Ted Bililies, Ph.D.
Managing Director, New York
Businesses face fast-moving disruptions on multiple fronts. Digitization, generational divides, and the rise of the gig economy have made leading and structuring organizations increasingly complex and high-stakes endeavors. Successful companies put the right people in the right roles to work toward clear and measurable goals. Our team combines behavioral science with business expertise to help companies select the best leaders and build aligned leadership teams and scalable organizational designs. Using our industry knowledge and proprietary tools, we develop and reinforce the values, beliefs, and behaviors that help businesses succeed.
The CEO of the Year Awards were indeed very special this year. Honoring Brian T. Moynihan of Bank of America as the 2020 CEO of the Year were three other outstanding CEOs: Arnie Sorenson of Marriott International, Marillyn Hewson of Lockheed Martin, and Michael Dell of Dell Technologies, Inc.
"Society is demanding a different kind of leadership from CEOs. They’re being asked to connect their employees to a cause bigger than themselves; to show up as authentic leaders every day that empathize, inspire, motivate, and urge their people to do not just the next thing right, but to do the next right thing."
—Ted Bililies, Managing Director, Global head of Transformative Leadership
The good news is that every executive, manager, and employee in any organization can build transformative leadership skills. And they should. Their organization's future—and possibly even their own future—will depend on it.
As the worst impacts of a crisis begin to ease, organizations must reinvent themselves to succeed in a changed business landscape. How will they restart their growth engines? What new opportunities might they uncover? How can they capitalize on those opportunities to emerge stronger and more resilient than ever?
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"What makes a good crisis leader isn't something that's taught in business school. How leaders think and feel and act during a crisis can be literally life saving."
—Ted Bililies, AlixPartners’ Chief Talent Officer and Global Head of Leadership and Organizational Effectiveness
The coronavirus pandemic is unique, and has widespread ramifications for nearly every industry in every region of the world. What can leaders to to navigate the storm and prepare for the post-COVID-19 marketplace?
Listen to the Chief Executive webinar on crisis leadership, featuring AlixPartners practice leaders Ted Bililies and Fred Crawford. Learn the key areas of focus in operations, finance, and communications based on their experience counseling thousands of business leaders navigating crises.
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Our Chief Executive magazine series on leadership and organizational transformation
In a world transformed by relentless disruption, executives need fresh strategies to tackle their toughest challenges—including driving business growth, developing talent, and navigating risk.
AlixPartners’ Leadership Series, presented in partnership with Chief Executive magazine, offers leaders advice and insights vital for guiding their organizations to sustained success.
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AlixPartners Managing Director and Chief Talent Officer Ted Bililies, Ph.D (top right), sat down with ParkerGales's Jimmy Holloran, Principal (top left) and Devin Mathews, Partner, the hosts of the ParkerGale PE Funcast podcast, to discuss the findings from AlixPartners’ 5th Annual Private Equity Leadership Survey. The results reveal just how critical human capital is to value creation and how culture is an often overlooked source of value by investors. With more than a half century of PE experience between them, the three bantered on the PE-portco dynamic, given the volatility and uncertainty we are all experiencing in 2020.
For five years, the AlixPartners Annual Private Equity (PE) Leadership Survey has identified the gaps in communication, expectation, and urgency between investors and the leaders of their portfolio companies (portcos). Not every deal is made or broken on the numbers alone. In today’s business landscape, potent forces, including heightened competition for the best talent, determine how strongly a portco's culture supports—or imperils—the strategic direction spelled out for the business.LEARN MORE ABOUT OUR SURVEY RESULTS