Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Management article
-
Reference no. 92401
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1992

Abstract

The corporate raiders of the 1980s have turned into corporate boardmembers of the 1990s. In this new role, the takeover experts are not plunderers, nor are they creating quick profit at the expense of companies'' long-term health; rather, they are defying expectations and, in a number of important respects, successfully implementing the agenda of the gurus of good management. Setting the pace in this new arena is the leveraged buyout firm of Kohlberg Kravis Roberts & Co. KKR''s partners hold board seats at nine different companies with $1 billion a year or more in sales. KKR is practicing a surprising amount of what might be regarded as a textbook version of sound management methods--including rigorously evaluating CEO performance, devising proper management incentives, and making budgets count.

About

Abstract

The corporate raiders of the 1980s have turned into corporate boardmembers of the 1990s. In this new role, the takeover experts are not plunderers, nor are they creating quick profit at the expense of companies'' long-term health; rather, they are defying expectations and, in a number of important respects, successfully implementing the agenda of the gurus of good management. Setting the pace in this new arena is the leveraged buyout firm of Kohlberg Kravis Roberts & Co. KKR''s partners hold board seats at nine different companies with $1 billion a year or more in sales. KKR is practicing a surprising amount of what might be regarded as a textbook version of sound management methods--including rigorously evaluating CEO performance, devising proper management incentives, and making budgets count.

Related