Structure Tone, a global construction management firm, was family owned for 40 years. In 2016, however, the family shifted ownership to employees and a consortium of outside investors. Since then, the firm has conducted mergers with three companies. By early 2019, the firm had grown from $4 billion to $6 billion and rebranded as STO Building Group, and the reconfigured board and leadership team had to integrate these mergers and establish the three-year strategy for the larger, even more diverse company.
Some questions facing the board: How do we respond to the fact that our customers are becoming more sophisticated in their requirements for collaboration, data, and security? How can we demonstrate that we are innovative and out in front of our clients?
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