When it comes to senior talent management and board composition, why do we think of ‘old’ age the way we do? Fredy Hausammann, Member of the Amrop Executive Board and Managing Partner of Amrop Switzerland, argues that it’s time to ring the changes in a maturing world.
When eager suitors enter the arena, what should the rules of the game be? Short-term profit maximization for shareholders, or longer-term value optimization for stakeholders? When your company is offered a high stock price or an otherwise-tempting proposition, shouldn’t shareholders accept? Or is the reality more complex and ambiguous?
The pressures surrounding digital disruption and security are intensifying. And the digitization debate is gathering pace. Yet when it comes to exactly how organizations are addressing digitization, the picture remains fragmented and multiple questions surround its role.
An ambiguous, complex business environment. An inter-connected world. A society switched-on 24/7 to corporate errors. The life of a leader has never been tougher. And despite the best efforts of many, trust remains fragile. Over 70% of observers think corporate leaders focus too much on short-term financial results, according to the 2016 Edelman Trust Barometer. Leadership today is filled with difficult social, environmental and ethical dilemmas. Based on the input of 363 business leaders, this global Amrop study gauges the current health of leadership decision-making, to support the journey from smart to wise.
In 1985, Tony Schwartz ghost-wrote The Art of the Deal, the book that sold over a million copies and turned Trump into a household name. That experience was one of the drivers that steered Schwartz away from journalism to build an ‘energy consultancy’. He founded The Energy Project in 2003 to train executives in strategies for helping themselves and their employees perform better and avoid burnout.
Today’s ethical, ecological and societal challenges call for executives who are not just accomplished and smart, but wise. Smart leaders become wise when they address and resolve the dilemmas of modern business in a holistic way. Hiring organizations should select leaders who not only create and capture economic value, but who create a more sustainable - and legitimate - organization.
When life sciences companies complain that they can’t find enough good people, the cause, in our view, is most likely to be centered on a misalignment between the strategic goals of the business and the efforts of the company’s talent acquisition teams. In this article, we outline the approach we took as talent acquisition leaders at Pfizer and offer ideas that you can implement right away.
Leaders for What Was, for What’s Now and for What’s Next – as Amrop celebrates its 40th anniversary find out what Amrop Partners, young entrepreneurs and senior business thinkers have to say about 4 decades of leadership.
Leadership takes opinions, attitude, integrity. Why many 45+ leaders step out (when they can), and many younger people don’t step up (or want to).