Winds of change: The shifting face of leadership in business is an Audi report, written by The Economist Intelligence Unit. It delves into the attributes that business leaders need, the factors that influence them and how they can lead most effectively.
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...ux singapore
Digital Transformation has become a heart throbbing topic for every business, leader and employee. Many don’t know what it is but everyone still wants to be a part of it. Leaders know its importance yet they are struggling with how to drive digital transformation.
In her presentation Kanika would like to share about the state of digital transformation in Asia and a step by step guide on how to become a digital enterprise.
Top Insights from SaaStr by Leading Enterprise Software ExpertsOpenView
Market Research
SHARE
I had the pleasure of attending the SaaStr Annual 2016 Conference in San Francisco earlier this month and wanted to share some of the insights I gathered from that event with you here. The findings below are arranged by functional area with attribution. I tried to compress the content as much as possible, but there was A TON of great information at the conference so would highly recommend spending the time to read through.
The Truth about Tone from the Top by @EricPesikEric Pesik
Are your executives telling the truth when they say "ethics matter"? Senior executives are involved in 53% of bribery cases. And they know about 86% of corporate fraud cases. If management lies about ethics, what message does that send? What is the true "tone from the top"?
Social Listening in Practice: Social SellingBrandwatch
This paper, one of the Social Listening in Practice use case series, is going to show you how social selling will bring your business into the sights of the 81% of consumers who are undertaking pre-purchase research online right now.
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...ux singapore
Digital Transformation has become a heart throbbing topic for every business, leader and employee. Many don’t know what it is but everyone still wants to be a part of it. Leaders know its importance yet they are struggling with how to drive digital transformation.
In her presentation Kanika would like to share about the state of digital transformation in Asia and a step by step guide on how to become a digital enterprise.
Top Insights from SaaStr by Leading Enterprise Software ExpertsOpenView
Market Research
SHARE
I had the pleasure of attending the SaaStr Annual 2016 Conference in San Francisco earlier this month and wanted to share some of the insights I gathered from that event with you here. The findings below are arranged by functional area with attribution. I tried to compress the content as much as possible, but there was A TON of great information at the conference so would highly recommend spending the time to read through.
The Truth about Tone from the Top by @EricPesikEric Pesik
Are your executives telling the truth when they say "ethics matter"? Senior executives are involved in 53% of bribery cases. And they know about 86% of corporate fraud cases. If management lies about ethics, what message does that send? What is the true "tone from the top"?
Social Listening in Practice: Social SellingBrandwatch
This paper, one of the Social Listening in Practice use case series, is going to show you how social selling will bring your business into the sights of the 81% of consumers who are undertaking pre-purchase research online right now.
Are you looking to make the right decisions for your content marketing technology? The Content Marketing Institute has prepared 12 questions that will be valuable to ask any company as you navigate this process. Let us help! And at the end of the presentation, we've gotten you started with three technology guides on content curation, content collaboration and native advertising, now available for free download. Enjoy!
Additive manufacturing continues to expand and, as the technologies move beyond prototyping, managers struggle with how to apply AM within their businesses. Data from our 3D Opportunity course suggest where stakeholders want to see AM investments made, and how to assess the benefits these avenues of choice provide
Explore where stakeholders want to see additive manufacturing investments made: http://deloi.tt/1NhjNG1
Our research found that most people define their ideal experience in terms of relevance — getting the information they need quickly and ensuring that they are remembered between and during engagements with a brand. Yet despite customer experience being a top priority for the C-suite, few organizations have a coherent strategy that aligns customer experience against business strategy and then across departments.
Our research found that the key is to use relationships as the foundation for a next-generation customer experience strategy, with touchpoints and journeys remaining practical necessities. The strategy must prioritize experiences that create relevance in the relationship that in the end drives business results. To develop the strategy itself, start by understanding the maturity of your experience strategy formulation and execution capabilities.
From there, the strategy process has four components:
• Understand the next generation customer on a continuous basis.
• Create a vision and guiding principles that connect experience to relationships.
• Prioritize experience initiatives for relevance.
• Align the organization for execution.
To download the full report at no cost, visit http://bit.ly/altimeter-exp-strategy
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang, Esteb...OpenKnowledge srl
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang (Constellation Research), Esteban Kolsky (ThinkJar), Keynote Speakers @ Social Business Forum 2013
Marketing Basics Guide for Small BusinessInJust5.com
Free small business marketing basics guide. Extract from the How To Market My Small business Course: https://www.injust5.com/downloads/market-small-business-course/ Explanatory video for this resource at: https://www.injust5.com/2016/06/25/marketing-basics-small-business-free-handout/
A lot has changed since publishing my inaugural Design in Tech Tech report at SXSW last year. In this year's report, we dive deeper into analyzing some broader themes ranging from the record amounts of funding flowing into design-led startups to questioning how design will continue to evolve as a good business practice. Below are some takeaways from the report:
-Design isn’t just about beauty; it’s about market relevance and meaningful results.
-M&A activity continues in the design space, and it’s increased.
-Increasing the designers needed in the tech industry requires rethinking education.
-The adoption of design by public companies is only growing.
