Outperformers

Every so often, a book reminds us why we chose our profession- to do meaningful work, with exceptional people, at the highest levels. Zimmermann et al have written that book. Don’t miss it.

• Introduction 5Acknowledgments 7I. A rapidly changing competitive landscape 91. Introduction 92. Growing differentials 103. Size differentiation 114. Profitability gap 125. Increasing stratification 136. The magnet of outperformance 157. Specialisation 158. Vulnerabilities 16II. The benefits of competitive scale and profitability 191. Introduction 192. “Additive … not core” 203. Scale as a balancing act 234. When size matters less 245. Leveraging scale 256. Scale brings complexity 307. Innovating scale 31III. The value of a strategic plan 331. Introduction 332. Starting from strength 343. Operationalising a plan 41IV. Compensation as strategic accelerator 451. Introduction 452. Changing old approaches 473. The cultural element 544. Grappling with transparency 57V. Lateral hires and teams: accelerating the strategy 611. Introduction 612. Active approaches 623. A different approach 644. Team hiring 655. Star hires 696. Looking to the strategic plan 71VI. Strategic M&A: accelerating the plan 731. Introduction 732. Global platform meets New York 753. A culture of improvement 79VII. Accelerating strategic growth 851. Introduction 852. Riding the private credit wave 863. Pioneering a new model 884. Tradition meets change 93VIII. Leading through change 971. Introduction 972. Aligning management and governance with strategy 993. Small firm, big presence 1004. Deference to leadership 1025. Leading with culture 1056. Grappling with succession 106IX. The rise of the business professional 1091. Introduction 1092. The beginnings 1113. Importance of C-suite role 1124. Leadership traits 1155. Long reach 116Conclusion 119About the authors 122About Globe Law and Business 124