Future airline trends are sparking a new wave of leadership imperatives to drive business, inspire, attract and retain top talent to thrive in a post pandemic reality.
What are the biggest challenges facing aviation executives? We asked 30 experts across the industry, from airline carriers to travel tech companies, to find out.
Amidst eroding margins and predatory competition, legacy business models are under pressure – and so are industry leaders.
The leading professional service firms have a model of leadership that is very relevant for other enterprises in today’s world.
Digital innovators from the Silicon Valley are noisily shaking up the automotive world. This has led some to wonder: Could outside players seize control of the automotive industry? Not likely. Traditional automotive companies have plenty of what it takes – digital abilities as well as deep engineering expertise. But make no mistake, we’re dealing with a two-speed marketplace.
The last two decades have seen a dramatic evolution in Global In-house Centers (GICs), as their value proposition has shifted increasingly from cost arbitrage to talent and skill arbitrage. As a result, GICs — until recently known as “captive centers”— are now driving process and productivity improvements for the corporation, creating new capabilities such as analytics, and leading cross-functional synergies.
Automotive OEMs must work in fundamentally new and different ways to deliver the Connected Car that consumers so clearly desire. The shift begins with objectively assessing and developing leaders’ potential to drive deep strategic change and build more open cultures that effectively integrate diverse expertise.
Over the past year Egon Zehnder has conducted an extensive research project involving direct interviews with more than 25 CEOs of major airlines around the world, and with leading industry thinkers. Our findings speak to a new competitive landscape.
The airline industry is facing a number of global challenges. Kokkong Chan, Egon Zehnder, Sydney, and Christoph Wahl, Egon Zehnder, Berlin, summarize these challenges and their implications for talent management.
Forward-thinking product companies that successfully transition to a truly global multi-site engineering organization understand a powerful principle: moving product ownership to new offshore centers is not a single event in time, but an evolutionary process that must be approached comprehensively.
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.
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