How to Lead a Corporate Spin-Off is not only for technology leaders who need to lead their organization through a corporate spin-off, but any leader responsible for organizational change and transformation. The breadth and scope of a spin-off effort is vast. The process is both exciting and overwhelming at the same time. It can be unclear how to begin and where to turn for support. Know that you don't have to tackle this alone. That's where How to Lead a Corporate Spin-Off comes in.In How to Lead a Corporate Spin-Off, you'll learn the ropes about leading a spin-off from an accomplished expert: Leda Csanka. From leading two successful divestiture efforts, first as a CIO and the second as a consultant, Leda gained valuable insights and learned key lessons, which she imparts in this book. Leda aims for other CIOs and CTOs to begin their spin-off efforts with some best practices, avoid mistakes, be better prepared for hidden risks, and, ultimately, successfully reach the other side.In How to Lead a Corporate Spin-Off Leda presents the spin-off effort in a framework of five principles. Each principle offers valuable lessons, insider dos and don'ts, and a plethora of ideas. Here is more info on those five principles:Prepare: Planning and PartnersLearn the importance of partners and begin with a list of strategic decisions required early on in the effort. Streamline your process and gain confidence in your recommendations with critical vendor selection criteria.PeopleBuild the right team and lead them to success with proven strategies for both creating the right culture and improving the communication of your team. Learn which roles are critical and when to recruit for them.Program ManagementFirst, think of the spin-off effort as a program. Next fast-track the effort by breaking it into a set of workstreams. Avoid mistakes and reduce risk from Leda's lessons learned from the school of "Hard Knox."Production ReadyStart with a plan on how to both prepare and structure your organization for success. This is more than testing applications in the new data center. You need to create all new operational procedures and processes for your organization.PacingPace yourself and your team for the road ahead. Remember, "This is a marathon, not a sprint." Avoid burnout and get everyone to the finish line together!Consider How to Lead a Corporate Spin-Off a roadmap, a playbook, and a set of reminders that you can pull out and review to remind yourself and your team that you don't have to walk this journey alone. There are others who have traveled this path, and you can learn from their experiences.See this book as your survival guide that Leda Csanka developed from her analysis of two very specific spin-off efforts that she led and the lessons she learned on the job from day-to-day combat in the trenches. Leda led her teams to success on both divestitures, and she wants to help you do the same. Woven throughout the chapters, you'll learn Leda's story of what it takes to grow from a middle manager in a large company to chief information officer (CIO) overnight, who then must lead a spin-off. You'll read about the struggles and lessons learned along the way. These are practical lessons and advice from someone who made some good decisions, had some good luck, and also learned from her mistakes. "I want you to feel that you and your team are not in this alone, but rather, you have the practical advice of someone who has navigated this path before you. I've led not just one divestiture/spin-off but two. One as a new CIO and the second as an independent consultant who came out of retirement to help lead the second group through the last five months of their effort that had gotten a little off-track."--Leda Csanka

More than theory and research, however, Spin-off to Pay-off brings you proven evidence of how some spin-offs have worked for shareholders in the past ... while others have left shareholders high and dry. Actual case histories, presented along with Cornell's expert analysis, will fine-tune your sixth sense and clue you in on what signs to watch out for.

Corporate Spin-Off processes are very interesting phenomena formanagement theory and practice. In theory, Corporate Spin-Offs areboth a driver and a result of organisational change, offering thepossibility to investigate an area where companies are genuinelysharing experience and best practice. Although Corporate Spin-Offs canbe clearly distinguished from other types of start-ups and divestmentsand despite combining key-characteristics in a unique way, existinginvestigation is sparse and heterogeneous. In practice, CorporateSpin-Off processes are frequent and highly successful, but not aswell-regarded as Merger & Acquisition strategies and less understoodby the decision-makers.The present work was designed to meet these demands by analysing thesuccess factors of Corporate Spin-Offs, their relative contribution tothe process and the role of the different actors involved. Based on anextensive literature review and a new Spin-Off typology, a broad rangeof success factors and success dimensions is proposed. Using acombination of multivariate models, the responses from 211 Europeancompanies to a questionnaire are analysed and typologies derived.Among the single factors, customer participation, the transfer ofmanagerial and market-related experience and the main motivation arethe most important ones for the Spin-Off process and its success. Thetypologies reveal characteristic factors sets, showing for examplethat high-growth Spin-Offs benefited over-proportionally from sectorgrowth or the access to relations with customers or suppliers. Thisproduces a new and comprehensive perspective on the relativecontribution of each success factor, their interaction, and thebehaviour of both the parentand the Spin-Off companies in theprocess. These results are highly valuable for managers, scientists inthe field and policy-makers.

This book provides discussion of management's goals, the significance of stock market conditions, and the legal, tax and accounting issues involved--plus sample agreements, and registration statements.

True or false? In selling high-value products or services: 'closing' increases your chance of success; it is essential to describe the benefits of your product or service to the customer; objection handling is an important skill; open questions are more effective than closed questions. All false, says this provocative book. Neil Rackham and his team studied more than 35,000 sales calls made by 10,000 sales people in 23 countries over 12 years. Their findings revealed that many of the methods developed for selling low-value goods just don‘t work for major sales. Rackham went on to introduce his SPIN-Selling method. SPIN describes the whole selling process: Situation questions Problem questions Implication questions Need-payoff questions SPIN-Selling provides you with a set of simple and practical techniques which have been tried in many of today‘s leading companies with dramatic improvements to their sales performance.

In a rapidly changing world, there needs to be a critical reappraisal of traditional military/industry relationships. This book, packed with data, industry-specific case studies, and sophisticated analysis, is such an appraisal. It will be required reading for technology managers and policymakers in industry and government, as well as those concerned with technological and economic competitiveness.

University Startups and Spin-Offs teaches university students, researchers, and educators the most effective strategies and tactics for launching their own startups from academic platforms with the backing of school programs, public grants, incubators, seed accelerators, and private partnerships in all parts of the world. Serial entrepreneur Manuel Stagars advises students, faculty, and researchers how to test their ideas for marketability, how to develop commercial products out of research projects, and how to engage companies and investors with attractive value propositions. The author has seventeen years of experience as startup entrepreneur, founder of seven companies in the United States, Europe, and Japan, consultant to universities on commercializing their research programs, angel investor, and startup mentor. Stagars’ advice is field-tested, battle-hardened, and supported with a wealth of instructive first-hand examples from his international experience. The author advises academic entrepreneurs to take matters into their own hands instead of relying on the initiative and support of universities and governments. He shows students and researchers how to fit lean startup methods to their existing university ecosystems, leveraging their strengths without getting bogged down in bureaucratic morass. Avoiding theory and jargon, the book focuses on real-world situations, practical steps, checklists, and case studies. University students and researchers will learn the skills they need to become startup entrepreneurs on an academic platform. The final part of University Startups and Spin-Offs addresses university administrators, educators, technology licensing officers, incubator managers, and government grant officers. It shows them with practical examples from the private and academic sectors how to integrate startups into the fabric of the university, develop a thriving entrepreneurial ecosystem for students and researchers, leverage latent network effects, build bridges between scientific research and industries seeking innovative solutions, enhance the public image of the university, and motivate the university’s best and brightest to engage in startup enterprises that will deliver benefits to the university and the public as well as to themselves.