-Designers bring needed critical thinking/making in the economic case for inclusion.
-Work in the research labs from decades ago drives today’s startups. Be aware.
Originally presented as part of the FinanceConnect:13 Workshops on May 1, 2013, Andy Goldman and Mike Weir present a deep dive into Content Marketing and LinkedIn.
This slide deck provides an in-depth look at the digital services company HUGE and a consulting analysis of recommended strategic actions for the company's future.
Andrew Crisp, Co-Founder of CarringtonCrisp; Ira Amilhussin, Sr. Marketing Manager at LinkedIn; and Lorraine Hester, Market Research at LinkedIn present new research about the return on investment of higher education, what factors drive student satisfaction and successful career outcomes, and what Admissions and Career Services departments think of social marketing platforms' efficacy.
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
Research shows that marketers are finding new ways to use webinars to drive customer engagement at numerous phases of the buyer’s journey. Webinars present myriad opportunities for marketers to change and interact in experimental ways. You just have to think beyond the traditional uses and find new ways to use webinars to build and engage audiences to ultimately drive marketing success.
11 Trends in the Future of Retail According to Brian SolisBrian Solis
Brian Solis Keynotes Acosta Leadership Symposium 2015: The concept of future retail is constantly evolving. But what isn't evolving as quickly is the understanding and widespread experimentation to bring the future to life today by mainstream retailers. Leading digital analyst, futurist and author Brian Solis shares his most important trends for retailers to embrace now. And, the good news is that no matter the date on this video, his words are as true today as they were then. Video Here: https://youtu.be/62OogreQpZA
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
Data Insights for Higher Education - Valter SciarilloLinkedIn
Originally presented during EducationConnect 2014 on 10/28/14 in NYC, Valter Sciarillo, Sr. Insights Manager for LinkedIn, discusses how education marketers can leverage the power of LinkedIn data to understand their audience, build relationships, and drive applications.
The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.
For leading companies, implementing a global innovation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial measures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results. Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D location look very different today than they did less than a decade ago.
Are you looking to make the right decisions for your content marketing technology? The Content Marketing Institute has prepared 12 questions that will be valuable to ask any company as you navigate this process. Let us help! And at the end of the presentation, we've gotten you started with three technology guides on content curation, content collaboration and native advertising, now available for free download. Enjoy!
Additive manufacturing continues to expand and, as the technologies move beyond prototyping, managers struggle with how to apply AM within their businesses. Data from our 3D Opportunity course suggest where stakeholders want to see AM investments made, and how to assess the benefits these avenues of choice provide
Explore where stakeholders want to see additive manufacturing investments made: http://deloi.tt/1NhjNG1
Our research found that most people define their ideal experience in terms of relevance — getting the information they need quickly and ensuring that they are remembered between and during engagements with a brand. Yet despite customer experience being a top priority for the C-suite, few organizations have a coherent strategy that aligns customer experience against business strategy and then across departments.
Our research found that the key is to use relationships as the foundation for a next-generation customer experience strategy, with touchpoints and journeys remaining practical necessities. The strategy must prioritize experiences that create relevance in the relationship that in the end drives business results. To develop the strategy itself, start by understanding the maturity of your experience strategy formulation and execution capabilities.
From there, the strategy process has four components:
• Understand the next generation customer on a continuous basis.
• Create a vision and guiding principles that connect experience to relationships.
• Prioritize experience initiatives for relevance.
• Align the organization for execution.
To download the full report at no cost, visit http://bit.ly/altimeter-exp-strategy
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang, Esteb...OpenKnowledge srl
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang (Constellation Research), Esteban Kolsky (ThinkJar), Keynote Speakers @ Social Business Forum 2013
Marketing Basics Guide for Small BusinessInJust5.com
Free small business marketing basics guide. Extract from the How To Market My Small business Course: https://www.injust5.com/downloads/market-small-business-course/ Explanatory video for this resource at: https://www.injust5.com/2016/06/25/marketing-basics-small-business-free-handout/
A lot has changed since publishing my inaugural Design in Tech Tech report at SXSW last year. In this year's report, we dive deeper into analyzing some broader themes ranging from the record amounts of funding flowing into design-led startups to questioning how design will continue to evolve as a good business practice. Below are some takeaways from the report:
-Design isn’t just about beauty; it’s about market relevance and meaningful results.
-M&A activity continues in the design space, and it’s increased.
-Increasing the designers needed in the tech industry requires rethinking education.
-The adoption of design by public companies is only growing.
-Designers bring needed critical thinking/making in the economic case for inclusion.
-Work in the research labs from decades ago drives today’s startups. Be aware.
Originally presented as part of the FinanceConnect:13 Workshops on May 1, 2013, Andy Goldman and Mike Weir present a deep dive into Content Marketing and LinkedIn.
This slide deck provides an in-depth look at the digital services company HUGE and a consulting analysis of recommended strategic actions for the company's future.
Andrew Crisp, Co-Founder of CarringtonCrisp; Ira Amilhussin, Sr. Marketing Manager at LinkedIn; and Lorraine Hester, Market Research at LinkedIn present new research about the return on investment of higher education, what factors drive student satisfaction and successful career outcomes, and what Admissions and Career Services departments think of social marketing platforms' efficacy.
