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.
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
Large organizations could be wasting a significant growth opportunity because of their inability to effectively collaborate with startups. These “David-Goliath” culture gaps between the two types of organizations are a major obstacle. But it is also important to recognize and address the hidden internal culture gaps between the hierarchical layers in a large organization.
But these two kinds of gaps don’t necessarily have to kill collaboration. When managed properly, organizations can bridge the divide, learn from each other and drive benefits well beyond the initial technological and market gains.
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.
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
Large organizations could be wasting a significant growth opportunity because of their inability to effectively collaborate with startups. These “David-Goliath” culture gaps between the two types of organizations are a major obstacle. But it is also important to recognize and address the hidden internal culture gaps between the hierarchical layers in a large organization.
But these two kinds of gaps don’t necessarily have to kill collaboration. When managed properly, organizations can bridge the divide, learn from each other and drive benefits well beyond the initial technological and market gains.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
The New Leadership Playbook for the Digital AgeCognizant
Executives around the world are out of touch with what it will take to win, and to lead, in the digital economy. Digitalization, upstart competitors, the need for breakneck speed and agility, and an increasingly diverse and demanding workforce require more from leaders than what most can offer.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
Women of Influence - White Paper on Solutions to Women’s AdvancementStephen Wills
In 2012, Thomson Reuters, the world’s leading source of
intelligent information for businesses and professionals,
established our Women’s Advisory Task Force. The Task
Force was given the overarching brief to ensure female
leadership development and the advancement of women
to senior positions in our company.
Visit - www.ProcurementCentral.com
The reluctance gap creates a barrier between every layer of functional leadership and collectively accounts for a substantial amount of 'missing' leadership capability. Addressing the gap allows leaders to be fully present and engaged and they can, in turn, build engaged teams
Insights Success brings to you, “The Most Admired Women Leaders in Business 2019.” These women are redefining the parameters of leadership through their immense passion for their work and the drive for excellence.
The Arthur Morgan Institute for Community Solutions promotes lifestyle changes in the areas of food, housing and transportation to address the twin challenges of Peak Oil and climate change.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
The New Leadership Playbook for the Digital AgeCognizant
Executives around the world are out of touch with what it will take to win, and to lead, in the digital economy. Digitalization, upstart competitors, the need for breakneck speed and agility, and an increasingly diverse and demanding workforce require more from leaders than what most can offer.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
Women of Influence - White Paper on Solutions to Women’s AdvancementStephen Wills
In 2012, Thomson Reuters, the world’s leading source of
intelligent information for businesses and professionals,
established our Women’s Advisory Task Force. The Task
Force was given the overarching brief to ensure female
leadership development and the advancement of women
to senior positions in our company.
Visit - www.ProcurementCentral.com
The reluctance gap creates a barrier between every layer of functional leadership and collectively accounts for a substantial amount of 'missing' leadership capability. Addressing the gap allows leaders to be fully present and engaged and they can, in turn, build engaged teams
Insights Success brings to you, “The Most Admired Women Leaders in Business 2019.” These women are redefining the parameters of leadership through their immense passion for their work and the drive for excellence.
The Arthur Morgan Institute for Community Solutions promotes lifestyle changes in the areas of food, housing and transportation to address the twin challenges of Peak Oil and climate change.
El treball a l'hort durant l'hivern, continuem tenint problemes amb els rosegadors, segurament els talpons. Decidim fer trampes per agafar-ne, però ells continuen treballant.
Finalment trobem la solució.
White paper 2018 - 2019 LEE HECHT HARRISON ( LHH ) Elevating women in leader...Michal Hatina
Organizations need to pull several levers at the individual, cultural and organizational levels to make meaningful change. Women need to believe that leadership is a possible career path for them and engage in deliberate ongoing planning. Leaders need to actively champion female talent and create opportunities for women to grow and advance. Organizations must continue to support women in their development, offer meaningful formal practices and hold leaders accountable for creating an inclusive environment. When these initiatives are implemented effectively, movement will occur.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
Die neue Studie “The Female CEO Reputation Premium? Differences & Similarities“ von Weber Shandwick und KRC Research untersucht, wie Führungskräfte weibliche und männliche CEOs wahrnehmen. Obwohl die Unternehmensreputation unabhängig vom Geschlecht des CEOs ist, finden sich dennoch Unterschiede in der Führungskompetenz männlicher und weiblicher CEOs. Weibliche Führungskräfte bleiben daher eher in Unternehmen mit weiblichen CEOs als mit männlichen…
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
The role of Leadership is becoming challenge and undergoing a transformation, this presentation is an attempt to create awareness to the prospective leaders
