While the energy industry grapples with new digital realities, executives and boards are being forced to answer a fundamental question: How do you prioritize assets and people in times of transformation?
Global CEO practice leader Kati Najipoor-Schütte explains the role of power in top management today, and what the inner workings of a leadership personality have to do with this, in an article for the Harvard Business Manager Special Edition “Macht” (Power).
Egon Zehnder’s Global Semiconductor Practice Group recently assembled a group of human resources executives from some of the world’s leading semiconductor companies for a dinner conversation focused on the trends and challenges facing the industry.
For 30 years, Egon Zehnder has been in the business of assessing leaders along two broad dimensions: potential and competence. One key conclusion? You can’t have either without curiosity. Although we have found that high potentials also need insight, engagement, and determination, curiosity—defined as a penchant for seeking new experiences, knowledge, and feedback and an openness to change—is perhaps most important.
Most CEOs are grappling with one particular challenge, irrespective of industry or geography: getting the right leadership talent. Governments face this challenge too. The Indian government has responded to this challenge by taking the initiative to invite executives from beyond the ranks of the civil service to apply for certain Joint Secretary posts.
As the first generation of middle-market private equity leaders nears retirement, many firms are struggling with how to move forward with succession planning, even when faced with increasing pressure from their limited partners.