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
Research shows that marketers are finding new ways to use webinars to drive customer engagement at numerous phases of the buyer’s journey. Webinars present myriad opportunities for marketers to change and interact in experimental ways. You just have to think beyond the traditional uses and find new ways to use webinars to build and engage audiences to ultimately drive marketing success.
11 Trends in the Future of Retail According to Brian SolisBrian Solis
Brian Solis Keynotes Acosta Leadership Symposium 2015: The concept of future retail is constantly evolving. But what isn't evolving as quickly is the understanding and widespread experimentation to bring the future to life today by mainstream retailers. Leading digital analyst, futurist and author Brian Solis shares his most important trends for retailers to embrace now. And, the good news is that no matter the date on this video, his words are as true today as they were then. Video Here: https://youtu.be/62OogreQpZA
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
Data Insights for Higher Education - Valter SciarilloLinkedIn
Originally presented during EducationConnect 2014 on 10/28/14 in NYC, Valter Sciarillo, Sr. Insights Manager for LinkedIn, discusses how education marketers can leverage the power of LinkedIn data to understand their audience, build relationships, and drive applications.
The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.
For leading companies, implementing a global innovation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial measures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results. Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D location look very different today than they did less than a decade ago.
In this session, we are going to brand a SharePoint site from start to finish. We will use SharePoint Designer, HTML and custom CSS to design a site how not to look like SharePoint. We'll touch upon themes, page layouts as well as master page design. As well as learn how to upgrade a SharePoint 2007 design to SharePoint 2010.
This session is focused on designers well versed with HTML and CSS but might not have the SharePoint development experience. Within the session, we'll also look at usability, accessibility and best practices on branding SharePoint public facing sites.
Krysa - Speciál, Prosinec - vládne Krysa, Potřebuji nový začátek, Život musí plynout jako řeka, bydlení: Adventní interiér, Energie dní: týden od 5.12. 2016
Guide d'installation du système de boyau / flexible rétractable Rétraflex
https://www.homexity.com/retraflex-flexible-boyau-retractable-mural-c102x2542861
What are the materials that give structure and strength to Batman’s suit, and how durable are they? We've taken a deeper look to examine just how unbreakable this superhero really is in this infographic.
Read more: http://on.mash.to/1rg2jM0
Security within SharePoint has become top priority through the various events that have been seen in the news recently. SharePoint is as secure as you make it and is available as much or as little as you decide. Microsoft documentation clearly defines how to configure and secure your environment, yet there are still many environments that are available for the world to see. In this web session we will look at the core decision for any SharePoint solution, Authentication and Authorizing end users. We will discuss the vast array of options with pros and cons for each option.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
Write an essay in answer to two of the five questions below. Each .docxodiliagilby
Write an essay in answer to two of the five questions below. Each essay is worth twenty marks. Each essay should include references to the relevant theories, models, and concepts discussed in Units 1 to 3. Use examples to illustrate your points, and review the Writing Essays section in the Course Information before starting. Limit the length of each essay to between 1,000 and 1,200 words.
1. What are some key features of good business leadership as described in Unit 2?
2. Discuss the implications of mechanical and adaptive organizational assumptions.
8 SMT Magazine • October 2016
by Stephen Las Marias
I-CONNECT007
What Makes a Great Leader?
Leadership encompasses the ability of an
individual to lead or guide other individu-
als, teams, or entire organizations in the ac-
complishment of common goals. In many in-
dustries, great leadership is required now more
than ever as companies face a myriad of chal-
lenges such as globalization, uncertainties in
global markets, and increased demand for flex-
ibility. The electronics assembly industry is no
different. Amid the rapid change in technology
and innovation, leadership is required to drive
the organization ahead of its competition and
sustain its competitive advantages to overcome
new challenges brought about by market de-
mands.
But then, there are good leaders, and there
are great leaders. How do we differentiate one
from the other? According to author Jon Gor-
don, good leaders get people to believe in them,
while great leaders inspire people to believe in
themselves.
Apparently, it’s true. According to our sur-
vey on leadership—which is also our topic for
this month’s issue of SMT Magazine—the major-
ity or 70% of our respondents said the ability to
inspire others is the one of the most important
traits of a great leader today. This is followed by
empowerment of employees, clarity of vision,
and then integrity. Great leaders act in the best
interest of the team they are leading. And while
E DITOR’S NOTE
10 SMT Magazine • October 2016
having and following a plan is a basic need, the
ability to stay positive through challenges and
demonstrate high levels of integrity at all times
define great leadership.
When you inspire others and act in their
best interest, you can be sure that your com-
pany is on track for success. We asked our read-
ers the most important impact of great lead-
ership—and they said it’s happier employees
and higher employee retention. Basically, em-
ployees are said to be the prime movers in any
enterprise, so having long term, happy employ-
ees result in better margin and profitability for
the company, and improved efficiency of oper-
ations.
Another barometer to gauge great leader-
ship is whether employees feel empowered to
make decisions at their jobs. Majority of our re-
spondents say so (Always: 36%; Often: 33%). In
this industry, decisions at times have to made
immediately because delays can impact cus-
tomers, s ...
