A venerable multinational is forced to search in unusual places to reverse a creeping decline, and emerges stronger than ever. After a series of painful experiences, a senior executive questions his assumptions and unearths invaluable lessons. His quest for lifelong learning begins.
Intelligent behavior has long been considered a uniquely human attribute. But as computer science and IT networks progress exponentially, artificial intelligence (AI) is increasingly standing out as the transformational technology of our age. From industry 4.0 outwards, human and artificial intelligence may compete for jobs. But they will increasingly collaborate and complement each other. What kind of leadership will be needed to make that happen? Here is our summary.
For a CEO, it is ever more critical to understand and build on the different perspectives that impact success: customers, competitors, partners, employees. As the pace of change quickens, one needs to act on this 'diversity of thought', moving swiftly and daring to make mistakes. Yet being this curious, open and action-oriented, and risking mistakes (within reason) is counter to the wiring of many organizations. If the cultural change is challenging, one key is the CEO/CHRO partnership.
Managers with good Personal Governance carefully cultivate their personal reputation, and by association, the reputation of their organization. Doing so has never been more critical.
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.