SlideShare a Scribd company logo

Striking Balance With Whole-Brain Leadership

Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.

1 of 22
Download to read offline
1The New Rules of Engagement for the C-suite
ACHIEVE COMPETITIVE AGILITY
STRIKING
BALANCE
withWhole-Brain
Leadership
Longsteadystatesofmarketgrowthandperformanceareinterruptedby
significant,disruptiveonesthatfundamentallyreset“businessasusual.”
Thinksteamengine.Ormassproductiontechniques.Andmorerecently,
AIandmachinelearning.Today,we’reinoneofthoseperiodsofframe-
breakingchange.Leadersacrossallindustriesandgeographiesare
beingchallengedtosolvecomplexbusinessproblemsinnewways,
withdifferentconstituents,atanewpaceandscale,andwith
biggerconsequencesthaneverbeforeforgettingitwrong.
It’sbusinessasunusual
THENEWRULESOF
ENGAGEMENTFOR
THEC-SUITE
2The New Rules of Engagement for the C-suite
About the Authors
Peter Lacy
Senior Managing Director
Accenture Strategy
Peter leads the Accenture Strategy
business in the UK and Ireland. He is
a member of the Accenture Global
Leadership Council and leads
Accenture’s relationship with the
World Economic Forum and its
Digital Transformation of Industries
program. Peter advises leaders of
Fortune 500 companies and public
organizations on issues related to
strategy development, digital
transformation, innovation and
acquisitions. Peter is based in
London.
Alberto Zamora
Managing Director
Accenture Strategy
Alberto leads the Accenture
Strategy business in Spain, Portugal
and Israel. He advises clients on the
development and implementation of
new business strategies and
operating models, as well as digital,
cost management and customer
transformations. He has worked
across a range of industries,
including consumer goods, retail,
infrastructure, transportation,
utilities, and oil and gas. Alberto is
based in Madrid.
Katherine LaVelle
Managing Director
Accenture Strategy
Katherine leads the Accenture
Strategy Talent & Organization
business in North America. She
helps organizations develop and
implement workforce transformation
programs to improve employee
performance and deliver bottom line
results. She specializes in merger
integration, operating model and
organizational design, HR strategy,
sales and service performance, and
business-driven learning. Katherine
is based in Washington, DC.
3The New Rules of Engagement for the C-suite
Bringbalanceforsuccess
This change is being driven primarily by the exponentially
sinking cost of data and the simultaneously rising need for
advanced analytics capability on one side. And on the
other, a demand for more human-centered approaches
required to tap into the full potential of employees and
consumers. At an enterprise level. These two spheres—
the scientific on one side and the humanistic on the
other—are what conventional wisdom refers to as “left”
(scientific) or “right” (creative) brain thinking. Although
neuroscience deems those labels too facile, it’s safe to say
that today’s business landscape demands nothing less
than a whole-brain approach.
Just as companies can no longer afford to excel on one
parameter operationally—today’s market conditions make
it “a must” that they focus on growth, profitability,
sustainability and establishing trust with stakeholders—
leadership can no longer remain unidimensional when it
comes to the orientation of their skills. They need to be
adroit at the “art” of people and the “science” of business.
Or pay a price. In fact, our research with more than 200
C-suite executives and over 11,400 employees and
consumers in China, France, Germany, Italy, Spain, UK, and
the US found that leadership teams that actively acquire,
deploy, demonstrate and embed diversified—whole-brain—
thinking across the enterprise fare better financially than
those that don’t. How much better? When it comes to
revenue growth, 22%, and 34% when it comes to
profitability growth, as measured by EBITDA1
. And we
identified accelerators to achieve that new state.
In our research, we focused not on the “why” or the “what”
of disruption, but on the “how” leaders need to respond.
We see these tensions playing out in the C-suite regardless
of industry, market or demographic. At stake for leaders:
retaining relevance and credibility as individuals and as
teams. Our research set out to test a hypothesis: that there
are personal and bottom-line benefits for leaders who
proactively reskill and bring in outside talent to achieve the
end goal of honing a well-rounded set of leadership skills.
Today’soperating
environmentismore
complex.Thereisa
compoundingeffect
ofmarketconditions,
politicalstressand
regulatoryintervention
thattakesthecomplexity
toaconsiderablyhigher
levelthanweoperated
inlet’ssay10or20
yearsago.
Board Member, Banking / UK
4The New Rules of Engagement for the C-suite
One of the clear indicators that we are facing a profound
moment in time: pressures are compounding and
converging on the C-suite like never before. Emerging
technologies. Shifting customer demands. New market
entrants. While these pressures are not new, the C-suite
reports that the complexity and intensity of disruptive
forces are increasing. It is this combinatorial effect that
is making this time in history so unique—and so very
challenging.
The disruptive impact of new technologies—the ever-
present, evergreen issue—is increasing in impact and
intensity according to 85% of the C-suite executives we
spoke with. Nearly three-quarters report that the
disruptive impact of constantly shifting customer
demands and new market entrants has increased over
the past three years.
And adding to this constellation of pressures, our
research reveals a further potentially destabilizing force
that if embraced could be an accelerator and guide to
the type of change being demanded of the C-suite: a
“supergroup” of employees and customers. We call
them “Pathfinders.” (Figure 1)
85%
Say disruptive impact of
new technologies has
increased
72%
Say disruptive impact of
new market entrants has
increased
74%
Say disruptive impact of
constantly shifting
customer demands has
increased
62%
Say investors are among
their most disruptive
stakeholders
49%
Say employees are
among their most
disruptive stakeholders
Feelingthepressure
TheviewfromtheC-suite:
Iwouldsay,overall,the
worldismovingand
changingmorequickly
thaninthepast,andthat
isimpactingprettymuch
allindustries.Iseethatas
abigthing.We’re
encounteringfaster
changeeverywhere.
Institutional Investor / USA
5The New Rules of Engagement for the C-suite
“I value what
benefits society.”
EMPOWERED
NOT EMPOWERED
ME WE
“I can challenge companies.”
“I can’t challenge companies.”
“I value what
benefits me.”
Agitators Pathfinders
DisenfranchisedIndifferent
Employees: 31%
Customers: 31%
Employees: 18%
Customers: 21%
Employees: 15%
Customers: 19%
Employees: 35%
Customers: 30%
Figure 1:
The Pathfinders are a
”supergroup” of employees
and customers that emerged
from our research based
on their motivations and
perception of self-
empowerment when dealing
with the companies they
work for and buy from.
WhoarethePathfinders?
6The New Rules of Engagement for the C-suite

Recommended

Scale Innovation and Achieve Value with Future Systems
Scale Innovation and Achieve Value with Future SystemsScale Innovation and Achieve Value with Future Systems
Scale Innovation and Achieve Value with Future SystemsAccenture Insurance
 
Accelerating Growth with Data-Driven Customer Experience
Accelerating Growth with Data-Driven Customer ExperienceAccelerating Growth with Data-Driven Customer Experience
Accelerating Growth with Data-Driven Customer ExperienceAccenture Insurance
 
Unlocking Value from Unstructured Data
Unlocking Value from Unstructured DataUnlocking Value from Unstructured Data
Unlocking Value from Unstructured DataAccenture Insurance
 