Executive Level Recruitment Insights In Marketing TheCandidateLtd
This area investigates key areas surrounding current Executive Level Recruitment Trends. These aspects include the number of Executive Level roles that exist in industries, traits and skills needed, what recruiters are looking for, and how the roles are being filled in an internal and external context.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
The current age of hyper transparency requires more public presence of corporate managers. In today’s business world, some of the most valued behaviours include taking part in events, being accessible to the media and available in social networks, sharing new insights and trends, playing a visible role in society or featuring on the corporate video channel.
This document includes detailed percentages about different aspects that show the interdependence between CEO reputation, company reputation, and market value and it’s based on the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era, carried out by Weber Shandwick, in partnership with KRC Research, who sought to quantify the value of CEO reputation and measure the importance of CEO engagement. They conducted a survey of more than 1 700 executives that worked in companies with revenues of $500 million or more and represented 19 countries around the world.
Besides, it explains what CEO’s attitudes are more valued, what activities CEOs should do and what are the core competences for a CEO to Gain a Good Reputation.
It also talks about the perceptions of the highest executive power depending on gender. However, apart from these small differences, the reputations of male and female CEOs contribute approximately the same levels to the market value of their firms.
It ends up with some suggestions to maximize CEO's public presence and benefit corporate reputation.
Document written by Corporate Excellence – Centre for Reputation Leadership, quoting the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era prepared by Weber Shandwick in collaboration with KRC Research in in 19 countries around the world from surveys of more than 1 700 executives of companies invoicing 500 million USD or more and released on March 2015.
This edition features a handful of Best Workplaces For Women in 2022 that are leading us into a better future
Read More: https://ciolook.com/best-workplaces-for-women-in-2022-december2022/
Decades of economic growth and development along with better governance and nutrition-specific programmes had lifted hundreds of millions of people in Asia out of poverty, as well as starvation and malnutrition. However, due to the uneven development, while a large segment of Asian's population had changed their eating habits to over-nutrition diets and worrying about lifestyle diseases like diabetes, cancer and heart diseases, there are still some countries and regions suffering from lack of nutrition. For example, childhood malnutrition and stunting is still prevalent in South Asia, one Indian survey found that 21% of children suffer wasting, and a further 7.5% of children suffer it severely.
For more details, please visit: https://eiuperspectives.economist.com/sustainability/fixing-asias-food-system/white-paper/food-thought-eating-better?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
The world’s top 100 asset owners (AOs) represent about US$19trn in assets under management. The largest, and potentially most influential, proportion is in Asia—more than a third of the total. Out of the top 20 largest funds, three out of the first five and nearly half of the total are in Asia.
For more insights, please visit: https://eiuperspectives.economist.com/sustainability/sustainable-and-actionable-study-asset-owner-priorities-esg-investing-asia?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Internet connectivity has proven to be one of the most profound enablers of social change and economic growth of our time. Beginning with fixed narrowband internet connections and moving through successive generations of increasingly pervasive and powerful networks, connectivity has come to underpin our working and personal lives, empowering businesses to operate more efficiently and with wider reach. In turn, connectivity has sparked and fuelled countless new industries, products and services that are coming to define our modern age. Connectivity has proven to be a vital ingredient for business success.
This report examines the burden of lung cancer in Latin America and how well countries in the region are addressing the challenge. Its particular focus is on 12 countries in Central and South America, chosen for various factors including size and level of economic development: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Panama, Paraguay, Peru and Uruguay.
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
It wasn’t long ago that a work meeting meant gathering around a table to discuss an agenda. These days you may be using Slack, Hangouts or other digital collaboration platforms that blend messaging with video and allow real-time editing of
documents. Even with these tools, communication at work can still break down, potentially endangering careers, creating stressful work environments and slowing growth.
A survey from The Economist Intelligence Unit and sponsored by Lucidchart reveals some of the perceived causes and effects of these communication breakdowns. The survey, conducted from November 2017 to January 2018, included 403 senior executives, managers and junior staff at US companies divided equally and from companies with annual revenue of less than
US$10m, between US$10m and US$1bn and more than US$1bn. The survey research provides insights about what employees see as the biggest barriers to workplace communication, the causes of the barriers and their impact on work life. Complete survey results are included at the end of
this report.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Education systems across the world are grappling with the challenge of preparing their students for the rapid changes they will experience during their lifetimes. To this end, schools have a critical role in equipping students with the requisite skills and
competencies that will be in demand, particularly as digital technologies such as artificial intelligence (AI) increasingly transform businesses and influence economies. In this report, The Economist Intelligence Unit (EIU) discusses the results of a study that explores how to best prepare primary and
secondary school (referred to in this report as “K-12”) students for the 21st century workplace (“the modern workplace”), where
a mix of hard and soft skills are crucial for success. The research, sponsored by Google for Education, draws on a survey of 1,200 educators in 16 countries.1 It looks at the
strategies most effective in developing 21st century skills and how technology can support such efforts.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Corporate and shareholder sentiment towards MA has rebounded since the dark days of 2008. Low borrowing costs have coaxed many new buyers, including acquisitive Chinese conglomerates, into the market. The prices of prized assets have risen accordingly. It remains a sellers market in technology-driven deals, particularly in the consumer-goods, financial services, and media and telecommunications sectors.
