The Impact on Aerospace Leadership - A Perspective Based on a global Heidrick & Struggles and Team SAI joint Survey
Presentation To: AVIATION Week\'s Eighth MRO Asia Event
By: Torbjorn Karlsson
October 15, 2008
This document discusses the ongoing global talent crisis faced by employers. Some key points:
1) Over one-third of employers have difficulty finding qualified talent, and this problem is becoming more severe over time as economies improve.
2) While some employers are taking steps like increased training to address talent shortages, many have grown complacent in believing the problem will not impact their business.
3) Developing a comprehensive workforce strategy aligned with business goals is presented as the best way for employers to solve current talent problems and prepare for future shortages as economies continue recovering.
ManpowerGroup\'s Fresh Perspectives Paper details specialized solutions for winning today\'s talent war. Learn about winning workforce strategies that help companies become thriving market leaders.
The document summarizes the results of a survey of 638 senior executives in the Middle East, mainly from GCC countries. It finds that most respondents are male, between 36-45 years old, married with children, and originating from countries like Lebanon, UK, USA, India and Canada. The survey aims to understand career trends in the volatile Middle Eastern market, including factors around business opportunities, leadership talent shortage, retention, career development and willingness to relocate. The results provide insight into the priorities and expectations of today's senior executives in the region.
Is the Arbitrage of Your Offshore Locations Sustainable?Everest Group
The document discusses the sustainability of offshore locations for global companies. It notes that while wage inflation has traditionally been seen as the main driver of eroding arbitrage, currency movements are often the primary factor impacting costs. Additionally, overall people costs do not always rise directly with wage increases due to efficiency levers. The document also examines scenarios for the sustainability of India's arbitrage, finding it could last 12-13 years even under pessimistic forecasts. Finally, it notes that while other locations have seen lower inflation than India, currency trends have made India's relative cost position stable compared to places like the Philippines, Malaysia, Brazil and Poland.
2006* ApresentaçãO Sobre AviaçãO Executiva Em Ny Somente Em InglesEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
IBM Global CMO Study Finding Presentationibmvietnam
The document summarizes key findings from a study of over 1,700 Chief Marketing Officers (CMOs) globally, including insights specific to ASEAN markets. Some of the main points include:
1) CMOs feel unprepared for increasing complexity, especially around data explosion, social media, and shifting consumer demographics.
2) Most CMOs rely on traditional market research over understanding individual customers.
3) CMOs recognize the need to invest in technologies and analytics to manage growing customer data and insights. However, many barriers remain around building business cases, IT alignment, and developing marketing skills.
3) CMOs signaled three priority areas for improvement: delivering value to empowered customers, fost
Annual update presented to members of the Investment Office by the officers of the club. I created this presentation in collaboration with my fellow officer and other club members.
This document discusses the ongoing global talent crisis faced by employers. Some key points:
1) Over one-third of employers have difficulty finding qualified talent, and this problem is becoming more severe over time as economies improve.
2) While some employers are taking steps like increased training to address talent shortages, many have grown complacent in believing the problem will not impact their business.
3) Developing a comprehensive workforce strategy aligned with business goals is presented as the best way for employers to solve current talent problems and prepare for future shortages as economies continue recovering.
ManpowerGroup\'s Fresh Perspectives Paper details specialized solutions for winning today\'s talent war. Learn about winning workforce strategies that help companies become thriving market leaders.
The document summarizes the results of a survey of 638 senior executives in the Middle East, mainly from GCC countries. It finds that most respondents are male, between 36-45 years old, married with children, and originating from countries like Lebanon, UK, USA, India and Canada. The survey aims to understand career trends in the volatile Middle Eastern market, including factors around business opportunities, leadership talent shortage, retention, career development and willingness to relocate. The results provide insight into the priorities and expectations of today's senior executives in the region.
Is the Arbitrage of Your Offshore Locations Sustainable?Everest Group
The document discusses the sustainability of offshore locations for global companies. It notes that while wage inflation has traditionally been seen as the main driver of eroding arbitrage, currency movements are often the primary factor impacting costs. Additionally, overall people costs do not always rise directly with wage increases due to efficiency levers. The document also examines scenarios for the sustainability of India's arbitrage, finding it could last 12-13 years even under pessimistic forecasts. Finally, it notes that while other locations have seen lower inflation than India, currency trends have made India's relative cost position stable compared to places like the Philippines, Malaysia, Brazil and Poland.
2006* ApresentaçãO Sobre AviaçãO Executiva Em Ny Somente Em InglesEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
IBM Global CMO Study Finding Presentationibmvietnam
The document summarizes key findings from a study of over 1,700 Chief Marketing Officers (CMOs) globally, including insights specific to ASEAN markets. Some of the main points include:
1) CMOs feel unprepared for increasing complexity, especially around data explosion, social media, and shifting consumer demographics.
2) Most CMOs rely on traditional market research over understanding individual customers.
3) CMOs recognize the need to invest in technologies and analytics to manage growing customer data and insights. However, many barriers remain around building business cases, IT alignment, and developing marketing skills.
