Publications 1 - 20 / 169

Businesses in many ways are comparable to machines. To operate, they require a prime source of power. We assert that leadership and human capital power the business machine. As such, talent becomes the primary driver of organizational effectiveness.

To succeed in today’s economy, organizations must possess global leaders with the right knowledge, experience, and competencies. However, many multinational companies resist identifying and developing talent globally largely because of the assumption that global leaders in different regions of the world possess and need significantly different skills.

While executive coaching has increased markedly during recent years, the professional application of coaching, our understanding of when to use coaching, and the evaluation of its effectiveness has lagged far behind. The purpose of the current study is to review empirical studies on executive coaching in the literature, synthesize their findings, and explore implications for the delivery of executive coaching.

Social media is fast becoming an integral part of business operations. Companies are leveraging its business potential, and executives at the highest levels are beginning to appreciate its strategic value. Early adopters have established general principles for use and guidelines for implementation that can serve as practical roadmaps.

Analysts, pundits, journalists, academics, legislators and regulators worldwide are attempting to make sense of the financial crisis of 2008-2009 and its aftershocks, like the May 6 $1 trillion market plummet. There is discussion of systemic risk, systemic failure, principle- versus rule-based regulation, exotic instruments and on and on.

What has not yet come to front and center is the people.

The investor relations function continues to grow in importance, responsibility and value. The dramatic and volatile market events of the past few years have only furthered that trend, and today’s IR officer has become indispensable.

For internal auditing, a new era has begun. After nearly a decade of earth-shaking events for corporations, those responsible for reviewing internal controls, operational efficiency, and regulatory compliance are under a harsh spotlight. For the chief audit executive (CAE), business as usual is clearly over. Corporate boards and CEOs are now demanding a new profile: a CAE who understands all facets of the business and can operate as an agent of change.

In early 2009, The Korn/Ferry Institute launched a new thought leadership series called "Korn/Ferry's Career Playbook: Winning Strategies in Today's Job Market" to address executive job seekers's most frequent and pressing questions.

Act Two: Finding Meaning in an Encore Career focuses on the options and realities facing professionals who decide to change career tracks or launch a retirement career.

In early 2009, The Korn/Ferry Institute launched a new thought leadership series called "Korn/Ferry's Career Playbook: Winning Strategies in Today's Job Market" to address executive job seekers's most frequent and pressing questions.

Taking Your Career on the Road evaluates the risks and rewards of pursuing a global career track.

It’s time to use a structured process for selecting the nonexecutive leader of the board. Defining the role is a good start.

Korn/Ferry interviewed 66 retail CEOs and board members from around the world to investigate the critical question: how are leadership talent issues impacting on the delivery of the organization’s strategic business objectives?

This report focuses on how Vanderbilt University, with the help of Korn/Ferry International and PricewaterhouseCoopers, implemented a stronger, centralized finance function to support their ongoing effort to develop a “one university” culture that embraces a collaborative approach to executing its mission of being one of the greatest educational institutions in the world. This report discusses the value of this process and the three primary advantages that were implemented at a time when capital was hard to come by.

Organizations around the globe have been battered by unprecedented economic turmoil, as years of extraordinary growth gave way to a deep recession. Now, as whispers of an economic recovery grow louder, some anticipate that this too, will produce its own difficulties. Korn/Ferry sat down with a select group of human resource directors from consumer products companies across Asia Pacific to discuss the critical issues faced by HR professionals and the impact of an economic recovery on their organizations at large.

When we look back at the close of the 21st century’s first decade, we are likely to view the global financial crisis as the final blow that pushed the pharmaceutical industry into a period of upheaval. Human resources executives are being asked to design talent strategies as the business playbook changes daily.

Over the past decade, Chief Financial Officers have been central to advising and leading their companies through some of the most upending and demanding issues faced by the corporate community in generations.

Over the past decade, organizations in Australia and around the world have invested billions of dollars in technology. This level of expenditure reflects a higher dependence on technology to support their day-to-day business operations than ever before. With this significant increase in investment and reliance on technology, it is important to explore how well organizations are managing the asset and opportunity.

If a person's brand is their promise of value, then the role of the CHRO is the promise of the value they bring to the executive table. In the case of the CHRO, he or she needs to realize that what they say and do can directly affect the organization's talent brand, and by default, the organization's ability to attract, develop, and retain top talent.

The 2009 Board of Directors Study, Australia and New Zealand is published
by Korn/Ferry International in partnership with Egan Associates. This year we
discuss the various trends in Non Executive Director selection, many of which
are a consequence of the global financial crisis and recent court decisions
involving board members.

The HR function is in a state of transition caused by the increasing pressure to identify and develop next-generation leaders, the growing globalization of businesses and talent pools, and the CEO’s requirement that HR be more strategic and relevant to the business as a whole. As HR seeks to meet these demands, others have questioned its effectiveness.

Korn/Ferry's Information Technology Officers Center of Expertise focuses exclusively on recruitment of enterprise Information Technology management — Chief Information Officers, Chief Technology Officers and their direct reports — as well as senior management at organizations that provide products and services to the enterprise IT marketplace.