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Political risks and the search for yield are pushing some North American institutional investors toward more tactical decisions. Investors are focused on reallocating to equities and using alternative investments to mitigate risks.
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Winds of change: The shifting face of leadership in business
1. An Audi report, written by
The Economist Intelligence Unit
Winds of change:
The shifting face of
leadership in business
2. Foreword
Audi’s well known strapline “Vorsprung durch Technik” is roughly translated as ‘progress through technology’.
A commitment to the future and the adoption of a more progressive attitude is at the very heart of the Audi DNA.
Working with The Economist Intelligence Unit to look at current leadership philosophies and practices gave
us a valuable opportunity to see how things have changed and evolved in recent years and more importantly form
a picture for the future.
CEOs and business managers are an important audience for Audi and we need to stay connected and relevant.
The findings in this report show a clear change of direction in leadership attributes and make vital reading for
anybody in management.
I urge you to read on and I hope you find the information contained in this report as useful as we did.
Kristian Dean
National Communications Manager
Audi UK
| Winds of change: The shifting face of leadership in business
3. Executive summary
Organisations need good leadership if they are to thrive. But leaders are having to keep pace with a fluctuating
business environment, fuelled by globalisation, technological advances, and increased environmental and social
awareness among consumers.
This Audi report, written by The Economist Intelligence Unit, examines how the role of modern business leaders is
changing and what characteristics they need to ensure that their organisations flourish. Based on a global survey of
business executives and in-depth interviews with industry experts, it finds that in addition to many of their traditional
skills, business leaders need a number of new capabilities; it is no good relying on what worked in the past.
The key findings of this research are listed below.
• Business leaders must be able to create and articulate a strategic vision. An overwhelming majority
of survey respondents cite strategic vision as one of the top attributes for business leaders, followed
by interpersonal skills and passion. Chief executive officers (CEOs) need to understand the opportunities
and threats that their market presents so as to plan the way ahead, and they must be able to communicate
this plan to employees in a compelling way.
• Leaders cannot afford to stand still in today’s fast-moving market. More than nine out of ten executives
say that being adaptable and flexible is crucial for business leaders in today’s fast-moving market,
while creativity is expected to become increasingly important over the next five years, as is the ability
of leaders to learn from mistakes.
• Chief executives need to consider their organisations’ social and environmental impact worldwide.
Multiple external stakeholders exert significant influence on CEOs, including customers, regulators
and institutional investors, respondents say. Experts interviewed for this report highlight the need
for leaders to manage their organisations’ reputation under increased public scrutiny. Despite a loss
of privacy and potential criticism, the media presents an opportunity to address audiences and get
messages across.
• Education matters less for CEOs, but there is room for improvement in management training. Almost half
of respondents think that strong academic qualifications have decreased in importance over the past five
years, and that decline is expected to continue. Yet there is a potentially worrying lack of managerial
excellence, with only 27% of executives rating their CEO as exceptionally good. Respondents do not want
more leadership from above—indeed, more than two-thirds say that being hands-on is as crucial for leaders
as delegating.
| Winds of change: The shifting face of leadership in business
4. About the report
Winds of change: The shifting face of leadership in business is an Audi report, written by The Economist Intelligence
Unit. It delves into the attributes that business leaders need, the factors that influence them and how they can lead most
effectively.
To shed light on this topic, 601 business executives were surveyed in October 2014. Of these, 31% are from the Asia-
Pacific region, 30% from Europe, 28% from North America, and the remainder from the Middle East, Africa and Latin
America. Respondents hail from 18 sectors, with financial services, professional services, healthcare, manufacturing and
technology especially prominent in the sample. The respondents are relatively senior—half hold C-suite positions—and they
work in organisations of different sizes, with 47% working for companies with an annual turnover of US$500m or more.
To complement the survey findings, in-depth interviews with senior executives and industry experts were also conducted.
We would like to thank all survey respondents, as well as the following executives (listed alphabetically) for their time and
insights.
Introduction
From small business entrepreneurs to the CEOs of global corporations, business leaders have rarely been under more
pressure. They must manage relationships with various stakeholders (including investors, employees, customers), against
a background of media scrutiny and high-speed, global communications. Actions can be dissected, decisions questioned
and privacy invaded.
It is all too easy to become distracted—witness the recent boardroom problems of Tesco, which is being investigated by
the Serious Fraud Office for overstating its profits. For the CEO, the penalty of getting it wrong is not just being forced out
and losing income, there can also be public disgrace.
Nor is it just leaders’ professional lives that become the subject of comment. Tim Cook, Apple’s CEO, who recently
confirmed publicly that he is gay, said that the “skin of a rhinoceros” that he had developed “comes in handy when you’re
CEO of Apple”.
In the face of such challenges, it takes a particular type of person to want the role. So what characteristics does the
modern business leader need and how have they changed over the past decade? What advice do those in the job have to
offer?
