Airline profits are flying high, thanks to healthy load factors, low fuel prices, and capacity discipline. But there’s another downturn ahead, and airlines must prepare for it now – by leading the way in digital transformation, and boosting their future talent bench.
Most CEOs and boards name succession, both for the CEO and for business unit leaders, as their biggest strategic challenge. While this leadership challenge exists for every industry, it is particularly acute in the consumer sector, where many of the successive waves of disruption first hit.
Egon Zehnder was privileged to be part of the 60th annual Consumer Goods Forum global summit on 15-17 June 2016. Held in Cape Town, South Africa, the summit provided a window onto the energy and opportunity of Africa— the world’s youngest continent and one of the fastest-growing consumer markets.
“Cladogenesis” is a term used by evolutionary scientists to describe the relatively sudden division of an existing species into two or more separate lines – thus creating new species – often in response to radical change in the environment.
To win in Consumer Health, neither core strength is by itself sufficient. In order to succeed, companies must marry the traditional strengths of both Pharma and Consumer and even go beyond. What sounds so simple is actually a long journey: a strategic imperative achievable only by talent that transcends what has traditionally been required to win in either sector.
You can find plenty of digital-savvy executives working in smaller, more entrepreneurial companies, but do they have what it takes to lead your big company’s charge into the digital age? To find out, you must look beyond past experience to assess future potential.
Now more than ever before the public image of any organization is defined by how its CEO appears in public and personally expresses and embodies its corporate communications. At the same time the challenges facing corporate communications are ever more complex: not only are the requirements in terms of reporting obligations and transparency increasingly stringent but public interest in the CEO as an individual has also grown significantly in recent years.
As the variety of digital channels serving marketing practices increases, consumers are becoming the protagonists of an interactive marketing world where two-way communication holds the key. All transactions shift from a channel-centric model to a consumer-centric model.
While many industrial companies in a business-to-business sales environment have identified superior strategic marketing capabilities as a critical long-term success factor, most are unable to achieve the results they’d like from this increasingly important function.