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Egon Zehnder asked over 400 of the world’s top CEOs what it means to be an effective leader today
Corporate leadership development programs aren’t working. Less than a quarter of executives at the organizations that have them think they’re effective. Evaluations of managers at thousands of corporations suggest that 72% have what it takes to grow into C-suite roles. How can we bridge the gap between this raw talent and executive success?
Onboarding is an apt term for how many companies support new leaders’ transitions, because – like helping someone onto a ship – there’s not much more to the process than bringing the executive safely on deck. From there on, he or she is expected to know what to do or sort it out with little or no guidance.
On January 17, 2018, Egon Zehnder’s Istanbul office convened a group of Turkey-based HR leaders for a breakfast discussion focused on leadership development based on the article of Turning Potential into Success: The Missing Link in Leadership Development by Claudio Fernandez-Araoz, Andrew Roscoe and Kentaro Aramaki.
It is a truism of corporate governance that a strong, highly functioning board can be an invaluable asset to management, going beyond oversight to provide guidance and strategic counsel to the CEO and his or her team. But these benefits can only be realized if the board and management have the trust and transparency that allows for candid, constructive conversation.
In our role as leadership advisors, we are often asked to conduct board effectiveness reviews. These comprehensive studies help boards improve their performance by recommending specific changes that impact board dynamics, process improvements and governance.
Business thinker and best-selling author Frédéric Laloux explains his belief that the way organizations are run is outdated – and that the future is about self-management.
Erica Ariel Fox is setting new standards in senior leadership development. In her view, the key to entrepreneurial success lies in a renewed capacity for self-discovery among top managers and CEOs.
Leadership has never been easy. Yet given the current volatility of the external world—stemming from geopolitical uncertainty, activist pressure, a new generation of employees, and digital disruption—running a large company is both more challenging and less secure than it’s ever been, as the daily drumbeat of CEO departures shows.
Whether it’s racial tensions in a coffee shop or testimony before Congress about privacy, CEOs face a lot of pressure to make things right. But where do CEOs typically turn to when they need honest feedback Not the boardroom.
Between November 2017 and January 2018, Egon Zehnder conducted a global research project, surveying current chief executives from a wide cross-section of industries, countries, and corporate structures. A large number—402 of them—responded, sharing their perspectives on what the job entails, the level of preparation they felt they had received, their succession planning process, and how they lead and cope in these volatile times.
Technology is reinventing the financial services industry by enabling a simpler, more effective way to solve fiscal and business problems and to connect with customers globally.
In what we are calling the Cyber Century, the first signs of danger appear on a screen; a hack, a viral video, a tweet. Any of these can be the opening shot of a bruising battle that can quickly escalate to a crisis.
In the competitive Chinese market, Western companies are losing the war for talent.
The mobile industry is in the midst of large-scale evolution requiring every company to be more agile, more efficient and more innovative in the effort to discover and implement new ways of adding value.
Based on Egon Zehnder's published analysis, there is measured progress in diversity gains among women on Boards.
The maker movement is a cultural phenomenon that celebrates shared experimentation, iterative learning and discovery through connected communities that build together while always emphasizing creativity over criticism.
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.
The 2018 Mobile World Congress in Barcelona had an optimism that set it apart from the gatherings of recent years. This was largely due to advances in making 5G a reality and the rapid evolution of the array of businesses that depend on a robust mobile sector.
More than ever, organization leaders need committed counselors – individuals who will push them to greater heights and encourage them to pursue transformation. They need objective individuals who can advise, envision and strategize for long-term success.
Veteran executive recruiter Karl Alleman, managing partner of Egon Zehnder’s U.S. practice, has a particularly good vantage point on this.
At more and more organizations, marketing has become firmly established as a C-suite function.
China is already the world’s largest e-commerce market— and is projected to command more than half of global e-commerce revenue by 2021.
Professional service firms are very different from other commercial enterprises. They typically lack the hard-nosed bottom line focus and hierarchical management structure of most companies.
Eugene Kim, Egon Zehnder's office leader in Seoul, is a regular contributor to The Korea Herald’s Management in Korea column. The following articles were originally published in The Korea Herald’s Management in Korea and are presented here with its permission.
“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.