CIOs need to be savvy leaders with business acumen and strategy running through their core. They cannot abandon the technology roots which propelled them to the executive level, with the skills required to translate external pressures to business stakeholders.
Even CEOs who aren’t enthusiastic about loaning out their top execs for external board service will support the idea as long as it doesn’t interfere with their day job.
In Personal Board of Directors, top business leaders talk about the people they turn to for advice, and how those people have shaped their perspective and helped them succeed.
With widespread change happening across portfolio companies, it is perhaps unsurprising that private equity firms are hunting for expertise across a range of issues with a greater emphasis on areas such as environmental, social and governance, and talent.
Airline revenues are down 80% and Marco Werman, host of the public radio show The World, hasn’t been on a plane himself in months
Layoffs have spread across the media landscape in 2020, as consolidation cut the number of positions available and the pandemic forced struggling companies to slash staffers. Media companies are starting to hire again as productions resume and businesses work to get back on track.
The 2020 D100 will comprise 50 public company directors and 50 governance professionals and institutions who exemplify the knowledge, leadership, and excellence that our organization promotes. Nominees play a significant role in shaping the greater boardroom agenda.
Daniel Daeniker, a partner at the renowned law firm Homburger, recently addressed the issue of whether there are drawbacks when a former CEO joins the board of directors of their company, perhaps even becoming its chair. He advocated adopting a best practice approach, as opposed to a more rigid interpretation of international governance concepts. Let me elaborate on that: That leaders need some form of governance is a given. Anyone under no obligation to respect certain principles risks putting themselves first and the company’s welfare second. The question is to what extent top managers are involved when a company defines its code of governance.
Egon Zehnder’s Lisa Blais and Kim Henderson share how the pandemic has changed companies’ practices and processes—potentially forever.
Under the heading “The New Art of Leadership”, German business magazine Capital took a look at the coronavirus crisis as a catalyst for a new take on leadership and spoke with managers, politicians and experts including Dirk Mundorf and Markus Keller.
While the Covid-19 pandemic hits and reshapes companies, industries, national economies, and our society in previously unthinkable ways, business leaders need to think beyond survival to the opportunities this crisis might create, not only for their own organizations but the greater good.
Consumer companies know all too well that the winner of the innovation race will land the next generation of customers. Yet one blind spot many organizations face as they push to discover “what’s next” is that they equate leading innovation with leading change.
Leaders at Davos are showing a real sense of conviction about doing more for the environment but now need to translate their words into action, says Jill Ader, chairwoman of Egon Zehnder in an interview with Deutsche Welle (DW) at the World Economic Forum.
Unlike their public-company counterparts, which focus mainly on increasing shareholder value, family-business boards must act on behalf of stakeholders with multiple and potentially conflicting agendas – for example, co-owners with equal power and completely opposing financial timelines.
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