3) CMOs signaled three priority areas for improvement: delivering value to empowered customers, fost
Annual update presented to members of the Investment Office by the officers of the club. I created this presentation in collaboration with my fellow officer and other club members.
Globalization And Globalization Impact on India Ashwin Patel
Globalization has had mixed impacts on India's economic growth according to its 5-year plans. While some plans achieved or exceeded their GDP growth targets, others fell short of targets during the period of increased globalization. Globalization began around 1991 and successive 5-year plans saw GDP growth range from 2.1% to 8.33%, with some plans seeing growth match or beat targets and others seeing shortfalls compared to projections.
The document discusses threats to globalization. It summarizes the views of an author from the late 19th century who believed globalization would allow people to access goods and invest globally with ease. However, the document notes that rising trade imbalances, commodity price increases, and shifts in global production and ownership have created fault lines in an increasingly globalized world and contributed to the current economic crisis. De-globalization is now occurring as world trade and private capital flows decline sharply.
This document discusses globalization and its impact on health care systems. It provides examples of how globalization is affecting areas like the outsourcing and offshoring of medical services, consolidation in the pharmaceutical industry, movement of health professionals across borders, medical tourism, and responses to global health issues. The document also examines components of health care systems, including resources, services, types of systems, origins of systems, and reforms around the world to balance access, quality and costs while promoting sustainability.
Globalization has both positive and negative impacts on health according to the document. It can improve communication of health information but also increase risks from changes to diets and environmental factors. While new technologies and increased access to healthcare through globalization can benefit health, it can also worsen inequality and increase non-communicable diseases. The media plays an important but complex role in health by raising awareness of issues but also potentially spreading misinformation or impacting behaviors. Overall, the document discusses the links between globalization, health, and media and outlines both the pros and cons of their relationships.
Sociology is the study of human social behavior and society. There are three main perspectives in sociology: conflict theory, symbolic interactionism, and functionalism. Conflict theory, influenced by Karl Marx, views society as fragmented with groups competing for scarce resources. Symbolic interactionism focuses on how people interact and make meaning through symbols. Functionalism, associated with Emile Durkheim, sees society functioning like an organism with institutions working together to maintain stability and solidarity.
Globalization Of Health From Below: Lessons For Medical Education And Health ...cphe
The document summarizes the inspiration and actions of the People's Health Movement (PHM) in working towards the goal of "Health for All" globally from below. It describes how PHM was inspired by events in 1971-1978 and brought together various health networks in 2000 to campaign for making health a fundamental human right. PHM conducted research, published materials, organized conferences and mobilized communities to advocate for more equitable and socially just health policies internationally.
Globalization has both positive and negative impacts. Positively, it increases markets, industry, and economic growth which raises living standards. However, it also threatens local cultures through dominance of global culture. It risks loss of jobs and economic issues. While technology and education are shared, it also increases issues like pollution, wealth disparity, and health problems. Overall, globalization spreads both benefits and challenges across societies in a complex and debated impact.
This document discusses hedging risks in retail electricity, specifically focusing on market price risk, volumetric risk, and shaping risk. It proposes using Cash Flow at Risk (CF@R) and stress testing as appropriate risk measures for a retail electricity portfolio. The document then discusses how to calculate CF@R through Monte Carlo simulation and the need to model spot prices and load with behaviors like mean reversion and jumps. It also discusses stress testing to account for risks not fully captured by the CF@R model, like economic impacts.
Presentation on Globalization and it's impact on Pakistan
course: Pakistan Economic Policy
Instructor: Mr,Zia Abbas
by: Shumaila Zaheer Siddiqui and Nauman Ahmed
Institute of business management (Iobm),Karachi
This is a presentation on the future of healthcare in the United States as a consequence of current economic and social conditions. It predicts the sustainability of U.S. Health Care as a result of regressive public policy on education. It also explores health Care alteranatives in a competative global market.
Impact of the_internet_on_globalization_of_businessDr. TJ Wolfe
The document discusses several issues that businesses need to consider when establishing a global online presence, including trust issues, language barriers, cultural barriers, infrastructure issues, legal issues, and tax issues. Some key points are that 40% of e-commerce involves international transactions, businesses need to establish credibility with foreign customers and be aware of different customs and legal systems, and providing content in multiple languages can help build trust and increase sales. Infrastructure, laws, taxes, and trade issues vary significantly between countries. The internet facilitates global business by allowing access and transactions anywhere at any time.
Sociological Analysis of Globalization and its Impact on Rural EconomyShubham Mehta
Globalization refers to the increasing integration of economies and societies around the world through cross-border movement of goods, capital, services, technologies and people. It has significantly impacted India's rural economy in both positive and negative ways. On the positive side, it has led to higher consumption, development of credit facilities, technology, and empowerment of rural women. However, it also poses problems of unemployment, inequality and poverty if rural India does not cautiously adopt globalization. Overall, while globalization has transformed India's agrarian society and strengthened its rural economy, its negative consequences also need to be mitigated.
