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.
According to an Egon Zehnder survey of 402 CEOs from 11 countries, 68% of company chiefs said that they weren't fully prepared for their role as CEO. As new CEOs adjust to their roles, HR leaders can educate them on the value of human capital management (HCM) and how strategies for hiring, training and development, compensation and other HR functions line up with organizational goals.