Veteran executive recruiter Karl Alleman, managing partner of Egon Zehnder’s U.S. practice, has a particularly good vantage point on this.
How to keep the family business vibrant across generations.
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.
“A Framework for Leadership” was the topic of Gizem Weggemans’ presentation at The Indie Summit at the Royal College of Physicians on 14th June in London. The Indie Summit is the only large-scale global conference and networking event exclusively for Owners, CEOs and Senior Directors of the world’s leading independent marketing and communications agencies.
The Chief of Staff role is perhaps the trickiest hire for a chief executive to make.
Before a company acquires an expensive new piece of capital equipment, the board will vigorously scrutinize assumptions, payback times and contribution to enterprise value – assigning a net present value. What if this expensive new piece of equipment is the CEO?
Executives who join companies to lead a digital transformation process are faced with a range of barriers, and may even abandon the project in just a few months. He or she will walk away frustrated and tired of fighting against the tide. The reason for this is that these professionals are hired with the support and incentive of the CEO, but soon find themselves alone.
GE’s announcement on June 12 that John Flannery would be the next CEO of the massive Boston-based conglomerate was a decision 20 years in the making.
An impending market rebound has many feeling cautiously optimistic, but the extended cycle of the current downturn – now being characterized as “lower for longer” – has created a new reality that will change leadership imperatives for the foreseeable future. Energy leaders are realizing that lower prices, unpredictable market dynamics and hyper competition for talent, resources and capital are driving a need to rebuild and adapt businesses or risk being left behind. In this new reality, it’s critical to strike a balance between disruption and discipline – understanding how to best lead innovation while still adhering to longstanding best practices that will ensure longevity regardless of future market fluctuations.
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.