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Marty and Jean knew they needed to work together to make their vision a reality. There was no question of working with outside partners. This was an internal partnership. But they needed to explore their compatibility. So, I asked them to complete a Partner Compatibility Analysis as a team-building exercise to help them begin thinking about how their relationship might develop. Marty balked. “Look, I know that I have to work with Jean, and I think we’ve identified the scheduling as one area we can work on. But I don’t want to waste my time with that compatibility thing. Can’t we just move on?” Jean replied: “Let’s just look at it, Marty. It might help.” So look at it we did. After a few minutes they started answering the questions out loud, so I suggested we just informally put down on paper what they were saying. Neither objected, and their compatibility analysis is what we came up with. Marty and Jean noticed they both answered no in areas that concerned their relationships. They vowed this was one area they were going to work on.

Today, many organizations disappear from the list of successful business organizations on the popular ranking of some professional bodies (Agrawal, 2006). One of the factors generally reported as its root cause is the failure to manage innovation within the system. A critical psychological analysis of the attitude (statements as refl ected on interviews to
the media or the address of the Annual General Meeting) and behaviour of the respected business leaders and CEOs (as actually perceived by the group within or insiders, who really know the person well) reveals a wide discrepancy. It cannot be objectively established but inferences could be drawn that probably Indian business leaders and successful entrepreneurs possess a common style of managing people. At some stage in every level it is the personal relationship that matters in the fi nal decisionmaking.

This is based on the perceptual response analysis of those who aspire to get a chance to lead the organization. In case my thesis gets empirical support and validity, then the absence of entrepreneurial leadership in India requires further empirical examination. Thus, this leads only to routine success and normal achievement, which could be relatively better in that business environment. Any global business/ entrepreneurial leader of this century has to go beyond personalized relationships and feelings of insecurity (loss/absence of power) in order to compete and keep going. Therefore, societies, where leaders say something and do just the opposite, will have diffi culties in fostering and developing an entrepreneurial existence. The role of the top management in an organization is crucial in making an entrepreneurial initiative, a reality and the process effective. Here, a CEO has to go miles away from the transformational leadership if he/she is willing to take the organization ahead.

VCs will look for the same aspects in a business that is being considered for an MBI as they will in an MBO. The only difference is that where the CEO or management is not deemed to be worthy of their support they will need to bring in someone (usually at CEO level) whom they are prepared to support and whom they are confident will achieve the business targets that have been set.

Management/Employees acquiring 100% of the equity. It is difficult to generalise about what type of business the management and employees will be looking for in this type of buy-out, as the motivation for launching buy-outs will vary widely. However, it is safe to assume that management will be looking for all or most of the following before they will go ahead with the transaction:

• Business must have sufficient growth potential for management to believe that buying it is a better option than being employed elsewhere.
• The business owner must set a reasonable sale price and, where necessary, be prepared to offer terms of purchase.
• The business must be able to support the purchase borrowings.
• The management team must believe they can improve the business because of their expertise. Most management teams believe they can do a better job than the current owner!
• A realistic, profitable exit strategy that will justify their risk and hard work.

Where a specialist EPO financier is assisting an employee buy-out, it will look for similar attributes in a business as are necessary for a traditional MBO.

Today, technological advancement has diverted the attention of the globe towards itself. Silicon Valley is an example of entrepreneurship and innovation—inseparable aspects of the economic development. Innovation does not entail just the development of novel and creative products but also involves building loyal customers, adapting and applying cost-effective technology, strategic decision-making, as well as identifying, selecting, developing, managing and retaining competent people. People do make a difference. Organizations have to identify talents who could explore opportunities for product development. Therefore, retaining talent is one of the major challenges of the chief executive offi cers (CEOs), particularly in R&D, learning and entrepreneurial organizations. By retaining innovative talents, many entrepreneurial organizations and places like Silicon Valley could be created, developed and managed.

The second kind of models that we want to highlight is “reduced-form models.” Unlike structural models, they are based on information from the credit market, such as asset swap spreads or credit default swap spreads. Thus they are capable of capturing valuable information regarding the probability of default that is contained in bond and credit default swap markets. This is particularly helpful when insufficient or no balance sheet data is available. In the reduced-form framework, default is modeled as a surprise event. Rather than modeling the value of a firm’s assets, here the probability of default is derived directly from market data. The interested reader may note that this approach is similar to the way interest rates are modeled in order to price fixed income derivatives.

The performance of most portfolio managers is measured against a benchmark index. Active management exposes investors to beta, which is defined as portfolio volatility relative to the market, and to alpha, the value added by the portfolio manager’s luck or skill. Sharpe (1991) observes that the market as a whole is made up of all market participants, and therefore the average return of all participants equals the return of market, before fees and costs. After fees and costs, however, the average return of all market participants is below market return. Consequently, to beat the market consistently, investors need to have special skills. Interestingly, if one asks market participants what active return they expect to earn, 90 percent of them say they expect an excess return of 1–1.5 percent. Obviously, this contradicts conventional wisdom.