I joined the Parthenon Group as a Summer Principal out of the
Tuck School of Business in 1996. At the time, Parthenon was celebrating
its 5th anniversary and had developed a strong reputation not only as a firm
maniacally focused on client results, but also as a fun place
to work that attracted talented people who genuinely enjoyed being around
each other and their clients. Now, a year after celebrating its 15th anniversary,
it is commendable that Parthenon has maintained its unique “smart and nice” culture
and its results-driven mission for its clients.
As
a Principal with Parthenon for five years and a Partner for two more, I learned
firsthand that both the destination and the journey are critical in fostering
a high-performing team. Parthenon case teams always focus on measurable results,
but these results are part of a process where collaboration, creative thinking,
hard work, and – most importantly – fun, are intertwined. In my experience
at Parthenon, there were numerous instances where the strategic and tactical
challenges faced by my clients seemed insurmountable. Looking back on the successful
outcomes my Parthenon teams were able to achieve in those situations, I have
no doubt that the enthusiasm and energy fostered by the Parthenon culture was
as important as the experience, tools, and intellect brought to bear on the issues
we solved.
As the CEO of a high-growth company with a myriad of industry challenges and
opportunities, this lesson about the culture of high-performing teams has been
invaluable post-Parthenon. By fostering a performance-oriented culture and building
a team of individuals who truly care about each other and the customer, I hope
that the results my company generates for our shareholders and our customers
will resemble the sustainable success achieved by Parthenon for over 15 years.
As
a Principal with Parthenon for five years and a Partner for two more, I learned
firsthand that both the destination and the journey are critical in fostering
a high-performing team. Parthenon case teams always focus on measurable results,
but these results are part of a process where collaboration, creative thinking,
hard work, and – most importantly – fun, are intertwined. In my experience
at Parthenon, there were numerous instances where the strategic and tactical
challenges faced by my clients seemed insurmountable. Looking back on the successful
outcomes my Parthenon teams were able to achieve in those situations, I have
no doubt that the enthusiasm and energy fostered by the Parthenon culture was
as important as the experience, tools, and intellect brought to bear on the issues
we solved.
