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.
Egon Zehnder hosted an intimate roundtable discussion on the impact of Amazon’s second headquarters, with a focus on the DC, Maryland, and Virginia region (DMV). The event brought together fourteen regional business leaders and several members of Egon Zehnder’s digital practice for a thought-provoking discussion on the potential opportunities and threats Amazon HQ2 presents to the region.
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.
For Leaders & Daughters 2018, we hosted 32 panel and roundtable conversations around the world. We have now brought together almost 6,000 attendees to share
experiences, perspectives, and—importantly—solutions. Through both intimate and large-scale events, we used this year’s theme—Mind The Gap—to look closely at why senior-level women so rarely make it into the C-Suite, and to share examples of success.
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.
CEOs are known for their confidence, but according to a. Egon Zehnder survey of 402 CEOs from 11 countries, while many did feel ready for the strategic and business aspects of their roles, they felt much less prepared for the personal and interpersonal components of leadership, which are just as critical to success.
What is the right balance between traditionalists and change makers? In our experience, we’ve found the formula used by innovation leaders can also create a marketing talent blueprint. By adopting this innovation framework, companies can better ensure the placement of the right talent to drive transformational change.
One could be forgiven, then, for assuming that a good CEO is little more than an omnipotent puppeteer, pulling the strings to assign the right people to the right projects. These are the CEOs of Hollywood screenplay writers. The real world could hardly be more different.