Impact of globalization on small scale industries inAafaq Malik
The document discusses the impact of globalization on small scale industries in India. It notes that globalization and liberalization have led to increased competition for small industries from large foreign companies. This competition has negatively impacted small industries in India, with many being forced to close down due to cheaper imports. However, small industries remain important for India's economic growth by providing employment opportunities and equitable income distribution across the country. The document analyzes growth trends in small industries before and after liberalization to understand the effects of globalization.
Impact of globalization on food industry in india - by Centre for Processed F...chetanlh
This document discusses the impact of globalization on the Indian food industry. It begins by defining globalization as the integration of the world economy through reduced trade barriers and increased capital and information flow. Globalization has significantly impacted India since the 1990s when economic reforms opened up the country.
For the food industry, globalization presented both challenges in meeting new international standards, as well as opportunities for increased exports, investments, and adoption of new technologies. While some argue globalization benefits development, others worry it could harm small farmers and businesses. Overall, the food industry has adapted to globalization by improving quality systems, welcoming foreign partnerships, and gaining access to global markets.
Globalization has had both positive and negative impacts on India. Positively, it has increased foreign investment and trade, which has boosted the Indian economy and led to growth rates over 7% annually in recent years. However, it has also negatively impacted the Indian agriculture sector, resulting in decreased employment and increased poverty and inequality. While globalization has benefited India's economy overall, more focus is still needed on developing rural areas and reducing its negative social impacts.
This document discusses different types of immunization and vaccination. It describes passive immunization, which provides immediate protection by injecting pre-formed antibodies, and active immunization, which activates the immune system to produce its own antibodies. Vaccines can be live attenuated, inactivated, toxoid, subunit, DNA, or recombinant vector-based. They are administered through various routes and involve primary vaccination and booster shots to maintain immunity. The document covers different vaccine-preventable diseases and periods of immunity conferred.
MOBILE PHONE & MOBILE TOWER RADIATION HAZARDS Neha Kumar
The document discusses the principles and health effects of electromagnetic radiation from cell phones and cell towers. It outlines the presentation which covers cell phone advantages and disadvantages, microwave heating principles, cell phone radiation absorption rates, cell tower antenna radiation patterns, international radiation norms, and conclusions. It provides information on specific absorption rate limits, cell phone use time limits, radiation measurement results near towers, biological effects of radiation like sleep issues and cancer risks, and concerns with current safety guidelines.
This document discusses the impact of globalization on international business. It begins with an introduction to international business and defines globalization. Globalization has increased economic integration between countries through rising trade, foreign investment, and financial market integration. For businesses, globalization has led to greater competition, access to new technologies and markets, and pressure to meet higher consumer expectations worldwide. It has also allowed more opportunities for outsourcing and procurement internationally. Overall, while globalization presents challenges for international businesses, it also provides significant opportunities to expand operations and take advantage of global markets.
Us Talent Managing Talentina Turbulent Economy Part3Achyut Menon "AK"
Deloitte report tracks the way business leaders were shifting their talent priorities and strategies to meet the challenges of today’s economy and their plans to clear the hurdles to economic recovery.
Additive Manufacturing (AM) Adding up Growth Opportunities for ASEANAbhinav Singhal
Additive Manufacturing (AM), also known as 3D printing, is currently at a technological and economical inflection point with potential to re-invent and disrupt the ~$12 trillion global manufacturing sector. Manufacturing is also at the center of the ASEAN economy driven by its cost competitiveness accounting for more than 20% of the region’s GDP and employing nearly 50 million workforce.
However, AM has potential to disrupt traditional manufacturing cost structures and supply chains and give an equal opportunity to advanced economies to close their competitiveness gap and move manufacturing nearer to the end consumers. This poses a risk for ASEAN to fall behind and ASEAN needs to act now to secure its place in the age of Fourth Industrial revolution.
However, very little empirical research exists on the current status of AM in ASEAN (i.e., status of current adoption, leading markets & sectors, opportunities) leaving policymakers and business leaders without any guidance to best prepare for the future.
thyssenkrupp recognized this gap and assembled a multidisciplinary team of experts to construct a comprehensive perspective on the state of AM in the region and its implications for policymakers and businesses going forward. This builds on our rich working experience in the region over the last 150 years, our deep AM technology expertise in Mulheim, our recent set-up in Singapore, and the knowledge of our experts and our partners from EOS and NAMIC across the whole AM value chain.
This whitepaper provides a rich evidence base for policymakers and business leaders seeking to understand, analyze and invest in AM in ASEAN. The paper is structured along three chapters keeping in mind the diverse interest of various stakeholders:
• For business leaders: Chapter 1 provides a detailed overview of the AM market and its potential across ASEAN countries; while Chapter 3 lays down a systematic approach to analyze AM value chain and develop a commercially attractive business model
• For policy makers: Chapter 2 outlines the overall economic opportunity from adopting AM in ASEAN and the impact it can create across various aspects of the economy from trade, social development, job creation to sustainability
• For AM enthusiasts: Appendix 1 provides a brief overview of the technology and its applications today
We invite you to study the findings of this whitepaper and we look forward to partnering with you in driving your AM priorities for the region.
