Leading in today’s complex, uncertain world presents challenges that no amount of preparation can completely take into account. How CEOs are seeking regular, reliable guidance.
How private equity needs to assess potential chief executive officers and chief financial officers.
Across the world, top corporate officers are increasingly assuming a mantle of public leadership by driving purpose-directed company strategies and taking overt stands on important, sometimes divisive social issues.
Before a company acquires an expensive new piece of capital equipment, the board will vigorously scrutinize assumptions, payback times and contribution to enterprise value – assigning a net present value. What if this expensive new piece of equipment is the CEO?
There is no period in a company’s history more fraught with anxiety than the months leading up to the naming of a new CEO. Often, the board is eyeing the clock while trying to nudge the CEO into a graceful exit.
Across industries, China CEOs are driving bold digital strategies. But they face tough challenges in finding the right talent and unlocking innovation in their organizations.
Virtually every CEO today must simultaneously run the organization’s traditional business and transform that business to meet the demands and opportunities of today’s customer-centric, innovation-driven world.
“I wish I had known then what I know now.” That’s the frequent refrain we hear in candid conversations with a surprising number of C-level executives.
The powerful forces reshaping top corporate roles have also profoundly altered the position of General Counsel. It’s more complex, more demanding, and requires more leadership skill than ever.
Their days as number-crunching senior accountants are long gone. Today’s Chief Financial Officers are expected to be strategic thinkers who can deliver business results, according to the findings of a recent survey by Egon Zehnder’s Financial Officer Practice.