains), she spearheads AI and robotics projects focused on front-line operations — like automated pallet inspection and stacking, delivery route optimization, and aircraft utilization. Gina notes that “the first day for AI is the worst day”: The technology improves with human input over time, achieving accuracy to a level where people trust and embrace it. She describes how success requires closely collaborating with key stakeholders, integrating change management, bringing teams along when introducing new technology, and designing solutions with the end user in mind. Read more about our show and follow along with the series at https://sloanreview.mit.edu/aipodcast. Me, Myself, and AI is a collaborative podcast between MIT Sloan Management Review and Boston Consulting Group, hosted by Sam Ransbotham and Shervin Khodabandeh. Its engineer is David Lishansky, and the coordinating producers are Allison Ryder and Sophie Rüdinger. Your reviews are essential to the success of Me, Myself, and AI. For a limited time, we’re offering a free download of MIT SMR’s best articles on artificial intelligence to listeners who review the show. Send a screenshot of your review to smrfeedback@mit.edu to receive the download. Guest bio: Gina Chung is vice president, Innovation Americas, at DHL, where she is responsible for DHL’s Americas Innovation Center, a purpose-built platform to engage customers, startups, and industries on the future of logistics. She manages a portfolio of projects focused on the rapid testing and adoption of technologies such as collaborative robotics and artificial intelligence across logistics operations.
21 mins
AWS TechChat
AWS TechChat
AWS TechChat
Episode 76 - September / October Tech Round-up
In this Episode of AWS TechChat, we welcome Shai Perednik to the TechChat team as we perform a tech round up from September through to October of 2020. We covered a plethora of topics today, we started the show talking about price reductions with AWS IOT Events dropping a mammoth 86%. Amazon Connect our ever popular phone system in the cloud decreased telephony costs for outbound calls across six countries in Europe. We then moved to compute, more AWS Graviton 2 instances in more regions. Amazon RDS now has Graviton2 based instances with MySQL and Aurora and a new EC2 instance, the T4G has launched. AWS Backup now is crash consistent for Windows instances and we speak of AWS File Gateway performance upgrades. Apache Flink Kinesis consumer now supports EFO and HTTP 2 data retrieval. Lightsail offers an AMI like experience with OS blueprints and Amazon CloudWatch adds Prometheus support. On the container front, there are now security groups and customizable service IP ranges for EKS. AWS Lambda adds support in the console for AWS Step Functions, making the process of authoring state machines and Lambda functions even easier and there is now a quick start for Microsoft SQL Server Always On under Linux (Ubuntu). Amazon CloudFront launched Origin Shield which is another caching layer that collapses request from Edge Locations and Regional Edge Caches to the closest Regional Edge Cache to the origin, providing an increased cache hit ratio and a reduction of load on the origin. A great feature release if your application has a global audience Lastly Amazon EventBridge now offers DLQ support, wahoo.
46 mins
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