Helping people to be ‘net better off’ with Accenture + Workday
Helping people to be ‘net better off’ with Accenture + WorkdayHelping people to be ‘net better off’ with Accenture + Workday
Helping people to be ‘net better off’ with Accenture + WorkdayAccenture Technology
 
Decoding Organizational DNA
Decoding Organizational DNADecoding Organizational DNA
Decoding Organizational DNAaccenture
 
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-making
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingData Modernization: Breaking the AI Vicious Cycle for Superior Decision-making
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
 

More Related Content

What's hot

Getting Ahead With AI: How APAC Companies Replicate Success by Remaining Focused
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedGetting Ahead With AI: How APAC Companies Replicate Success by Remaining Focused
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
 
Future systems: Full value. Full stop.
Future systems: Full value. Full stop.Future systems: Full value. Full stop.
Future systems: Full value. Full stop.accenture
 
Future-ready Insurance Systems – An Insurer’s Guide to Optimizing Technology ...
Future-ready Insurance Systems – An Insurer’s Guide to Optimizing Technology ...Future-ready Insurance Systems – An Insurer’s Guide to Optimizing Technology ...
Future-ready Insurance Systems – An Insurer’s Guide to Optimizing Technology ...Accenture Insurance
 
Intelligent Automation In Financial Services
Intelligent Automation In Financial ServicesIntelligent Automation In Financial Services
Intelligent Automation In Financial ServicesAccenture Insurance
 
Overcoming The Legacy Technology Trap
Overcoming The Legacy Technology TrapOvercoming The Legacy Technology Trap
Overcoming The Legacy Technology TrapAccenture Insurance
 
Shared Service Centers: Risks & Rewards in the Time of Coronavirus
Shared Service Centers: Risks & Rewards in the Time of CoronavirusShared Service Centers: Risks & Rewards in the Time of Coronavirus
Shared Service Centers: Risks & Rewards in the Time of CoronavirusCognizant
 
Future Ready Enterprise Systems | Accenture
Future Ready Enterprise Systems | AccentureFuture Ready Enterprise Systems | Accenture
Future Ready Enterprise Systems | Accentureaccenture
 
Accenture Technology Vision for Oracle 2018
Accenture Technology Vision for Oracle 2018Accenture Technology Vision for Oracle 2018
Accenture Technology Vision for Oracle 2018Accenture Technology
 
Redefining Public Sector Finance in a Digital World - US
Redefining Public Sector Finance in a Digital World - USRedefining Public Sector Finance in a Digital World - US
Redefining Public Sector Finance in a Digital World - USaccenture
 
Learning & Development: A Prescriptive Vision for Accelerating Business Success
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessLearning & Development: A Prescriptive Vision for Accelerating Business Success
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessCognizant
 
Dtt en wp_techtrends_10022014
Dtt en wp_techtrends_10022014Dtt en wp_techtrends_10022014
Dtt en wp_techtrends_10022014Thierry Labro
 
Intuition Engineered
Intuition EngineeredIntuition Engineered
Intuition EngineeredCognizant
 
Maximizing AI Investments | Accenture
Maximizing AI Investments | AccentureMaximizing AI Investments | Accenture
Maximizing AI Investments | Accentureaccenture
 
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Capgemini
 
Elevate with Intelligent Supply Chain | SlideShare | Accenture
Elevate with Intelligent Supply Chain | SlideShare | AccentureElevate with Intelligent Supply Chain | SlideShare | Accenture
Elevate with Intelligent Supply Chain | SlideShare | AccentureAccenture Operations
 

What's hot (20)

Getting Ahead With AI: How APAC Companies Replicate Success by Remaining Focused
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedGetting Ahead With AI: How APAC Companies Replicate Success by Remaining Focused
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining Focused
 
Future systems: Full value. Full stop.
Future systems: Full value. Full stop.Future systems: Full value. Full stop.
Future systems: Full value. Full stop.
 
Future-ready Insurance Systems – An Insurer’s Guide to Optimizing Technology ...
Future-ready Insurance Systems – An Insurer’s Guide to Optimizing Technology ...Future-ready Insurance Systems – An Insurer’s Guide to Optimizing Technology ...
Future-ready Insurance Systems – An Insurer’s Guide to Optimizing Technology ...
 
Intelligent Automation In Financial Services
Intelligent Automation In Financial ServicesIntelligent Automation In Financial Services
Intelligent Automation In Financial Services
 
Deloitte Tech Trends 2013
Deloitte Tech Trends 2013Deloitte Tech Trends 2013
Deloitte Tech Trends 2013
 
Overcoming The Legacy Technology Trap
Overcoming The Legacy Technology TrapOvercoming The Legacy Technology Trap
Overcoming The Legacy Technology Trap
 
Shared Service Centers: Risks & Rewards in the Time of Coronavirus
Shared Service Centers: Risks & Rewards in the Time of CoronavirusShared Service Centers: Risks & Rewards in the Time of Coronavirus
Shared Service Centers: Risks & Rewards in the Time of Coronavirus
 
Future Ready Enterprise Systems | Accenture
Future Ready Enterprise Systems | AccentureFuture Ready Enterprise Systems | Accenture
Future Ready Enterprise Systems | Accenture
 
Accenture Technology Vision for Oracle 2018
Accenture Technology Vision for Oracle 2018Accenture Technology Vision for Oracle 2018
Accenture Technology Vision for Oracle 2018
 
AI: The Momentum Mindset
AI: The Momentum MindsetAI: The Momentum Mindset
AI: The Momentum Mindset
 
Redefining Public Sector Finance in a Digital World - US
Redefining Public Sector Finance in a Digital World - USRedefining Public Sector Finance in a Digital World - US
Redefining Public Sector Finance in a Digital World - US
 
Learning & Development: A Prescriptive Vision for Accelerating Business Success
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessLearning & Development: A Prescriptive Vision for Accelerating Business Success
Learning & Development: A Prescriptive Vision for Accelerating Business Success
 
Dtt en wp_techtrends_10022014
Dtt en wp_techtrends_10022014Dtt en wp_techtrends_10022014
Dtt en wp_techtrends_10022014
 
Intuition Engineered
Intuition EngineeredIntuition Engineered
Intuition Engineered
 
Maximizing AI Investments | Accenture
Maximizing AI Investments | AccentureMaximizing AI Investments | Accenture
Maximizing AI Investments | Accenture
 
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...
 
