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As the battle against the global pandemic wages on, CEOs are confronted with a new set of challenges that require not only their intellect and steadfast determination, but also their humanity, vulnerability and humility.
Since the country erupted in racial protests in early June, many CEOs have taken a visible public stand against systemic racism, pledging to do their part in helping dismantle it. But until executive leadership of the world's top companies better reflect the diversity of talent in the population at large, these public commitments won't work.
What should top executives take into consideration when leading their organizations during the pandemic? Egon Zehnder takes a look at five levers to lead, grow and thrive during these challenging times.
Egon Zehnder held six webinars with a total of 52 Corporate Heads of HR across Portugal to put a finger on the pulse as companies were starting to return to the office.
Highlights from a recent digital gathering with new external successor Chief Executive Officers, hosted by Egon Zehnder.
Leaders currently face what is likely to be the largest challenge and opportunity of their professional lives. They are being asked to shape the next normal. Holistic leadership is a pragmatic, yet promising way to approach this challenge. This article outlines which levers to focus on and aspects to keep in mind, when shaping the future of work.
The recent Twitter hack shows that companies must continue to bolster the most critical part of their security infrastructure—their workforce. While cybersecurity professionals have been sounding the alarm about the threat of social engineering for a while, most cybersecurity programs focus on the technical aspects of the job—securing a company's systems and products.
Audit committees exist to flag dangers. And they are seeing a new series of threats to enterprise looming ahead in the next year.
Biopharma supply chain leaders have the attention of the CEO and Board – now what?
Managing family relationships at work is one of the thorniest issues in family-owned businesses, particularly when relationships cross generations (e.g., parent-child or uncle/aunt-nephew/niece). Many family members are committed to professionalism and strive to separate work and family in their dealings with each other. However, simply decreeing such a separation between work and family is not enough.Both family leaders and the rising generation have work to do to ensure cohesion on a familial and business basis.
