In recent years oil and gas companies have applied innovative technologies to make discoveries of vast new hydrocarbon resources. If only it were that easy for them to deal with a dire challenge above ground: identifying and training a new generation of qualified and prepared executives who are ready and willing to lead oil and gas companies at this pivotal time in the industry’s history.
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. Titles of those we interviewed include President and CEO, General Manager, President of Agricultural Solutions, Chief Information Officer, Chief Digital Officer, and Digital Transformation Officer.
Technology is transforming the industrial sector, bringing dramatic change in everything from time to market to customization. Realizing these benefits, however, requires organizations to undergo transformational change. But who, exactly, is going to make that change happen?
In 2016, nearly 200 transactions, with a value of more than $90 billion, took place in the chemical industry, and 2017 may well surpass that pace. But what are the implications of having these transactions play such a large role in reshaping the industry?
As Women’s History Month comes to a close and I reflect on the conversations and specific goals this year’s initiatives supported, I feel an overwhelming sense of urgency to continue the momentum in an area near and dear to me: increasing the presence of women and women leaders in STEM fields.
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.
The mining industry is still reeling from the withdrawal of a China-induced ‘supercycle’, as the Chinese economy transitions from an investment-driven model to consumer-led growth.
Airline profits are flying high, thanks to healthy load factors, low fuel prices, and capacity discipline. But there’s another downturn ahead, and airlines must prepare for it now – by leading the way in digital transformation, and boosting their future talent bench.
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.
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