Some leadership teams struggle not because they lack resources, but because they lack curiosity about the businesses they own.
At SHC, the principals’ understanding of their portfolio companies often stops at the front door. They don’t know who the real buyers are, why those buyers would choose an SHC-owned firm, or, in some cases, who the customers even are. Yet they continue issuing opinions and directives that aren’t grounded in how the businesses actually operate.
This is especially true of the managing partner, whose arrogance prevents him from learning and who seems to view bullying as a management style.