1. Prove it? You have to be kidding!
If companies really wanted it, there could be many more women in senior roles
By Shirley Knight and Gerry Purcell
The advancement of women has been a focus of corporations for over 25 years, yet the number of
women in top jobs is less now than in 2002. The absence of gender balance and other diversity at senior
levels in Canadian corporations is not a “women’s issue” but rather a competitive disadvantage that
should be a concern for all Canadians – whether they are aware of this imbalance or not.
Canadian companies must remain competitive in a constantly changing global marketplace – this is our
future. Our sustainability and growth will require companies to harness the energies of their entire
talent pool, including women and men of all stripes and this requires Leadership. Research shows that
the most successful companies are the most agile i.e. those able to create both positive value and
opportunity from what others call “uncertainty” or “surprises”. They do this by encouraging and
incorporating multiple and diverse points of view – not by relying on habitual thinking developed in
some other context. Management teams who welcome diversity of thought in times of change create
advantage for their companies. In business this means breaking out of the mold of homogeneous
leadership.
What has been going on all these years? – Why counting women, of course!
There has been a recent spate of articles about women in business – or more to the point, about women
not in the business of leading business. It is well documented that senior management roles and board
positions continue to go to men across all industries.
Although women comprise 48% of the workforce, they fall off the ladder very quickly. Specifically, only
36.5% of lower level managers are women; less than 18% are top executives; less than 14% on boards
and a mere 6% of North American CEOs. Board positions going to women have increased a rousing .2%
in the last three years. As Catalyst points out, at this rate of change in senior management and board
roles, we will have full parity by the end of this century. How nice for our great, great, great, great
granddaughters!
On the one hand, the data clearly proves that, notwithstanding claims to the contrary, women have not
progressed in the last while. So there is no need to waste our time on circular and useless arguments
about “even playing fields” and “equal opportunities for women”. On the other hand, however, this
trend is very disturbing and reflects an almost stereotypic resistance to change. For the last 20 years
corporate leaders and boards have been busy “counting women” and gathering “proof” instead of
opening their senior teams to more diverse input and innovation. If innovation is truly the goal, these
stalling tactics can be easily considered dangerous. In fact, this endless dialogue about the business
value of increasing the participation and advancement of women in our organizations at all levels is itself
a significant barrier to advancement. It is hard to believe that as a society we are not well past the
notion that somehow men are more intelligent and capable than women.
1
2. Opportunity Lost
In economic terms, this lack of openness and the absence of transparent dialogue would be tagged as a
significant opportunity cost. By focusing on the “way we have always run this company” boards and
executives reinforce mediocrity and leave significant performance potential on the table because, as it
happens, diversity is a money maker. The profitability of companies with gender-balanced senior teams
outperforms their industry average by over 34%, according to McKinsey. Catalyst has uncovered similar
findings, as have many others.
In knowledge-based companies (versus industrial manufacturing) cultures with collaborative and
inclusive leadership styles have been credited with consistent superior performance and innovation.
That women excel at this leadership style is well-documented and undisputed. Further, at present there
are more women than men graduating from university, and thus the talent pool of competent women is
richer than ever and the pool of talent potentially excluded is also larger than ever.
So what’s the problem?
To be really honest, we thought we were done with this issue. Like most of our friends and colleagues,
we were blissfully unaware that women remained blocked in achieving senior roles. In 1995, a Canadian
Bank ran a program for gender awareness in the Investment and Corporate Banking Groups. While they
strove for gender-balanced workshops, they ran out of senior women after the first two so had to
improvise pretty quickly because there were still over 100 senior managers/VPs left to engage! It is
really hard to believe, but true, that almost 20 years later hardly anything has changed.