• Tal Ben-Shahar, chief learning officer, Potentialife (UK and Israel)
• David Henderson, leadership development consultant (US)
• Matthias Kröner, CEO, Fidor Bank (Germany)
• Vinod Kumar, managing director and CEO, Tata Communications (India)
• Anne Lim O’Brien, vice-chairman, CEO and board practice, Heidrick & Struggles (US)
• Vin Murria, CEO, Advanced Computer Software (UK)
The report was written by Jane Bird and edited by Zoe Tabary of The Economist Intelligence Unit.
| Winds of change: The shifting face of leadership in business
5. I. The essential skills of business leaders
The success of an organisation depends on every employee understanding what he or she is trying to achieve, according to
experts interviewed for this report. To create this strategic vision is one of the key tasks for business leaders. Rather than
spelling out the precise steps that need to be taken for a particular vision to be achieved, it lets people understand what
they should be aiming for.
The CEO of Amazon, Jeff Bezos, spelled this out when founding the company in 1995: “Our vision is to be the world’s most
consumer-centric company, where customers can come to find anything they want to buy online.” Our survey finds that
strategic vision is by far seen as the most important attribute for business leaders, selected by 77% of respondents.
What do you think are the most important attributes in a business leader today? Select up to three.
Source: The Economist Intelligence Unit.
It is about understanding the market you are in and deciding where you want to take the business, says Vin Murria, CEO
of London-based Advanced Computer Software and partner at Elderstreet, a venture capital company. She looks for this
ability in a company leader when deciding whether to invest. Achieving strategic vision requires a combination of analytical
skills and gut feeling, adds Matthias Kröner, CEO of Germany-based Fidor Bank.
Leaders, however, also need to communicate a vision to inspire their teams. Survey respondents recognise this, with
interpersonal skills and passion rounding up the top three attributes. “You can have the most well-thought-out strategy
and a great financial plan”, says Vinod Kumar, managing director and CEO of Tata Communications, “but unless everyone
understands your purpose, direction, stakeholders and how best to serve them, it will fail. Once you get this alignment,
people step up to the challenge.”
In addition to being passionate, CEOs must be “humble, and good at learning and listening” says Tal Ben-Shahar, chief
learning officer at Potentialife, a leadership development consultancy. “Leaders are largely responsible for whether people
choose to work for an organisation.”
Survey respondents echo this view. Some 71% agree or strongly agree that for business leaders, personality plays an even
bigger role than for many other positions. Having said that, there is no “right” personality type for being a great leader,
comments Mr Ben-Shahar. “Some talented employees will be attracted to a patient and attentive leader, whereas others
with equal talent will want to work for someone who is no-nonsense and gets things done quickly.”
Strategic vision
Diligence
Strong academic degree
or qualification (e.g. MBA)
Other
Don’t know
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
“You can have
the most well-
thought-out
strategy and a
great financial
plan but unless
everyone
understands
your purpose,
direction,
stakeholders
and how best to
serve them, it
will fail.
”
Vinod Kumar,
managing director
and CEO, Tata
Communications
| Winds of change: The shifting face of leadership in business
Interpersonal skills
Passion
Leadership experience
Ability to accept failure/learn from mistakes
Technical expertise
(i.e. knowledge of the business)
An open and engaging manner
Creativity
High appetite for risk
6. Adaptability and creativity
Two and a half millennia have elapsed since Heraclitus, the Greek philosopher, said that the only constant is change. Yet
never has this been more true and relevant to the business world than it is today, believes Mr Ben-Shahar. “In the past,
change was gradual, glacial; today, it is fast and furious.”
Change in the form of technological advance has been the most influential factor in shaping business leaders’ profile in
the past five years, according to survey respondents. Next-generation CEOs need to be digital natives, which might require
reverse mentoring by younger people, explains Anne Lim O’Brien, vice-chairman of Heidrick Struggles, an executive
search firm. “In the past decade we have entered a world where many digitally savvy younger millennials move a lot faster
than the generation before them.”
Please indicate whether you agree or disagree with the following statement.
(where 1=strongly agree and 5=strongly disagree)
Source: The Economist Intelligence Unit.
Whatever their age, business leaders need to be creative, adaptable and innovative. This is reflected in the 92% of survey
respondents who think that being able to adapt quickly and be flexible in their work is crucial for business leaders today.
In the past, a particular set of skills could last you a lifetime, Mr Ben-Shahar says. “Today no leader or organisation can
remain stagnant and thrive.”
Creativity is second only to strategic vision in the survey when it comes to attributes that have become more important
in the past five years, cited by 57% of respondents. What leaders do need is a willingness to look for new customers,
says Chicago-based David Henderson, a leadership development consultant. “You cannot keep returning to the same
customers. We are programmed continually to try to confirm rather than disconfirm our prevailing thoughts.”
Moreover, business leaders must learn from their mistakes. This has become more important during the past five years,
say 42% of respondents. Failure is inevitable, says Mr Ben-Shahar: “The question is not if you will fail, but what you learn
from it and how you recover.”
Being able to adapt quickly and be
flexible in their work is crucial for
business leaders today
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
“Today no leader
or organisation
can remain
stagnant and
thrive.