Globalization And Globalization Impact on India Ashwin Patel
Globalization has had mixed impacts on India's economic growth according to its 5-year plans. While some plans achieved or exceeded their GDP growth targets, others fell short of targets during the period of increased globalization. Globalization began around 1991 and successive 5-year plans saw GDP growth range from 2.1% to 8.33%, with some plans seeing growth match or beat targets and others seeing shortfalls compared to projections.
The document discusses threats to globalization. It summarizes the views of an author from the late 19th century who believed globalization would allow people to access goods and invest globally with ease. However, the document notes that rising trade imbalances, commodity price increases, and shifts in global production and ownership have created fault lines in an increasingly globalized world and contributed to the current economic crisis. De-globalization is now occurring as world trade and private capital flows decline sharply.
This document discusses globalization and its impact on health care systems. It provides examples of how globalization is affecting areas like the outsourcing and offshoring of medical services, consolidation in the pharmaceutical industry, movement of health professionals across borders, medical tourism, and responses to global health issues. The document also examines components of health care systems, including resources, services, types of systems, origins of systems, and reforms around the world to balance access, quality and costs while promoting sustainability.
Globalization has both positive and negative impacts on health according to the document. It can improve communication of health information but also increase risks from changes to diets and environmental factors. While new technologies and increased access to healthcare through globalization can benefit health, it can also worsen inequality and increase non-communicable diseases. The media plays an important but complex role in health by raising awareness of issues but also potentially spreading misinformation or impacting behaviors. Overall, the document discusses the links between globalization, health, and media and outlines both the pros and cons of their relationships.
Sociology is the study of human social behavior and society. There are three main perspectives in sociology: conflict theory, symbolic interactionism, and functionalism. Conflict theory, influenced by Karl Marx, views society as fragmented with groups competing for scarce resources. Symbolic interactionism focuses on how people interact and make meaning through symbols. Functionalism, associated with Emile Durkheim, sees society functioning like an organism with institutions working together to maintain stability and solidarity.
Globalization Of Health From Below: Lessons For Medical Education And Health ...cphe
The document summarizes the inspiration and actions of the People's Health Movement (PHM) in working towards the goal of "Health for All" globally from below. It describes how PHM was inspired by events in 1971-1978 and brought together various health networks in 2000 to campaign for making health a fundamental human right. PHM conducted research, published materials, organized conferences and mobilized communities to advocate for more equitable and socially just health policies internationally.
Globalization has both positive and negative impacts. Positively, it increases markets, industry, and economic growth which raises living standards. However, it also threatens local cultures through dominance of global culture. It risks loss of jobs and economic issues. While technology and education are shared, it also increases issues like pollution, wealth disparity, and health problems. Overall, globalization spreads both benefits and challenges across societies in a complex and debated impact.
This document discusses hedging risks in retail electricity, specifically focusing on market price risk, volumetric risk, and shaping risk. It proposes using Cash Flow at Risk (CF@R) and stress testing as appropriate risk measures for a retail electricity portfolio. The document then discusses how to calculate CF@R through Monte Carlo simulation and the need to model spot prices and load with behaviors like mean reversion and jumps. It also discusses stress testing to account for risks not fully captured by the CF@R model, like economic impacts.
Presentation on Globalization and it's impact on Pakistan
course: Pakistan Economic Policy
Instructor: Mr,Zia Abbas
by: Shumaila Zaheer Siddiqui and Nauman Ahmed
Institute of business management (Iobm),Karachi
This is a presentation on the future of healthcare in the United States as a consequence of current economic and social conditions. It predicts the sustainability of U.S. Health Care as a result of regressive public policy on education. It also explores health Care alteranatives in a competative global market.
Impact of the_internet_on_globalization_of_businessDr. TJ Wolfe
The document discusses several issues that businesses need to consider when establishing a global online presence, including trust issues, language barriers, cultural barriers, infrastructure issues, legal issues, and tax issues. Some key points are that 40% of e-commerce involves international transactions, businesses need to establish credibility with foreign customers and be aware of different customs and legal systems, and providing content in multiple languages can help build trust and increase sales. Infrastructure, laws, taxes, and trade issues vary significantly between countries. The internet facilitates global business by allowing access and transactions anywhere at any time.
Sociological Analysis of Globalization and its Impact on Rural EconomyShubham Mehta
Globalization refers to the increasing integration of economies and societies around the world through cross-border movement of goods, capital, services, technologies and people. It has significantly impacted India's rural economy in both positive and negative ways. On the positive side, it has led to higher consumption, development of credit facilities, technology, and empowerment of rural women. However, it also poses problems of unemployment, inequality and poverty if rural India does not cautiously adopt globalization. Overall, while globalization has transformed India's agrarian society and strengthened its rural economy, its negative consequences also need to be mitigated.