Tech trends-2014 final-electronic-single.2.11
Tech trends-2014 final-electronic-single.2.11Tech trends-2014 final-electronic-single.2.11
Tech trends-2014 final-electronic-single.2.11
 
Deloitte University Press Tech Trends 2014
Deloitte University Press Tech Trends 2014Deloitte University Press Tech Trends 2014
Deloitte University Press Tech Trends 2014
 
Breaking Through Disruption
Breaking Through DisruptionBreaking Through Disruption
Breaking Through Disruption
 
Elevate with Intelligent Supply Chain | SlideShare | Accenture
Elevate with Intelligent Supply Chain | SlideShare | AccentureElevate with Intelligent Supply Chain | SlideShare | Accenture
Elevate with Intelligent Supply Chain | SlideShare | Accenture
 

Similar to Striking Balance With Whole-Brain Leadership

Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...accenture
 
Unleashing the power_of_innovation
Unleashing the power_of_innovationUnleashing the power_of_innovation
Unleashing the power_of_innovationJagdish Ch
 
Unleashing the power of Innovation
Unleashing the power of InnovationUnleashing the power of Innovation
Unleashing the power of InnovationJagdish Ch
 
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...accenture
 
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...accenture
 
Ninebestpracticetalentmanagement wp ddi
Ninebestpracticetalentmanagement wp ddiNinebestpracticetalentmanagement wp ddi
Ninebestpracticetalentmanagement wp ddishalini singh
 
NINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENT
NINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENTNINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENT
NINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENTD-Sides
 
2014 state of global strategy and leadership survey report updated
2014 state of global strategy and leadership survey report updated2014 state of global strategy and leadership survey report updated
2014 state of global strategy and leadership survey report updatedmohammadtazam10
 
Rebalancing in the Age of Disequilibrium
Rebalancing in the Age of DisequilibriumRebalancing in the Age of Disequilibrium
Rebalancing in the Age of DisequilibriumWeber Shandwick
 
2021 Global Marketing Trends
2021 Global Marketing Trends2021 Global Marketing Trends
2021 Global Marketing TrendsShareDocView.com
 
2013 q4 McKinsey quarterly - Strategy to beat the odds
2013 q4 McKinsey quarterly - Strategy to beat the odds2013 q4 McKinsey quarterly - Strategy to beat the odds
2013 q4 McKinsey quarterly - Strategy to beat the oddsAhmed Al Bilal
 
160211_Radical-Innovation-And-Growth_publication
160211_Radical-Innovation-And-Growth_publication160211_Radical-Innovation-And-Growth_publication
160211_Radical-Innovation-And-Growth_publicationCamilla Rygaard-Hjalsted
 
Startup Engagement : Best Practices for Large Organizations
Startup Engagement : Best Practices for Large OrganizationsStartup Engagement : Best Practices for Large Organizations
Startup Engagement : Best Practices for Large OrganizationsMohsen Mokhtari
 
Reinventing the rules of engagement
Reinventing the rules of engagementReinventing the rules of engagement
Reinventing the rules of engagementIBM Software India
 

Similar to Striking Balance With Whole-Brain Leadership (20)

Change is coming
Change is comingChange is coming
Change is coming
 
Next gen survey 2017
Next gen survey 2017 Next gen survey 2017
Next gen survey 2017
 
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
 
Unleashing the power_of_innovation
Unleashing the power_of_innovationUnleashing the power_of_innovation
Unleashing the power_of_innovation
 
Unleashing the power of Innovation
Unleashing the power of InnovationUnleashing the power of Innovation
Unleashing the power of Innovation
 
Incumbents - Strike Back
Incumbents - Strike BackIncumbents - Strike Back
Incumbents - Strike Back
 
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
 
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture St...
 
Ninebestpracticetalentmanagement wp ddi
Ninebestpracticetalentmanagement wp ddiNinebestpracticetalentmanagement wp ddi
Ninebestpracticetalentmanagement wp ddi
 
NINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENT
NINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENTNINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENT
NINE BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENT
 
2014 state of global strategy and leadership survey report updated
2014 state of global strategy and leadership survey report updated2014 state of global strategy and leadership survey report updated
2014 state of global strategy and leadership survey report updated
 
Rebalancing in the Age of Disequilibrium
Rebalancing in the Age of DisequilibriumRebalancing in the Age of Disequilibrium
Rebalancing in the Age of Disequilibrium
 
Leader_or_Laggard_
Leader_or_Laggard_Leader_or_Laggard_
Leader_or_Laggard_
 
2021 Global Marketing Trends
2021 Global Marketing Trends2021 Global Marketing Trends
2021 Global Marketing Trends
 
What tomorrow’s executive should know
What tomorrow’s executive should knowWhat tomorrow’s executive should know
What tomorrow’s executive should know
 
2013 q4 McKinsey quarterly - Strategy to beat the odds
2013 q4 McKinsey quarterly - Strategy to beat the odds2013 q4 McKinsey quarterly - Strategy to beat the odds
2013 q4 McKinsey quarterly - Strategy to beat the odds
 
SME Ambition REPORT
SME Ambition REPORTSME Ambition REPORT
SME Ambition REPORT
 
160211_Radical-Innovation-And-Growth_publication
160211_Radical-Innovation-And-Growth_publication160211_Radical-Innovation-And-Growth_publication
160211_Radical-Innovation-And-Growth_publication
 
Startup Engagement : Best Practices for Large Organizations
Startup Engagement : Best Practices for Large OrganizationsStartup Engagement : Best Practices for Large Organizations
Startup Engagement : Best Practices for Large Organizations
 
Reinventing the rules of engagement
Reinventing the rules of engagementReinventing the rules of engagement
Reinventing the rules of engagement
 

More from Accenture Insurance

Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...Accenture Insurance
 
Technology Vision for Insurance 2020
Technology Vision for Insurance 2020Technology Vision for Insurance 2020
Technology Vision for Insurance 2020Accenture Insurance
 
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...Accenture Insurance
 
Workforce 2025 Infographic - Capital Markets Skills and Roles of the Future
Workforce 2025 Infographic - Capital Markets Skills and Roles of the FutureWorkforce 2025 Infographic - Capital Markets Skills and Roles of the Future
Workforce 2025 Infographic - Capital Markets Skills and Roles of the FutureAccenture Insurance
 
Workforce 2025 Infographic - Banking Skills and Roles of the Future
Workforce 2025 Infographic - Banking Skills and Roles of the FutureWorkforce 2025 Infographic - Banking Skills and Roles of the Future
Workforce 2025 Infographic - Banking Skills and Roles of the FutureAccenture Insurance
 
Workforce 2025 Infographic - Insurance Skills and Roles of the Future
Workforce 2025 Infographic - Insurance Skills and Roles of the FutureWorkforce 2025 Infographic - Insurance Skills and Roles of the Future
Workforce 2025 Infographic - Insurance Skills and Roles of the FutureAccenture Insurance
 
Workforce 2025 - Financial Services Skills & Roles Of The Future
Workforce 2025 - Financial Services Skills & Roles Of The FutureWorkforce 2025 - Financial Services Skills & Roles Of The Future
Workforce 2025 - Financial Services Skills & Roles Of The FutureAccenture Insurance
 
Three Preconditions To Pivoting Wisely
Three Preconditions To Pivoting WiselyThree Preconditions To Pivoting Wisely
Three Preconditions To Pivoting WiselyAccenture Insurance
 
Accelerating Growth With Applied Customer Engagement
Accelerating Growth With Applied Customer EngagementAccelerating Growth With Applied Customer Engagement
Accelerating Growth With Applied Customer EngagementAccenture Insurance
 
Breathe New Life into Life Insurance
Breathe New Life into Life InsuranceBreathe New Life into Life Insurance
Breathe New Life into Life InsuranceAccenture Insurance
 
Way Beyond Marketing - The Rise of the Hyper-Relevant CMO
Way Beyond Marketing - The Rise of the Hyper-Relevant CMOWay Beyond Marketing - The Rise of the Hyper-Relevant CMO
Way Beyond Marketing - The Rise of the Hyper-Relevant CMOAccenture Insurance
 
The Next Step For Aritificial Intelligence in Financial Services
The Next Step For Aritificial Intelligence in Financial ServicesThe Next Step For Aritificial Intelligence in Financial Services
The Next Step For Aritificial Intelligence in Financial ServicesAccenture Insurance
 