”
Tal Ben-Shahar,
chief learning officer,
Potentialife
STRONGLY AGREE 1 STRONGLY DISAGREE 52 3 4
| Winds of change: The shifting face of leadership in business
7. Gender and leadership
Most respondents do not believe that gender affects a person’s suitability to be CEO. Women and men are roughly equally
represented at work from the post-university stage to middle management, says Mr Ben-Shahar, but the higher levels tend
to be less than 10% female. “While most legal barriers have gone, there are still some deep-rooted, often subconscious,
biases. While a male leader might be evaluated as focused and hardworking, a female leader with the same behaviours is
more likely to be seen as myopic or insensitive.”
Ms Murria says that she is seeing more female entrepreneurs, particularly in technology, but the main problem is that they
lack confidence. The answer to this is “faking it”, just as men do, she argues. “If you stand up and speak, providing you are
saying sensible things and not getting overwrought, people will listen.”
II. Managing multiple stakeholders
Business leaders agree that managing stakeholders–from investors, partners, employees and customers to society at
large–is one of their biggest challenges. Moreover, the pressures from these various groups are intensifying, says Mr
Kumar. “You have got to be able to put yourself in the shoes of different types of people and keep your ‘game face’ on while
moving seamlessly from a customer crisis to an investor meeting or a lunch with the regulator.” Having a good relationship
with stakeholders is essential because they influence each other, he adds.
Mr Kröner sees maintaining the confidence of investors, employees and customers as crucial. “Without shareholders I
would not have the money to run the company, without employees there would be nobody to do it, and of course we need
people to buy our products to survive. So you have to work hard to win the trust of all stakeholders.”
Leaders today should focus more on viewing society as a whole as their stakeholder, points out Mr Henderson. That they
are indeed doing so is evident in their increasing use of the phrase “service-oriented” when talking about their company, he
says. “Leaders need to be able to generate value for the owner of a business while managing the complexity of its impact
on society and anticipating how anybody might be affected by it.”
[Case Study]: Creating a legacy
Vin Murria, CEO, Advanced Computer Software
Vin Murria knows a thing or two about being the boss, she has done it three times. She served her apprenticeship with the
founder of Kewill Systems, a technology company that she joined at the age of 22, when it had a value of £2m (US$3m).
When she left 15 years later, as COO, its market capitalisation had soared to £1.2bn.
CEO jobs for women at that time were hard to find, so her next step, in September 2002, was to buy into a shell company
(a company without active business operations), whose market capitalisation at the time was £2m. Within five years she
had built it up to be worth £500m, at which point her co-investors, who owned 37% of the company, wanted their share of
the money.
Forced to sell, she was determined that at her third company, Advanced Computer Software (ACS), no single shareholder
could dictate when to exit, so she chose four institutional investors who were long-term players.
“I have often been told that I have an energy, enthusiasm and passion for business that people do not see elsewhere,” says
Ms Murria. “That is because I consider the business to be mine, so I do things that grow and enhance it and attract the
right people.”
It is about creating a legacy, adds Ms Murria, who only recently began drawing a salary at ACS, and has donated much of
her money over the years to educating children in India, where she is from. “The satisfaction is building something for the
long term, something you can look back on and say ‘I created that with my team’.”
CEOs who have been brought in from outside don’t necessarily think like founders, she believes. “They tend to operate
more like employees, rather than the job being a key part of their story. They might stay for a few years and then move on.”
Ms Murria identifies leadership, strategic vision and the ability to communicate as the most important skills for a CEO.
“You need to bring people together, understand where you want to go, and make it look sensible and exciting so that
people want to buy into it.”
“You have to
work hard
to win the
trust of all
stakeholders.
”
Matthias Kröner,
CEO, Fidor Bank
| Winds of change: The shifting face of leadership in business
8. Constant scrutiny
After technology, increased public exposure is cited as the most influential factor in shaping business leaders’ profile in the
past five years. Once you are appointed CEO of a large corporation, your life is no longer yours, says Ms O’Brien. “The best
candidates are those who really want to become CEOs, because their lives become public. The media is constantly looking
for storylines, how much you are paid, personal relationships—everything is disclosed.”
Which of the following factors, if any, would you say have been most influential in the past five years in shaping business
leaders’ profile in your country? Select up to two.
Source: The Economist Intelligence Unit.
Mr Ben-Shahar points out that constant public scrutiny of CEOs, particularly those working for public companies, can cause
them to take short-term decisions rather than do the right thing for the long term. “This is one reason why some make
terrible mistakes and others choose not to take the job,” he says.
However, digital media provides entrepreneurs with an opportunity to project their charisma to “all corners of the planet
at any time of day”, says Mr Kröner. “As in politics, if you cannot seize this opportunity you will lose lots of potential
momentum.”
Motivators
How far does financial reward compensate for the stress of being constantly exposed to public surveillance, or are leaders
driven by other factors? When asked about business leaders’ main motivations, respondents point to the ability to create
something new and innovative (selected by nearly half of respondents), followed by earning a high income (45%).