Impact of globalization on small scale industries inAafaq Malik
The document discusses the impact of globalization on small scale industries in India. It notes that globalization and liberalization have led to increased competition for small industries from large foreign companies. This competition has negatively impacted small industries in India, with many being forced to close down due to cheaper imports. However, small industries remain important for India's economic growth by providing employment opportunities and equitable income distribution across the country. The document analyzes growth trends in small industries before and after liberalization to understand the effects of globalization.
Impact of globalization on food industry in india - by Centre for Processed F...chetanlh
This document discusses the impact of globalization on the Indian food industry. It begins by defining globalization as the integration of the world economy through reduced trade barriers and increased capital and information flow. Globalization has significantly impacted India since the 1990s when economic reforms opened up the country.
For the food industry, globalization presented both challenges in meeting new international standards, as well as opportunities for increased exports, investments, and adoption of new technologies. While some argue globalization benefits development, others worry it could harm small farmers and businesses. Overall, the food industry has adapted to globalization by improving quality systems, welcoming foreign partnerships, and gaining access to global markets.
Globalization has had both positive and negative impacts on India. Positively, it has increased foreign investment and trade, which has boosted the Indian economy and led to growth rates over 7% annually in recent years. However, it has also negatively impacted the Indian agriculture sector, resulting in decreased employment and increased poverty and inequality. While globalization has benefited India's economy overall, more focus is still needed on developing rural areas and reducing its negative social impacts.
This document discusses different types of immunization and vaccination. It describes passive immunization, which provides immediate protection by injecting pre-formed antibodies, and active immunization, which activates the immune system to produce its own antibodies. Vaccines can be live attenuated, inactivated, toxoid, subunit, DNA, or recombinant vector-based. They are administered through various routes and involve primary vaccination and booster shots to maintain immunity. The document covers different vaccine-preventable diseases and periods of immunity conferred.
MOBILE PHONE & MOBILE TOWER RADIATION HAZARDS Neha Kumar
The document discusses the principles and health effects of electromagnetic radiation from cell phones and cell towers. It outlines the presentation which covers cell phone advantages and disadvantages, microwave heating principles, cell phone radiation absorption rates, cell tower antenna radiation patterns, international radiation norms, and conclusions. It provides information on specific absorption rate limits, cell phone use time limits, radiation measurement results near towers, biological effects of radiation like sleep issues and cancer risks, and concerns with current safety guidelines.
This document discusses the impact of globalization on international business. It begins with an introduction to international business and defines globalization. Globalization has increased economic integration between countries through rising trade, foreign investment, and financial market integration. For businesses, globalization has led to greater competition, access to new technologies and markets, and pressure to meet higher consumer expectations worldwide. It has also allowed more opportunities for outsourcing and procurement internationally. Overall, while globalization presents challenges for international businesses, it also provides significant opportunities to expand operations and take advantage of global markets.
Us Talent Managing Talentina Turbulent Economy Part3Achyut Menon "AK"
Deloitte report tracks the way business leaders were shifting their talent priorities and strategies to meet the challenges of today’s economy and their plans to clear the hurdles to economic recovery.
Additive Manufacturing (AM) Adding up Growth Opportunities for ASEANAbhinav Singhal
Additive Manufacturing (AM), also known as 3D printing, is currently at a technological and economical inflection point with potential to re-invent and disrupt the ~$12 trillion global manufacturing sector. Manufacturing is also at the center of the ASEAN economy driven by its cost competitiveness accounting for more than 20% of the region’s GDP and employing nearly 50 million workforce.
However, AM has potential to disrupt traditional manufacturing cost structures and supply chains and give an equal opportunity to advanced economies to close their competitiveness gap and move manufacturing nearer to the end consumers. This poses a risk for ASEAN to fall behind and ASEAN needs to act now to secure its place in the age of Fourth Industrial revolution.
However, very little empirical research exists on the current status of AM in ASEAN (i.e., status of current adoption, leading markets & sectors, opportunities) leaving policymakers and business leaders without any guidance to best prepare for the future.
thyssenkrupp recognized this gap and assembled a multidisciplinary team of experts to construct a comprehensive perspective on the state of AM in the region and its implications for policymakers and businesses going forward. This builds on our rich working experience in the region over the last 150 years, our deep AM technology expertise in Mulheim, our recent set-up in Singapore, and the knowledge of our experts and our partners from EOS and NAMIC across the whole AM value chain.
This whitepaper provides a rich evidence base for policymakers and business leaders seeking to understand, analyze and invest in AM in ASEAN. The paper is structured along three chapters keeping in mind the diverse interest of various stakeholders:
• For business leaders: Chapter 1 provides a detailed overview of the AM market and its potential across ASEAN countries; while Chapter 3 lays down a systematic approach to analyze AM value chain and develop a commercially attractive business model
• For policy makers: Chapter 2 outlines the overall economic opportunity from adopting AM in ASEAN and the impact it can create across various aspects of the economy from trade, social development, job creation to sustainability
• For AM enthusiasts: Appendix 1 provides a brief overview of the technology and its applications today
We invite you to study the findings of this whitepaper and we look forward to partnering with you in driving your AM priorities for the region.