Becoming a Data-Driven Enterprise
Becoming a Data-Driven EnterpriseBecoming a Data-Driven Enterprise
Becoming a Data-Driven EnterpriseAccenture Insurance
 
Fearless - How safety and trust can help financial services thrive
Fearless - How safety and trust can help financial services thriveFearless - How safety and trust can help financial services thrive
Fearless - How safety and trust can help financial services thriveAccenture Insurance
 
Redefining Financial Services Marketing
Redefining Financial Services MarketingRedefining Financial Services Marketing
Redefining Financial Services MarketingAccenture Insurance
 
Take Insurance To New Heights - Accenture Cloud Readiness Survey in Insurance
Take Insurance To New Heights - Accenture Cloud Readiness Survey in InsuranceTake Insurance To New Heights - Accenture Cloud Readiness Survey in Insurance
Take Insurance To New Heights - Accenture Cloud Readiness Survey in InsuranceAccenture Insurance
 
Efma-Accenture Innovation in Insurance Awards 2019
Efma-Accenture Innovation in Insurance Awards 2019Efma-Accenture Innovation in Insurance Awards 2019
Efma-Accenture Innovation in Insurance Awards 2019Accenture Insurance
 
Getting to Equal 2019: Creating a culture that drives innovation
Getting to Equal 2019: Creating a culture that drives innovationGetting to Equal 2019: Creating a culture that drives innovation
Getting to Equal 2019: Creating a culture that drives innovationAccenture Insurance
 

More from Accenture Insurance (20)

Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
 
Technology Vision for Insurance 2020
Technology Vision for Insurance 2020Technology Vision for Insurance 2020
Technology Vision for Insurance 2020
 
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
Open Insurance - Unlocking Ecosystem Opportunities For Tomorrow’s Insurance I...
 
Workforce 2025 Infographic - Capital Markets Skills and Roles of the Future
Workforce 2025 Infographic - Capital Markets Skills and Roles of the FutureWorkforce 2025 Infographic - Capital Markets Skills and Roles of the Future
Workforce 2025 Infographic - Capital Markets Skills and Roles of the Future
 
Workforce 2025 Infographic - Banking Skills and Roles of the Future
Workforce 2025 Infographic - Banking Skills and Roles of the FutureWorkforce 2025 Infographic - Banking Skills and Roles of the Future
Workforce 2025 Infographic - Banking Skills and Roles of the Future
 
Workforce 2025 Infographic - Insurance Skills and Roles of the Future
Workforce 2025 Infographic - Insurance Skills and Roles of the FutureWorkforce 2025 Infographic - Insurance Skills and Roles of the Future
Workforce 2025 Infographic - Insurance Skills and Roles of the Future
 
Workforce 2025 - Financial Services Skills & Roles Of The Future
Workforce 2025 - Financial Services Skills & Roles Of The FutureWorkforce 2025 - Financial Services Skills & Roles Of The Future
Workforce 2025 - Financial Services Skills & Roles Of The Future
 
Make your Wise Pivot to the New
Make your Wise Pivot to the NewMake your Wise Pivot to the New
Make your Wise Pivot to the New
 
Three Preconditions To Pivoting Wisely
Three Preconditions To Pivoting WiselyThree Preconditions To Pivoting Wisely
Three Preconditions To Pivoting Wisely
 
Accelerating Growth With Applied Customer Engagement
Accelerating Growth With Applied Customer EngagementAccelerating Growth With Applied Customer Engagement
Accelerating Growth With Applied Customer Engagement
 
Breathe New Life into Life Insurance
Breathe New Life into Life InsuranceBreathe New Life into Life Insurance
Breathe New Life into Life Insurance
 
Experience the Power of More
Experience the Power of MoreExperience the Power of More
Experience the Power of More
 
Way Beyond Marketing - The Rise of the Hyper-Relevant CMO
Way Beyond Marketing - The Rise of the Hyper-Relevant CMOWay Beyond Marketing - The Rise of the Hyper-Relevant CMO
Way Beyond Marketing - The Rise of the Hyper-Relevant CMO
 
The Next Step For Aritificial Intelligence in Financial Services
The Next Step For Aritificial Intelligence in Financial ServicesThe Next Step For Aritificial Intelligence in Financial Services
The Next Step For Aritificial Intelligence in Financial Services
 
Becoming a Data-Driven Enterprise
Becoming a Data-Driven EnterpriseBecoming a Data-Driven Enterprise
Becoming a Data-Driven Enterprise
 
Fearless - How safety and trust can help financial services thrive
Fearless - How safety and trust can help financial services thriveFearless - How safety and trust can help financial services thrive
Fearless - How safety and trust can help financial services thrive
 
Redefining Financial Services Marketing
Redefining Financial Services MarketingRedefining Financial Services Marketing
Redefining Financial Services Marketing
 
Take Insurance To New Heights - Accenture Cloud Readiness Survey in Insurance
Take Insurance To New Heights - Accenture Cloud Readiness Survey in InsuranceTake Insurance To New Heights - Accenture Cloud Readiness Survey in Insurance
Take Insurance To New Heights - Accenture Cloud Readiness Survey in Insurance
 
Efma-Accenture Innovation in Insurance Awards 2019
Efma-Accenture Innovation in Insurance Awards 2019Efma-Accenture Innovation in Insurance Awards 2019
Efma-Accenture Innovation in Insurance Awards 2019
 
Getting to Equal 2019: Creating a culture that drives innovation
Getting to Equal 2019: Creating a culture that drives innovationGetting to Equal 2019: Creating a culture that drives innovation
Getting to Equal 2019: Creating a culture that drives innovation
 

Recently uploaded

Kraft Heinz Presentation at the 2024 CAGNY.pdf
Kraft Heinz Presentation at the 2024 CAGNY.pdfKraft Heinz Presentation at the 2024 CAGNY.pdf
Kraft Heinz Presentation at the 2024 CAGNY.pdfNeil Kimberley
 
The value chain is a concept that describes the full range of activities and ...
The value chain is a concept that describes the full range of activities and ...The value chain is a concept that describes the full range of activities and ...
The value chain is a concept that describes the full range of activities and ...Hamed Mehrzadegan
 
Dive into Machine Learning Event--MUGDSC
Dive into Machine Learning Event--MUGDSCDive into Machine Learning Event--MUGDSC
Dive into Machine Learning Event--MUGDSCRakshaAgrawal21
 
Cracking the Leadership Shadow Code.pptx
Cracking the Leadership Shadow Code.pptxCracking the Leadership Shadow Code.pptx
Cracking the Leadership Shadow Code.pptxWorkforce Group
 
Ch 11 Haunted Castle on Hallows Eve.pptx
Ch 11 Haunted Castle on Hallows Eve.pptxCh 11 Haunted Castle on Hallows Eve.pptx
Ch 11 Haunted Castle on Hallows Eve.pptxdeveloperarafat360
 
Executive Summary - Example by Loopio.docx
Executive Summary - Example by Loopio.docxExecutive Summary - Example by Loopio.docx
Executive Summary - Example by Loopio.docxKatieFlood9
 
NewBase 26 January 2024 Energy News issue - 1702 by Khaled Al Awadi_compres...
NewBase  26 January 2024  Energy News issue - 1702 by Khaled Al Awadi_compres...NewBase  26 January 2024  Energy News issue - 1702 by Khaled Al Awadi_compres...
NewBase 26 January 2024 Energy News issue - 1702 by Khaled Al Awadi_compres...Khaled Al Awadi
 