As with any complex, systemic problem, the contributing factors are many and varied. Does lack of
opportunity for women in senior roles stem from an underlying and unspoken corporate bias,
particularly at the executive and board level? Yes. Is it because women opt out? Yes. Is it because
promotional practices blatantly favour men? Yes. Is it because women don’t ask for what they want and
expect less? Yes. Is it because no one is accountable for change at the senior level? Yes – all of the
above** and a bit more. It is also about cultural change and transparency that is not only time
consuming but also requires strong leadership and tenacity.
** These statements are each supported by independent and documented research
Our Solution:
For leaders, board members and executives who want to uncover more opportunity, be more profitable
and secure the best talent available to sustain the company’s future, cracking this cultural log-jam can
bring significant advantage. As with any such achievements, this one will take focus, will and capability –
corporately and individually- but as companies who have met this challenge know, the end result is well
worth the effort.
The critical success factor for this change is Leadership and even more to the point, Leadership of
“Being” rather than “Doing”. This is Leadership that does not relegate cultural change to the HR
department or pursue inconsequential tactics to buy time but rather enacts the change it wants to see.
2
3. Success will come from “being” the leader that both values and leverages diversity of thought to meet
the challenges of a dynamic marketplace. In short, a role model for the future.
Five Critical Principles
To overcome history and create the groundwork for a more productive future, there are five principles
for a concerned leader to follow:
1. Change starts with you but understand that to impact the culture and create lasting change,
there must also be learning and change at all three levels: organizational, team and individual
2. Don’t let culture eat your strategy: Uncover embedded and unspoken organizational biases –
what are the perceptions, fears and aspirations within the current culture? Where is the most
resistance and why? What are you going to do about them?
3. Be transparent, it is your most powerful tool: Be clear and open about what you want; make
promotional processes and developmental opportunities fully transparent. What does it take to
get on the Senior Team? Or the High Potential List? What is the criteria for someone to be
eligible for a promotion and why? How can I be selected for developmental opportunities?
4. “Be” rather than “Do: Hold the senior team accountable for more than tactics. All management
teams will ultimately be impacted, however, creating a culture that seeks and values diversity
starts - not ends - with the most senior team. Set goals and raise expectations; this is the board’s
role.
5. Enable and strengthen women and make them aware of the challenge: The reality is that
under the current culture the playing field is not level, thus women need more confidence and
capability than do men for the same achievements. Conferences, networks and mentors are
clearly ineffective. Instead, help women be systematic and deliberate about activating their
potential and overcoming the subtle, unspoken blocks they encounter as they seek or take on
more senior roles.
Summary:
As Einstein said, the definition of insanity is “doing the same things over and over again and expecting
different results”. After 25 years of trying and not doing, it really is time for boards and leaders to
change their approach to this ongoing dilemma of stability versus innovation. Yes, we need stability in
our companies and institutions but in the face of massive global change, this overused strength can
easily become our greatest weakness.
The ultimate winners will be the countries and companies who tap into all of the talent, innovation and
ideas available to them. Let us position ourselves to be one of them.
3
4. Shirley Knight is an independent consultant with more than 30 years' experience in banking and insurance and
specializing in strategic planning, leadership and organizational development. Before becoming a consultant, she
was a Senior Vice President of Strategy and Organizational Development at an Ontario-based private insurance
company. In addition to a senior role in Executive and Leadership Development at a Canadian bank, Shirley's
business experience also includes sales and management in retail banking, account and relationship management
in corporate banking, and an executive change management role in investment banking. Shirley holds an Executive
MBA from Queens University in Ontario.
Gerry Purcell is a dynamic consultant, leader and visionary who has managed and advised organizations in the
private, public and not-for-profit sectors all over the world for over 20 years. He increases the "value" of client
organizations by assisting them to better conceive, manage and operationalize change. A global practitioner and
alumnus of the Boston Consulting Group and A.T. Kearney, Gerry has worked in North and South America, Europe,
Asia and the Middle East as both a consultant and business executive.
About the Team: Shirley and Gerry crossed paths a number of years ago and discovered a shared passion for
sustaining Canada’s global advantage through innovation, of which the advancement of women is a subset. Their
team represents a unique dynamic and brings perspective to the issue that is both thought-provoking and
refreshing. Their work involves helping leaders and organizations to develop insight and tangible actions that can
optimize the organization’s embedded intellectual capital to create competitive advantage.
4