Publications 21 - 40 / 215

Learning agility is the willingness and ability to learn from experience and then apply those lessons to succeed in new situations. Leaders who are learning agile continuously seek new challenges, solicit direct feedback, self-reflect, and get jobs done resourcefully.

Expansion in emerging markets in Asia and South America is critical to medical device manufacturers looking for top line growth. But finding the requisite talent and leadership is rife with diffculties, including hyper-local needs, state-run competitors, and high turnover.

Karriere zu machen ist so komplex wie nie zuvor. Selbst Geschäftsführer und Führungskräfte, die ihre Posten meist lange bekleiden, wechseln im Schnitt alle sechs Jahre ihre Stellung. Falls Sie zu dieser Gruppe gehören, stehen Sie im Laufe ihrer Karriere eventuell mehrmals vor einem Scheideweg und benötigen voraussichtlich jedes Mal einen neuen Strategieplan.

Politics and policy need to be higher on the agenda of American CEOs. The ramifications of trade, taxation, and regulation are too great to be neglected, or even delegated. As notable cases show, companies are far better off working to influence the process than responding to the result. This calls for more direct effort on the part of CEOs, and for companies to recruit and develop leaders with deep policy experience.

It’s become rare in recent years for heads of human resources to gain a seat on the main board for a myriad of reasons. But talent issues aren’t receding in importance. According to a panel of FTSE100 board members leading a discussion with HR directors, HR leaders are finding other ways to interface with the board and influence the conversation around business and talent issues.

The CFO-audit committee relationship is under intense pressure in this crisis-driven, high-regulation business environment. Building an optimum working relationship requires focused effort on building trust, getting past the must-do’s of regulation, and pushing a larger agenda.

Learning agile leaders are not interchangeable. Korn/Ferry research indicates most fall into one of seven distinct profiles. Understanding the natural strengths of each leads to more strategic decisions about job assignments.

Asian companies lag far behind Europe, North America and Australia in the number of women on boards and the scope of their roles. Companies could quickly boost diversity, beef up corporate governance, and better connect with the region’s consumer markets by appointing more female directors. A formal director selection process is one step towards making that happen.

Chinese firms are luring talented managers and executives away from multinational corporations (MNC) by offering generous compensation, more decision-making power, and a faster career track. MNCs will need to respond with smart recruiting and retention strategies to maintain any edge in this competitive market.

Competition for experienced CFOs in Asia, the new center of gravity for company growth and expansion, has become particularly stiff. The era of “number crunching” as the primary mission for CFOs has gone by as the rapid growth of companies in the region adds new challenges and dimensions to their roles. CEOs are looking for CFOs who can serve as a partner and add value to the business.

Building a career has never been more complex. Even managers and executives, who spend more years in each job than most, change positions about every six years. That means if you’re among this group, you’ll face several potential forks in your career path – and likely will need a new roadmap each time.

Change is a constant in the Arab world, and the business leaders who consistently thrive there are individuals of remarkable agility and mettle. In this special report from the Korn/Ferry Institute, the chairmen and CEOs of preeminent corporations discuss the region’s economy, business dynamics, and unique leadership demands. They discuss forthrightly the challenges they face, including a still-developing civil society, hurdles to entrepreneurship, political instability, and education gaps. From their observations and experiences emerge powerful insights for business leaders from the East and West, and those hoping to build bridges between them.

Software companies should fundamentally alter how they select sales executives. Analysis of Korn/Ferry executive assessments shows that the required leadership skills shift significantly with each promotion. The upshot? Top sales managers are not naturally good sales leaders. Software companies would be wise to use a more rigorous, assessment-based approach to recruiting, development, and promotion.

HR leaders who fall back on only one or two types of individual development plan are shortchanging their organizations. A multi-plan approach offers a greater chance of success, and a way to tailor improvement to the organization’s and the employee’s needs.

In advance of the Sustainability Conference in Montreux, April 4-8, 2011, the World Business Council for Sustainable Development asked Korn/Ferry International to examine if corporations embracing sustainability require a special breed of business leaders. The paper reflects Korn/Ferry’s recent findings.

As chief audit executives (CAEs) find themselves in a highly visible, pressure-packed role, many have come to realize that business and financial acumen are no longer enough. "Relationship acumen"—the ability to establish and maintain strong connections with key stakeholders—is now also a prerequisite for success.

This eighteenth annual report examines governance in 292 Canadian public companies and income trusts and includes our special report, "The Challenge of Individual Director Evaluation." The goal is to provide directors and trustees with an accurate and relevant Canadian data across a wide spectrum.

The last two years have seen several high-profile examples of excessive risk-taking in the corporate world. Adding regulations to avoid any repeat of the global financial crisis will be ineffective if it is not accompanied by a wholesale change in companies' own attitude to risk.

As drastic changes hit the medical device industry, companies will need executives with different skill sets to lead unavoidable changes. In some cases, they will need to seek or develop new competencies. In others, they may need to recruit from non-medical industries to secure the talent they need to thrive.

Les décisions concernant le capital humain sont peu traitées au sein des conseils d'administration en France même si les PDG reconnaissent la contribution essentielle des ressources humaines à la création de valeur. Si les Directeurs des Ressources Humaines soutaitent que les problématiques humaines soient davantage prises en considération à ce niveau, il leur faut se concentrer sur les sujets qui relèvent des Boards : La performance et sa mesure, les plans de succession et la gestion de la rareté des talents, les freins humains à la croissance de l'entreprise.