FICCI Monthly Bulletin February 2024.pdf
FICCI  Monthly Bulletin February 2024.pdfFICCI  Monthly Bulletin February 2024.pdf
FICCI Monthly Bulletin February 2024.pdfsubarnamostafa1
 
Session 1 Intro & InoVet it - JAX Bridges
Session 1 Intro & InoVet it - JAX BridgesSession 1 Intro & InoVet it - JAX Bridges
Session 1 Intro & InoVet it - JAX BridgesAnamaria Contreras
 
The Coca-Cola Company Presentation at CAGNY 2024.pdf
The Coca-Cola Company Presentation at  CAGNY 2024.pdfThe Coca-Cola Company Presentation at  CAGNY 2024.pdf
The Coca-Cola Company Presentation at CAGNY 2024.pdfNeil Kimberley
 
Pernod Ricard presentation at CAGNY 2024
Pernod Ricard presentation at CAGNY 2024Pernod Ricard presentation at CAGNY 2024
Pernod Ricard presentation at CAGNY 2024Neil Kimberley
 
Entrepreneurship Skills, Attitude & Behavior Development
Entrepreneurship Skills, Attitude & Behavior DevelopmentEntrepreneurship Skills, Attitude & Behavior Development
Entrepreneurship Skills, Attitude & Behavior DevelopmentVisionPublisher
 
SD-WAN_MoD.pptx for SD WAN networks connectivity
SD-WAN_MoD.pptx for SD WAN networks connectivitySD-WAN_MoD.pptx for SD WAN networks connectivity
SD-WAN_MoD.pptx for SD WAN networks connectivitybayusch
 
Hershey Presentation at 2024 CAGY Conference
Hershey Presentation at 2024 CAGY ConferenceHershey Presentation at 2024 CAGY Conference
Hershey Presentation at 2024 CAGY ConferenceNeil Kimberley
 
Let’s get moving! Setting some goals Optimizing your workflow
Let’s get moving! Setting some goals Optimizing your workflowLet’s get moving! Setting some goals Optimizing your workflow
Let’s get moving! Setting some goals Optimizing your workflowngothuyanct
 
EAPJ Vol VIII February 2024.pdf
EAPJ Vol VIII February 2024.pdfEAPJ Vol VIII February 2024.pdf
EAPJ Vol VIII February 2024.pdfDarryl_Carr
 
5 Common Writing Mistakes Infographic.pdf
5 Common Writing Mistakes Infographic.pdf5 Common Writing Mistakes Infographic.pdf
5 Common Writing Mistakes Infographic.pdfRemar Barquilla
 
Research Showcase 2024 final presentation slides
Research Showcase 2024 final presentation slidesResearch Showcase 2024 final presentation slides
Research Showcase 2024 final presentation slidesenterpriseresearchcentre
 
Grevault battery storage system manufacturer
Grevault battery storage system manufacturerGrevault battery storage system manufacturer
Grevault battery storage system manufacturerGrevault
 

Recently uploaded (20)

Kraft Heinz Presentation at the 2024 CAGNY.pdf
Kraft Heinz Presentation at the 2024 CAGNY.pdfKraft Heinz Presentation at the 2024 CAGNY.pdf
Kraft Heinz Presentation at the 2024 CAGNY.pdf
 
The value chain is a concept that describes the full range of activities and ...
The value chain is a concept that describes the full range of activities and ...The value chain is a concept that describes the full range of activities and ...
The value chain is a concept that describes the full range of activities and ...
 
Dive into Machine Learning Event--MUGDSC
Dive into Machine Learning Event--MUGDSCDive into Machine Learning Event--MUGDSC
Dive into Machine Learning Event--MUGDSC
 
Cracking the Leadership Shadow Code.pptx
Cracking the Leadership Shadow Code.pptxCracking the Leadership Shadow Code.pptx
Cracking the Leadership Shadow Code.pptx
 
Ch 11 Haunted Castle on Hallows Eve.pptx
Ch 11 Haunted Castle on Hallows Eve.pptxCh 11 Haunted Castle on Hallows Eve.pptx
Ch 11 Haunted Castle on Hallows Eve.pptx
 
Executive Summary - Example by Loopio.docx
Executive Summary - Example by Loopio.docxExecutive Summary - Example by Loopio.docx
Executive Summary - Example by Loopio.docx
 
NewBase 26 January 2024 Energy News issue - 1702 by Khaled Al Awadi_compres...
NewBase  26 January 2024  Energy News issue - 1702 by Khaled Al Awadi_compres...NewBase  26 January 2024  Energy News issue - 1702 by Khaled Al Awadi_compres...
NewBase 26 January 2024 Energy News issue - 1702 by Khaled Al Awadi_compres...
 
FICCI Monthly Bulletin February 2024.pdf
FICCI  Monthly Bulletin February 2024.pdfFICCI  Monthly Bulletin February 2024.pdf
FICCI Monthly Bulletin February 2024.pdf
 
Session 1 Intro & InoVet it - JAX Bridges
Session 1 Intro & InoVet it - JAX BridgesSession 1 Intro & InoVet it - JAX Bridges
Session 1 Intro & InoVet it - JAX Bridges
 
The Coca-Cola Company Presentation at CAGNY 2024.pdf
The Coca-Cola Company Presentation at  CAGNY 2024.pdfThe Coca-Cola Company Presentation at  CAGNY 2024.pdf
The Coca-Cola Company Presentation at CAGNY 2024.pdf
 
Pernod Ricard presentation at CAGNY 2024
Pernod Ricard presentation at CAGNY 2024Pernod Ricard presentation at CAGNY 2024
Pernod Ricard presentation at CAGNY 2024
 
Master Slideck Research Showcase 2024.pdf
Master Slideck Research Showcase 2024.pdfMaster Slideck Research Showcase 2024.pdf
Master Slideck Research Showcase 2024.pdf
 
Entrepreneurship Skills, Attitude & Behavior Development
Entrepreneurship Skills, Attitude & Behavior DevelopmentEntrepreneurship Skills, Attitude & Behavior Development
Entrepreneurship Skills, Attitude & Behavior Development
 
SD-WAN_MoD.pptx for SD WAN networks connectivity
SD-WAN_MoD.pptx for SD WAN networks connectivitySD-WAN_MoD.pptx for SD WAN networks connectivity
SD-WAN_MoD.pptx for SD WAN networks connectivity
 
Hershey Presentation at 2024 CAGY Conference
Hershey Presentation at 2024 CAGY ConferenceHershey Presentation at 2024 CAGY Conference
Hershey Presentation at 2024 CAGY Conference
 
Let’s get moving! Setting some goals Optimizing your workflow
Let’s get moving! Setting some goals Optimizing your workflowLet’s get moving! Setting some goals Optimizing your workflow
Let’s get moving! Setting some goals Optimizing your workflow
 
EAPJ Vol VIII February 2024.pdf
EAPJ Vol VIII February 2024.pdfEAPJ Vol VIII February 2024.pdf
EAPJ Vol VIII February 2024.pdf
 
5 Common Writing Mistakes Infographic.pdf
5 Common Writing Mistakes Infographic.pdf5 Common Writing Mistakes Infographic.pdf
5 Common Writing Mistakes Infographic.pdf
 
