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Many chemical enterprises have implemented pilot programs as a way of taking the first steps toward digital transformation. But the conversations we have with boards and CEOs, combined with our own observations in the field, suggest that pilot programs rarely lead to transformation in the chemical industry.
Discussion Highlights from Egon Zehnder’s 7th Annual CEO Breakfast at CERAWeek 2018.
As a steadily-growing trillion-dollar economy with a youthful, tech-savvy population, Indonesia is at once blessed with big-market opportunities and challenged by rapidly-changing customer expectations and the competitive global landscape.
With the job market heating up and the unemployment rate at a new low, there are millions of jobs waiting for the right people to fill them. This is great news for employees, but how can management retain top talent and keep high performers from jumping ship?
Given the growing danger of being left behind and commoditized by advancing technology, we asked ten senior leaders in Construction, Agriculture and Mining Equipment how their strategies are adapting.
Recently, I outlined the current talent crisis in the chemical industry, in which pipeline and succession challenges have hit just as the industry undergoes its most dramatic set of changes in a generation. There is no single path out of this dilemma, but the first step is to parse the ways in which the industry has become more complex.
Over the past 15 years, the telco industry has evolved from an infrastructure business to being a critical enabler of digital transformation. The market the telcos serve is changing radically as well.
The prevailing narrative around the Industrial Revolution in its first, second and third iterations is only partly true. Steam power, electricity and modern computing were in fact breakthrough technologies that rapidly came to the fore, disrupting established industries and creating new ones.
Amoco, Anheuser-Busch, Chrysler, Motorola, Wrigley. Great Midwestern companies that failed to adapt to global competition and ended up being acquired. Many others have suffered the same fate or declared bankruptcy, and now the ongoing disruption from globalization and technological change is putting our legacy companies under further pressure.
A wave of shareholder rebellions and executive retirements that’s left at least six North American oil and gas companies searching for chief executive officers is leading toward a bidding war for the industry’s best leaders.
