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.
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 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.
The stakes have never been higher for energy companies, and experts say the dearth of executive talent in the sector is seriously upping the ante.
On the heels of one high-profile CEO resignation — Randy Limbacher at Houston-based Rosetta Resources Inc. (Nasdaq: ROSE) — and the unexpected departure of David Roberts, the heir apparent at Marathon Oil Corp. (NYSE: MRO) in Houston, about a half dozen North American oil and gas companies are looking for a chief executive.
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.
Every chief executive and board member in the chemical industry is facing the same chronic talent shortage, unable to find enough rising stars at the director and VP level to fill the succession plans for soon-to-retire GMs, country managers and CEOs.
Given the performance pressures public company boards are under these days, I’m not surprised when nominating committees make prior public company board experience a requirement for director candidates.
The auto industry, like so many others, is in the midst of both turbulent upheaval and awe-inspiring innovation. The promise of driving in the very-near future is filled with the excitement of affordable high-performance electric vehicles
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