Research Showcase 2024 final presentation slides
Research Showcase 2024 final presentation slidesResearch Showcase 2024 final presentation slides
Research Showcase 2024 final presentation slides
 
Grevault battery storage system manufacturer
Grevault battery storage system manufacturerGrevault battery storage system manufacturer
Grevault battery storage system manufacturer
 

Striking Balance With Whole-Brain Leadership

  • 1. 1The New Rules of Engagement for the C-suite ACHIEVE COMPETITIVE AGILITY STRIKING BALANCE withWhole-Brain Leadership
  • 3. About the Authors Peter Lacy Senior Managing Director Accenture Strategy Peter leads the Accenture Strategy business in the UK and Ireland. He is a member of the Accenture Global Leadership Council and leads Accenture’s relationship with the World Economic Forum and its Digital Transformation of Industries program. Peter advises leaders of Fortune 500 companies and public organizations on issues related to strategy development, digital transformation, innovation and acquisitions. Peter is based in London. Alberto Zamora Managing Director Accenture Strategy Alberto leads the Accenture Strategy business in Spain, Portugal and Israel. He advises clients on the development and implementation of new business strategies and operating models, as well as digital, cost management and customer transformations. He has worked across a range of industries, including consumer goods, retail, infrastructure, transportation, utilities, and oil and gas. Alberto is based in Madrid. Katherine LaVelle Managing Director Accenture Strategy Katherine leads the Accenture Strategy Talent & Organization business in North America. She helps organizations develop and implement workforce transformation programs to improve employee performance and deliver bottom line results. She specializes in merger integration, operating model and organizational design, HR strategy, sales and service performance, and business-driven learning. Katherine is based in Washington, DC. 3The New Rules of Engagement for the C-suite
  • 4. Bringbalanceforsuccess This change is being driven primarily by the exponentially sinking cost of data and the simultaneously rising need for advanced analytics capability on one side. And on the other, a demand for more human-centered approaches required to tap into the full potential of employees and consumers. At an enterprise level. These two spheres— the scientific on one side and the humanistic on the other—are what conventional wisdom refers to as “left” (scientific) or “right” (creative) brain thinking. Although neuroscience deems those labels too facile, it’s safe to say that today’s business landscape demands nothing less than a whole-brain approach. Just as companies can no longer afford to excel on one parameter operationally—today’s market conditions make it “a must” that they focus on growth, profitability, sustainability and establishing trust with stakeholders— leadership can no longer remain unidimensional when it comes to the orientation of their skills. They need to be adroit at the “art” of people and the “science” of business. Or pay a price. In fact, our research with more than 200 C-suite executives and over 11,400 employees and consumers in China, France, Germany, Italy, Spain, UK, and the US found that leadership teams that actively acquire, deploy, demonstrate and embed diversified—whole-brain— thinking across the enterprise fare better financially than those that don’t. How much better? When it comes to revenue growth, 22%, and 34% when it comes to profitability growth, as measured by EBITDA1 . And we identified accelerators to achieve that new state. In our research, we focused not on the “why” or the “what” of disruption, but on the “how” leaders need to respond. We see these tensions playing out in the C-suite regardless of industry, market or demographic. At stake for leaders: retaining relevance and credibility as individuals and as teams. Our research set out to test a hypothesis: that there are personal and bottom-line benefits for leaders who proactively reskill and bring in outside talent to achieve the end goal of honing a well-rounded set of leadership skills. Today’soperating environmentismore complex.Thereisa compoundingeffect ofmarketconditions, politicalstressand regulatoryintervention thattakesthecomplexity toaconsiderablyhigher levelthanweoperated inlet’ssay10or20 yearsago. Board Member, Banking / UK 4The New Rules of Engagement for the C-suite
  • 5. One of the clear indicators that we are facing a profound moment in time: pressures are compounding and converging on the C-suite like never before. Emerging technologies. Shifting customer demands. New market entrants. While these pressures are not new, the C-suite reports that the complexity and intensity of disruptive forces are increasing. It is this combinatorial effect that is making this time in history so unique—and so very challenging. The disruptive impact of new technologies—the ever- present, evergreen issue—is increasing in impact and intensity according to 85% of the C-suite executives we spoke with. Nearly three-quarters report that the disruptive impact of constantly shifting customer demands and new market entrants has increased over the past three years. And adding to this constellation of pressures, our research reveals a further potentially destabilizing force that if embraced could be an accelerator and guide to the type of change being demanded of the C-suite: a “supergroup” of employees and customers. We call them “Pathfinders.” (Figure 1) 85% Say disruptive impact of new technologies has increased 72% Say disruptive impact of new market entrants has increased 74% Say disruptive impact of constantly shifting customer demands has increased 62% Say investors are among their most disruptive stakeholders 49% Say employees are among their most disruptive stakeholders Feelingthepressure TheviewfromtheC-suite: Iwouldsay,overall,the worldismovingand changingmorequickly thaninthepast,andthat isimpactingprettymuch allindustries.Iseethatas abigthing.We’re encounteringfaster changeeverywhere. Institutional Investor / USA 5The New Rules of Engagement for the C-suite
  • 6. “I value what benefits society.” EMPOWERED NOT EMPOWERED ME WE “I can challenge companies.” “I can’t challenge companies.” “I value what benefits me.” Agitators Pathfinders DisenfranchisedIndifferent Employees: 31% Customers: 31% Employees: 18% Customers: 21% Employees: 15% Customers: 19% Employees: 35% Customers: 30% Figure 1: The Pathfinders are a ”supergroup” of employees and customers that emerged from our research based on their motivations and perception of self- empowerment when dealing with the companies they work for and buy from. WhoarethePathfinders? 6The New Rules of Engagement for the C-suite
  • 7. Thesupergroupwithsuperpowers In our research, employees and customers broke out rather predictably in three quadrants that company leadership is familiar with and is adept at managing: “Agitators,” the “Disenfranchised,” and the “Indifferent.” And then there are the Pathfinders. The Pathfinder group emerged in that all-important upper-right-hand quadrant, a potential flash point framed by self- perceived empowerment and changes in motivators. Pathfinders are remarkable both for their characteristics and influence (Figure 2). For starters, their composition flies in the face of tropes about the new workforce and new-age consumers. Because they’re not all Gen Zers or Millennials. In fact, around half are 40 and older, placing them squarely among Generation X and Baby Boomers. They’re balanced in other ways, too: 52% are women and 48% men. They are 50/50 customers and employees. They are significant in numbers, comprising a third of the total group of 11,000+ customers and employees we surveyed. They are defined by a mindset rather than simple demographics. They are future leaders and high performers. This group is expecting—and demanding— a very different leadership style at the individual leader and enterprise level. Ready to partner and help write the blueprint of the future—or ready to walk. This challenging group could be an onramp to the necessary change curve. Leaders who ignore this supergroup will do so at their own peril. New technologies have given them a disproportionate voice that is difficult to ignore. Seventy-nine percent of Pathfinders say social media has increased the power of their voice in the companies where they work. And 71% say social media has increased their ability to influence the behavior of companies they buy from. The transparency that new technologies enable has given them more choice. Eighty-seven percent of Pathfinders say it’s easier to find out about an organization—and the individuals they work for or would consider working for. Seventy-three percent say they have more options in the companies from which they purchase. The C-suite is not oblivious to the potential of this supergroup. Nearly three-quarters of Pathfinders believe they have the potential to destroy company value in the long term. The best way to fight fire is with fire. Taking the lead from the Pathfinders versus resisting or trying to out- maneuver them could provide leadership with the type of fire break they need to position themselves and their companies for success. And to make important new allies in the process. 7The New Rules of Engagement for the C-suite