Human Capital Aug2010(Desperately Seeking Talent) OgSimran Oberoi
1) The oil and gas sector faces significant talent challenges as nearly half of its workforce is expected to retire by 2017 and the average employee age is 46. This is exacerbating an existing talent shortage.
2) The sector remains an important global economic driver but also faces volatility based on market forces. It is forecasted that Asia Pacific will see a 15.7% increase in oil and gas volume since 2006, highlighting growth opportunities in the region.
3) The oil and gas industry has a current shortage of around 15% for jobs requiring experienced engineering talent. Companies must strengthen their talent and reward strategies to attract, retain, and motivate this specialized workforce given the intensifying "war for talent".
Operational excellence: Enabling sustained growth - Spotlight on the AmericasFindWhitePapers
Are companies promoting growth through operational excellence? The results of a global EIU survey of over 900 executives at midsized companies show that most companies have adopted or are in the process of adopting an operational excellence strategy - and that such a strategy is intimately tied to their ability to grow. (Economist Intelligence Unit, 2008)
As the global financial crisis, recent natural disasters and political uprisings have shown us, our global supply chains and ability to deliver are increasingly vulnerable to factors entirely outside our control. Add to that the possibly disruptive new technology such as 3D manufacturing printing, hard-hitting new competitors from emerging markets and falling customer loyalty, and it is easy to wonder if manufacturing CEOs sleep well at night.
Heidrick & Struggles Industrial Insights Manufacturing 2011Rung Jaismut
Manufacturing leaders face immense challenges in managing increasingly complex global operations. They must oversee fragmented value chains and shorter product lifecycles while dealing with fierce competition. Finding the right people to fill senior leadership roles is also challenging, as the jobs require a wide range of technical, cultural, financial, and strategic skills. Executives must learn to manage converging industries and win over customers, shareholders, and employees across continents with the same skill as coping with business complexity. Competitors from emerging markets are also challenging some established manufacturers on their home turf.
E&u ceo study perspective final 0515ssJohn Juliano
The document summarizes findings from IBM's 2010 Global CEO Study, which included interviews with over 1,500 CEOs globally. Key findings for the energy and utilities industry included:
1) Environmental issues and increased regulation were seen as the top external factors over the next three years.
2) Two-thirds of energy and utilities CEOs expect substantial industry transformation and believe sustainability will impact their business.
3) CEOs feel unprepared for the high levels of complexity they expect in the industry over the next five years.
APAC Recruiter 2012: Rachele Ferri On Employer BrandingSteven Yeong
This document discusses employer branding and talent attraction. It provides an overview of Universum, a company that helps employers improve their performance through successful recruitment and retention by ensuring improvements to their employer brand. The document discusses talent trends in Asia, the importance of employer branding, what Asian students want in an ideal employer, and how to effectively work with an employer brand. It emphasizes developing an employer value proposition through in-depth research to influence the employer brand in the right direction.
PWC -17th Annual Global CEO Survey. The talent challenge.Ann-Marie Johnson
The document discusses the talent challenges facing CEOs in light of major global trends or "megatrends" reshaping the business landscape. Key points:
- CEOs are more optimistic about economic growth but know the rules have changed and growth will be difficult to achieve. Megatrends like technology, demographics, and urbanization are profoundly impacting business and workforces.
- Skills shortages remain a top concern for CEOs as these trends redraw the skills map. Competition for talent will intensify as half of CEOs plan new hiring while wages rise in growth markets.
- While aware of needed changes, most CEOs have yet to transform their talent strategies to address challenges. HR is seen as
The document summarizes the key findings of a 2010 supply chain survey. It finds that: (1) Half of companies do not review their supply chain strategy as often as needed; (2) One-third of companies do not have future proof plans to account for various possibilities in the next few years; (3) More than half of companies are concerned with inventory costs and transportation costs. The document provides recommendations around measuring, assessing, planning and developing robust strategies to manage risks and variability in an uncertain future.
The State of Corporate Reputation in 2020: Everything Matters NowWeber Shandwick
This new survey was conducted among executives from 22 markets worldwide and examines what drives a company’s reputation, why it is important to be highly regarded and the benefits that come with having a strong corporate reputation.
The survey of over 100 top dealmakers finds strong confidence in the global M&A market in 2013. North American, European, and Greater China advisors largely expect increased deal activity globally and within their own regions compared to 2012. Key drivers are seen as strong CEO confidence, improving economies, and growing appetite for Chinese outward expansion. In North America, domestic deals and the consumer goods sector are expected to be most active. Greater China advisors anticipate outbound Chinese deals, while European advisors foresee foreign acquisitions in Europe driving activity.