No amount of money makes up for how much the job of being a CEO can tire you out, says Mr Kumar. “To be successful,
leaders need to be driven by a desire to create something different, to leave a sustainable and positive legacy—not for the
sake of their ego, but for that of their stakeholders, industry or the environment.”
Ms Murria believes that entrepreneurs in particular should not be driven only by the desire to get rich quickly, because it
does not happen that way. You have to create something that you can be proud of, she adds. “It need not be the biggest,
best and brightest company in the world, it might be that you create some opportunities for people who would never
otherwise have got them. This will give you the drive and determination to get through the inevitable tough times.”
“To be
successful,
leaders need
to be driven
by a desire
to create
something
different,
to leave a
sustainable
and positive
legacy.
”
Vinod Kumar,
managing director
and CEO, Tata
Communications
Improved levels of educational attainment
Introduction of quotas for the number
of women on corporate boards
Increased freedom to pursue
a wide range of careers
Higher income levels
Other
Don’t know
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
| Winds of change: The shifting face of leadership in business
Technological advances (eg the explosion
of mobile devices and social media)
Increased public exposure
for business leaders
9. The diminished influence of education
Having a strong academic record seems less relevant than other factors when it comes to good business leadership.
Only 7% of respondents consider having an advanced degree (such as an MBA) to be an essential attribute. However,
more than two-thirds (67%) think that education systems should give greater support to future business leaders,
which may suggest the need for education systems to offer more practical information on the professional world
and better networking opportunities.
Mr Kumar sees education as being more important at an earlier stage, and less so as someone’s career progresses. “What
matters more is your experience in multiple functions and roles.” Mr Ben-Shahar agrees: “The best form of education for
leadership is a mix of reflection and action. If you want to get an MBA, work first.”
Mr Kumar joined one company three days after it went bankrupt. “Getting it refinanced was one of my greatest learning
experiences,” he says. “You learn much more than when you are working with an open cheque book. Such experiences
usually mean that people have been able to survive situations of discomfort and build reflexes that stand them in good
stead for the role of CEO.”
“The best form
of education
for leadership
is a mix of
reflection and
action. If you
want to get
an MBA, work
first.
”
Tal Ben-Shahar,
chief learning officer,
Potentialife
[Case Study]: Dare to fail
Matthias Kröner, CEO, Fidor Bank
Inspiring staff to take risks and dare to make mistakes is crucial to the CEO’s role, says Matthias Kröner, head of the first
bank in Germany to let customers buy currency online.
Mr Kröner wants to create an entrepreneurial spirit in the business, rather than have staff who find reasons not to do
things or are focused on the past. “It is no good just standing on the platform, because the train will not stop at your
station,” he says. “It will go through at high speed, so if you want to jump on it you better run.”
CEOs need to be open to criticism, Mr Kröner adds. “Turning against those who criticise you creates fear, and you do not
want people to be afraid of you.” Being respected by employees and shareholders is essential to managerial success and
to bringing them with you on the journey, he says. “You are the anchor point, but you have to be open to criticism because
nobody can claim that he or she holds the only truth.”
Mr Kröner also welcomes criticism from customers, especially on social media and the bank’s website. “The criticism may
not always be fair, but it opens up a dialogue and shows that we are transparent. By responding online I can personally
and publicly thank people for their comments, apologise, and explain how the problem has been resolved. So every public
complaint gives us the chance to show that we care.” Monitoring online comments also helps Mr Kröner create a strategic
vision by spotting opportunities and threats to the business.
| Winds of change: The shifting face of leadership in business
10. III. Leading effectively
An overwhelming majority of executives (94%) think that their company’s performance is related to managerial excellence.
Yet only 26% rate their CEO as exceptionally good. So how do they think leaders could improve?
How would you rate your organisation’s chief executive?
Source: The Economist Intelligence Unit.
Having a more hands-on role within the company attracts significant endorsement, with more than two-thirds (69%) of
respondents listing it as equally important as leading from above. Mr Ben-Shahar, however, sees a leader today as more of
a facilitator and enabler. “In the past, the CEO usually rose through the ranks, knew about all departments of the company
and was there to integrate what everyone else did. Now, knowledge is much more dispersed; it is no longer possible for
one person to know it all, or to know enough to keep the business running and thriving.”
These days, leaders are more dependent on others in the organisation to take on leadership roles. “It is about having the
right people around you and being more of an ‘integrator’ than a ‘knower’,” Mr Ben-Shahar says.
Mr Kumar shares his view. “CEOs can draw on those around them who may have better domain knowledge and functional
expertise,” he adds. “It is important to avoid surrounding yourself with people who think in exactly the same way as you.
You need balancing views to achieve an optimal outcome.”
In line with this approach, says Mr Kumar, the management structure at Tata Communications is not the typical hierarchy,
but more the shape of an “amoeba” (a cell that has the ability to alter its shape), so as to adapt to external opportunities
and threats and be flexible.
“It is no longer
possible for
one person
to know it all,
or to know
enough to keep
the business
running and
thriving.
”
Tal Ben-Shahar,
chief learning officer,
Potentialife
Exceptionally good
Adequate
Neither adequate nor inadequate
Inadequate
Exceptionally bad
Don’t know
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
| Winds of change: The shifting face of leadership in business