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.