Worldwide Trends in Employee Retention ReportAchieveGlobal
Whether you're thriving in a rapidly expanding bull market or floundering to escape the grips of a bear market, attracting and retaining talented employees is key to long-term success. How do you create a competent, competitive, committed workforce? How do you incent your employees to maximize performance and remain engaged? And perhaps most important, how do you ensure your best employees stay?
This document summarizes the key findings of a talent insight report focused on the global telecommunications sector. The report found that talent availability is the biggest issue faced by employers across Asia, North America, and Europe. Both employers and employees perceive salaries to be generally in line with industry averages, though some feel they fall below. Employees rated financial remuneration and work-life balance as the most important factors for happiness, while diversity was less important. Improving internal training was the most common initiative taken by companies to address skills shortages.
This document summarizes the key findings of a talent insight report focused on the global telecommunications sector. The report found that talent availability is the biggest issue faced by employers across Asia, North America, and Europe. Both employers and employees feel that salaries are generally in line with industry averages, though those who disagree tend to think salaries fall below average. When asked about factors affecting employee happiness, financial remuneration was rated as most important by both employees and employers. The report provides insights to help employers attract and retain talent in the telecommunications industry.
The document discusses how various companies in Pakistan responded to the economic crisis by changing their human resource practices. It describes how leading companies in industries like IT, telecom, beverages, electronics, and engineering handled hiring, compensation, training, and communication with employees during this difficult time. The key lessons highlighted are that companies should communicate clearly with employees, focus on retaining good talent, rationalize costs like compensation and benefits, increase internal training, and ensure HR strategies align with the overall business focus and goals for growth.
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1. The Threat of Globalization
The Impact on Aerospace Leadership - A Perspective Based on a
global Heidrick & Struggles and Team SAI joint Survey
Presentation To: AVIATION Week's Eighth MRO Asia Event
By: Torbjorn Karlsson
October 15, 2008
0
2. Setting the Scene – Continued MRO Growth
► $45.1B industry will grow to $68.6B over 10-year
forecast period
► Global growth is expected to maintain a 4.3%
CAGR through 2018, with very strong growth
expected in Asia Pacific, China, and India
― North America, Western Europe, and Asia
Pacific will remain largest markets
► Worldwide economic downturn will limit growth in
short term (1 to 2 years) as airlines reduce
capacity, but long-term demand remains positive
► North America and Europe will likely be impacted
most by downturn; emerging markets in Asia
expected to rebound quickly
► MROs that focus on aircraft market for accelerated
retirement will feel the most pain
► Trend of increased globalisation and consolidation
will continue
► As market expands, increased demands will be
placed on the MRO capacity, exacerbating human
resource contraints
Source: TeamSAI
8100051 1
3. Key Points – Market & Talent
► There is a strong belief in continued globalization and consolidation.
► This globalization and consolidation will be impacted negatively by a shortage in human resources.
► That shortage is considered the single most important issue facing the respondents’ companies and
the industry at large.
► Within the context of the human resource concern, recruiting is thought to be the top HR matter,
particularly among developing regions.
► As evidence of this challenge, MROs are struggling to maintain headcounts,
but seem fairly pleased with the approaches they have at their disposal to
fill open positions. Nevertheless, this is an area of concern, particularly in
the search for operational level employees.
8100051 2
4. Key Points – Market & Talent
Globalisation
India Middle Less
3% East globalized
3% North Remain the 2%
China
same
8% America -
US 10%
36%
Asia-
North
Pacific
America -
33% More
Canada
Eastern Western 3% globalized
Europe Europe 88%
2% 12%
8100051 3
5. Key Points – Impact
► Looking forward, the search to fill such positions will increasingly lead companies to other regions of
the world especially for developing regions. It appears that upper level employees will continue to
be imported from overseas, but this will not necessarily correct their shortage for operational level
employees which are less likely to be sourced to foreigners.
► Executives do seem to be involved in addressing this issue, but there is also a concerning level of
distrust with the existing management.
► Given the potential impact to reduce MRO capacity and raise wages, the issue is not expected to be
solved easily.
► Results suggest that shortages of operational level staff (mechanics and technicians) may well drive
the greatest challenges the MRO industry faces in this area.
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6. Key Points – Impact
My company has the right management in place today to cope with the expected growth
and changes.
moderately to
Business disagree agree strongly disagree
Airline (maintenance department) 45% 38% 17%
Airline-owned or -affiliated MRO 26% 43% 30%
Independent MRO 38% 29% 33%
OEM / OEM maintenance division 33% 33% 33%
Other 36% 31% 33%
Grand Total 37% 34% 29%
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7. Key Points – Impact
Impact of human resources shortage on capacity in the next three years
Impact High/ Salary
effecting growth Significant Impact Increase >15%
North America 83% 36% 30%
Latin America and the Caribbean 76% 17% 13%
Western Europe 88% 29% 29%
Eastern Europe 85% 21% 34%
Asia-Pacific 84% 34% 47%
China 73% 31% 56%
India 71% 31% 54%
Middle East 85% 26% 39%
Africa 71% 15% 21%
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8. How to identify and address Leadership Risk and Performance
2. What leadership does 3. What must happen to
1. What leadership does the
the company have in close any gap and keep it
company need to succeed?
place now? closed?