  • 8. Not generation specific 48% <40 52% >40 Both customer & employee 49% Customer 51% Employee 52% Female 48% Male Not gender specificTheircomposition defiesconventional wisdom Agroupyoucannot affordtoignore Haveclearand differentexpectations ofleadership >2x …as employees more likely to be on the fast track to leadership and possess critical skills 84% …as consumers more likely to be in the top 10% of household incomes 57% …as employees more likely to place a particular emphasis on working for companies who have a clear purpose they can relate to 67% …as consumers more likely to place a particular emphasis on buying from companies who contribute to society Thesupergroup:NewbestfriendofasavvyC-suite Figure 2: Pathfinders are defined by a mindset—not traditional categories or demographics. This influential group poses both a challenge and opportunity for the C-suite. 8The New Rules of Engagement for the C-suite
  • 9. After all, Pathfinders possess significant power and influence. They are 84% more likely to be in the top 10% of household incomes, with massive spending power as consumers. And are 67% more likely to buy from companies who contribute to society. As employees, Pathfinders are twice as likely to be on the fast track to leadership and have the critical skills that enable them to choose the companies they work for. They are 57% more likely to work for companies that have a clear purpose they can relate to. And Pathfinders expect different things from leadership. They have a clear view of what they think are important skills and behaviors for C-suite leaders to possess. And they expect a well-balanced set of skills across both the right and left brain—a whole-brain engagement and management style. That style balances traditional, left- directed skills that draw on data and analytics with non- traditional, right-directed skills that focus on human- centered capabilities such as empathy, self-awareness and intuition, as shown in Figure 3. Aside from the generally accepted skillsets that we feel are required for the kind of senior positions that we have, the next thing that is high on the list is cognitive diversity. All the evidence says if you can get a better level of cognitive diversity you get a better outcome. You get better profitability. You get a better perspective on each problem that you are trying to solve. Board Member, Banking / UK When faced with a storm, a tree that doesn’t bend becomes wood.” anonymous Our greatest strengths can often become our greatest weaknesses. The backstory of the majority of today’s C-suite leaders isn’t exactly a surprise: business school. Science. Tech. A whopping 89% hold left- directed degrees. It’s a skill set that worked well in a world that was more linear than not. Driven by well- studied market forces. They mastered the science of management. Critical reasoning, effective decision- making and a results orientation are lauded characteristics of most of today’s leaders and will remain valuable skills and capabilities. But not in and of themselves. Welcome to the “and” paradigm. Pathfindershavegreatexpectations “ 9The New Rules of Engagement for the C-suite
  • 10. Ability to influence, coach and empower others Creative thinking and experimentation Ability to synthesize diverse thinking and viewpoints Creating an inclusive team environment Being vigilant to the external environment Empathy and self- awareness Willingness to embrace and enact change IntuitionAbility to lead others Data analysis and interpretation Critical reasoning Results orientation Understanding of new tech & having the right tech skills to advise teams Having a clear vision and strategy for the team Making tough decisions effectivelyFigure 3: As employees, Pathfinders indicate that whole-brain skills and behaviors are important for C-suite leaders to have. Pathfinder“musthaves”forC-suiteleaders 10The New Rules of Engagement for the C-suite
  • 11. Goleftandright There is a compounding effect to these factors and new realities that the C-suite faces, impacting them at the macro-economic level, the company level, and at a deeply personal level. The C-suite is aware of the changing dynamics and is unsettled by them. Leaders need a new set of skills to complement the left-brain with the power of the right. They are aware of this need for whole-brain thinking. Now what? As our research shows, the C-suite values a whole-brain skill set, but to a lesser degree than the employees within the Pathfinder group as shown in Figure 4. Sixty-five percent of the C-suite report that a right-brain skill is their weakest. This includes things like intuition, empathy and self-awareness, and vigilance to the external environment. They also report an underlying weakness in a critical left-brain skill—their understanding of new technology and having the technology skills needed to advise their teams. Often, the greatest barrier to a paradigm shift is paradigm paralysis: an inability or refusal to see beyond the current models of thinking. If the Pathfinders are the harbingers of change, then C-suites looking to be part of the future and lead themselves and their companies into a new era of growth will embrace what Pathfinders foreshadow. The C-suite will move to rapidly acquire whole-brain leaders and change the DNA from top to bottom. There is evidence that a conscious shift is underway. Experience does not have the same value today because the world is developing exponentially,” according to a C-suite executive in Germany we spoke with. Similarly, a C-suite executive in Spain noted that, ”People have the superpower to change things,” requiring business to be run in a much more transparent way. 89%oftheC-suite haveformal trainingin left-directed degrees 11The New Rules of Engagement for the C-suite
  • 12. Ability to influence, coach and empower others Creative thinking and experimentation Ability to synthesize diverse thinking and viewpoints Creating an inclusive team environment Being vigilant to the external environment Empathy and self- awareness Willingness to embrace and enact change Intuition Ability to lead others Data analysis and interpretation Critical reasoning Results orientation Understanding of new tech & having the right tech skills to advise teams Having a clear vision and strategy for the team Making tough decisions effectively Importance of key skills required of C-Suite leaders by: Ability to influence, coach and empower others Creative thinking and experimentation Ability to synthesize diverse thinking and viewpoints Creating an inclusive team environment Being vigilant to the external environment Empathy and self- awareness Willingness to embrace and enact change IntuitionAbility to lead others Data analysis and interpretation Critical reasoning Results orientation Understanding of new tech & having the right tech skills to advise teams Having a clear vision and strategy for the team Making tough decisions effectively Pathfinders C-suite Importance of key skills required of C-suite leaders by: The gap between Pathfinders’ expectations of leadership and those leaders’ own views of the importance of critical whole-brain skills. Figure 4: Whole-brainskills:Thegreatdivide 12The New Rules of Engagement for the C-suite
  • 13. According to our research, only eight percent of C-suite members report bringing a whole-brain approach to bear today. However, a whopping 82% intend to use a whole-brain approach tomorrow. And it’s worth the effort. The C-suite leaders we spoke with who report using a whole-brain approach to leadership today are already seeing a positive bottom-line impact. When comparing the financials of companies that use a balanced, whole-brain approach today to those who don’t, we saw a correlation with stronger financials on average over a three-year period (See sidebar: “Don’t believe us, believe the numbers.”). Twenty-two percent higher revenue growth. Thirty-four percent higher profitability (EBITDA) growth. Respondents were asked 15 questions to test whether they use a whole-brain approach to running their company. Based on their responses, they were given an indexed score. Respondents were separately asked to report their 3-year revenue and EBITDA growth. The data shows the self- reported growth rates for those that score in the top quartile of the whole-brain index vs. the rest. Don’tbelieveus,believethenumbers Use a whole-brain approach today... Intend to use a whole-brain approach in the next 3 years avg 3-yr Profit (EBITDA) growth +34% avg3-yr Revenuegrowth +22% and report stronger average growth & profitability 8% 82% 13The New Rules of Engagement for the C-suite
  • 14. In a linear world CEOs could project their experience into the future. Today, experience does not have that same value because the world is developing exponentially. You have to listen much more to other people and have a feeling about where things are developing instead of extrapolating the future from previous experience. C-suite Member, Consumer Goods / Germany 14The New Rules of Engagement for the C-suite 14
