More than ever, organization leaders need committed counselors – individuals who will push them to greater heights and encourage them to pursue transformation. They need objective individuals who can advise, envision and strategize for long-term success.
Leaders had an information arbitrage earlier, but now information is readily available to everybody and that is reducing the power centres, Rajeev Vasudeva, global chief executive at executive search and leadership firm Egon Zehnder, tells Saumya Bhattacharya.
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.
In the digital age, companies in every industry must unleash a new wave of innovation – or be disrupted by aggressive new competitors. Digital is transforming everything from consumer behavior to employee engagement to the management of cities and infrastructure.
As private equity firms look to maximize value from their investments, it is critical to ensure that portfolio company management teams have the right capabilities to execute against their investment theses. Though in many cases the underlying premise will lie in backing an existing management team, it is increasingly common for private equity firms to bring in a new CFO early in the lifespan of an investment.
Big businesses are often slow to adapt and innovate, while start-ups struggle to build teams and systems to scale up their businesses. How can firms break this mould? By learning from one another, writes Egon Zehnder’s Catherine Zhu in the Career Doctors section of the South China Morning Post.
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?