  • 15. MAKE THEPLAN WORKTHEPLAN The debate is over. The path forward is clear. And the impact for C-suite leaders is both personal and collective. Whole-brain leadership isn’t something that can be paid lip service to. It must be as rigorously pursued and acquired as left-brain analytics are. And the Pathfinders will be right there to keep leadership honest or let them know if they fall behind in “walking the talk”. 15The New Rules of Engagement for the C-suite
  • 16. 1.Changethemix The C-suite recognizes that changes need to be made within their ranks. Nine in 10 are beginning to take steps to address skills gaps and are using organic and inorganic ways to tackle the problem. Fifty-five percent are reskilling members of their C-suites. Nearly half (46 percent) are bringing in talent from outside their company. German communications company Deutsche Telekom launched a training program for its executives worldwide to give them the leadership skills and methods required for the complexity and ambiguity of today’s operating environment. Called levelUP!, the year-long program focuses on the management of “ambidextrous company structures”—a set of approaches that expand the existing core business while creating space for innovation in parallel. Explaining the rationale for the new learning format, Chief Human Resources Officer Christian P. Illek said, “Managers today are facing truly unprecedented pressures to make changes. The pace of digitization is producing organizations that are more agile. As a result, leadership methods and behavior are being redefined. 2 ” The training program leverages a range of methods, including reverse mentoring and design-thinking workshops. re-skilling C-suite members Companiesarebeginning to take steps to address skills gaps bringing in new talent from outside 46% 55% 9 in 10 16The New Rules of Engagement for the C-suite 16
  • 17. Airbnb is reaping the rewards of harnessing their community of “employees” and “customers”. Co- founder and CEO, Brian Chesky, says that what “makes Airbnb so different is the fact that we’re a community... there are many home rental websites, there are not as many communities.”3 In that vein Airbnb has employed local mobilizers to organize home sharing clubs for hosts in cities around the world. Airbnb uses these as an opportunity to educate hosts about regulatory and political challenges, and to facilitate letter-writing campaigns, media interviews, public rallies, and meetings with politicians. When San Francisco proposed new restrictions on short-term rentals, the clubs led an initiative that engaged over 2,000 local businesses in the weeks leading up to the vote. This is in line with Chesky’s view that a company’s stakeholders include more than just investors, they include “employees, guests, hosts and communities” and envisions a board meeting scenario where executives report on results for all these stakeholders, not just for investors. 2.Relinquishsome traditionalleadership togaincurrency andrelevancy Harnessing the power of the Pathfinder group is essential. This group knows what it wants, and frankly, is going to get it one way or the other. Embrace them, allow them to lead in some new dimensions and gain an ally that will re-credentialize your leadership—which must be granted. And they will step into the harness. Why risk the facts: Pathfinders are five times more likely to take action in numbers against their employer and sixty-one percent have already taken disruptive action, voicing their disappointment as a customer. Leverage the fact that the Pathfinders are natural agents of change. They are two times more likely to be motivated to give their best for their employer. And as customers, are twice as likely to choose a more expensive brand because they prefer what it stands for. 17The New Rules of Engagement for the C-suite
  • 18. Financial software giant Intuit challenges everyone— even its lawyers and accountants—to consider how to incorporate design thinking principles into their jobs. Finance heeded the call and streamlined its purchasing process. HR re-imagined the entire application and interview cycle. To help drive the incorporation of these design thinking principles across the organization, the company installed a chief product and design officer who reports directly to the CEO, and launched a design for delight (D4D) program. D4D articulates Intuit’s approach to design thinking, based on deep customer empathy, idea generation and experimentation. The intent is to get employees to think less about pure software functionality and instead develop features that help customers make a more emotional connection with the company. The company’s previous CEO, Brad Smith, introduced an innovation process that was meant to create an impact on the consumer and weave emotion into the product.4 And its new CEO, Sasan Goodarzi, remains committed to the idea of technology working in concert with humans, marrying AI with human experts as part of its next generation of services.5 3.Drivechange deepandwide Getting this right is a balancing act and requires a very well-rounded set of skills across the right and left brain that are proactively and deliberately baked into the DNA of the organization. The C-suite must build these balanced skills in practice and use at both the organizational and individual level. And they need to be planting seeds for the future by building this required skill set into their recruiting strategy throughout the organization, creating a pool of candidates mid- and long-term to fill leadership and C-suite seats organically with whole-brain thinkers. It will take the combined spark and power of left- and right-brain thinking to break down business problems and to create new value. 18The New Rules of Engagement for the C-suite
  • 20. About the Research The research for this program was driven by multi-dimensional qualitative and quantitative approaches: • A telephone survey of 200 C-suite executives • A consumer survey of 5,700 consumers • An employee survey of 5,700 employees • A design thinking workshop with C-suite executives to reflect on changing stakeholder expectations and the impact of that change on the C-suite’s approach to leadership • Ethnographic research conducted from December 2018 to January 2019 in Germany, Spain, the UK and the USA with 120 employees and consumers to understand what motivated them to work and make purchases • Employee and consumer focus groups conducted between November 2018 and January 2019 to discuss their expectations of companies and their leadership • In-depth interviews with 25 C-suite executives, Board of Director members and institutional investors All surveys were conducted in France, Germany, Italy, Spain, the UK and the US between February and April 2019. The consumer and employee surveys were also conducted in China during the same timeframe. 20The New Rules of Engagement for the C-suite
  • 21. 1. This and all subsequent data and quotations in this report unless otherwise cited are from the Accenture Strategy Whole-Brain Leadership: New Rules of Engagement 2019 research study. 2. Digital leadership: Telekom raises the level for managers, Deutsche Telekom, March 28, 2017 3. Airbnb CEO at Code 2018, May 30, 2018 4. Leader spotlight: Brad Smith, Bold Business, November 2018 5. New CEO of Intuit says the rise of AI will be as big a challenge as the company’s shift to cloud computing, Business Insider, March 2019 References 21The New Rules of Engagement for the C-suite
  • 22. About Accenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 477,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com. About Accenture Strategy Accenture Strategy combines deep industry expertise, advanced analytics capabilities and human-led design methodologies that enable clients to act with speed and confidence. By identifying clear, actionable paths to accelerate competitive agility, Accenture Strategy helps leaders in the C-suite envision and execute strategies that drive growth in the face of digital transformation. For more information, follow @AccentureStrat or visit www.accenture.com/strategy. About Accenture Research Accenture Research shapes trends and creates data driven insights about the most pressing issues global organizations face. Combining the power of innovative research techniques with a deep understanding of our clients’ industries, our team of 300 researchers and analysts spans 20 countries and publishes hundreds of reports, articles and points of view every year. Our thought-provoking research—supported by proprietary data and partnerships with leading organizations, such as MIT and Harvard— guides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients. For more information, visit www.accenture.com/research. Copyright © 2019 Accenture. All rights reserved. Accenture and its logo are registered trademarks of Accenture. @AccentureStrat linkedin.com/company/accenture-strategy