Shareholders demand ever increasing new performance through new strategies at new time horizons
with new relationship expectations. Can the team adapt?
A refocus to understanding and meeting needs of customers will demand new skills, capabilities and
behaviors. Can this be achieved?
With new success comes new opportunities for ongoing growth, diversity and development. Is such
potential, capacity and capability evident in the team today?
Change brings instability and fragility in the senior talents of the company. How stable and secure are
they and are there robust succession plans in place to meet any executive ‘churn’ emerging?
8100051 7
9. How to identify and address Leadership Risk and Performance
2. What leadership does 3. What must happen to
1. What leadership does the
the company have in close any gap and keep it
company need to succeed?
place now? closed?
As individuals, how are key executives going to respond to the change? How would they benchmark
against other key executives in such roles? Do they have robust successors and are they succession
material themselves? How do they feel about these changes?
As a team, how do they work together? How will they work under changes and new pressures? How
does the behavior of this group impact the wider organization?
How does this leadership capacity, behavior and potential benchmark against other institutions and
against the intended direction for the company now?
What are the objective strengths, weaknesses, opportunities and threats apparent in this team of
leaders?
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10. How to identify and address Leadership Risk and Performance
2. What leadership does 3. What must happen to
1. What leadership does the
the company have in close any gap and keep it
company need to succeed?
place now? closed?
What individual development can be rapidly introduced to maximize the success and engagement of
each executive?
What group or team development must be achieved in order that we maximize the impact and
effectiveness (both internally and externally) of this team?
What can we learn about the relationship between the Board and executives in terms of where to focus
support and manage risk?
If we need to introduce new talent then what is needed, what is the definition of fit and how do we
manage this?
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11. What can a leader do
Any change in strategic direction, culture and stakeholders demands significant reflection and
preparation in a leaders behaviours, skills and intentions. We can provide the CEO and their teams with
a highly tailored integrated program of support that will best focus their priorities and agendas in
leading the organisation towards new performance and change. We can work with them to best ‘fine
tune’ their leadership capability and behaviours to create success and provide a discrete channel of
support in roles that are often fundamentally isolated.
What leadership is How am I tracking What can I do to
demanded of me? against this today? maximize my success?
► Dialogue to draw understanding of the challenges being faced
► Exploring the leadership behaviors, techniques and competencies that will best meet these
challenges successfully
► Sharing and supporting the CEO or senior leaders to more forensically look at their own team and
define unique leadership strategies for each member
► Supporting and sharing techniques for the CEO to question the organization to establish its
leadership readiness and capacity
► Due diligence on the corporate strategy and vision against this preparedness
8100051 10
12. What can a leader do
Any change in strategic direction, culture and stakeholders demands significant reflection and
preparation in a leaders behaviours, skills and intentions. We can provide the CEO and their teams with
a highly tailored integrated program of support that will best focus their priorities and agendas in
leading the organisation towards new performance and change. We can work with them to best ‘fine
tune’ their leadership capability and behaviours to create success and provide a discrete channel of
support in roles that are often fundamentally isolated.
What leadership is How am I tracking What can I do to
demanded of me? against this today? maximize my success?
► Highly tailored and discrete personal self review for participants – a leadership ‘health check’ that
will provide tangible and objective insights into how best to leverage their leadership style and skill
into the needs of their team and their organization
► Normally includes 360 degree referencing, interviewing and profiling
► Detailed forensic reporting provided to participants and the organization on how to best support
and deploy this leader
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13. What can a leader do
Any change in strategic direction, culture and stakeholders demands significant reflection and
preparation in a leaders behaviours, skills and intentions. We can provide the CEO and their teams with
a highly tailored integrated program of support that will best focus their priorities and agendas in
leading the organisation towards new performance and change. We can work with them to best ‘fine
tune’ their leadership capability and behaviours to create success and provide a discrete channel of
support in roles that are often fundamentally isolated.
What leadership is How am I tracking What can I do to
demanded of me? against this today? maximize my success?
► High impact coaching against the development areas identified
► Sharing of techniques and tactics to optimize the leadership impact on the team and the
organization
► Climate leadership models and techniques shared to reinforce the corporate culture being
demanded.
► Heidrick & Struggles onboarding support – readings, case lessons and peer mentoring as required.
► Exploration of succession planning risks and demands
8100051 12
14. Conclusion
Its an industry problem - we ► The AirAsia paradox: “Now everyone can fly” – Airlines are no
no longer attract the best longer the only avenue to a global life
and brightest:
► Engineering is not attractive, the “NASA years” are over
► Industry pay has only recently started to become attractive
but still lags alternative professions like legal, medical and
finance
Long term leadership ► Aerospace needs to embrace globalization at all levels, not
development is a senior just blue-collar
change management
► It requires the full attention and explicit and continuous
program and should be
support of the CEO
treated as such:
► HR Needs to be professionalized with strong focus on training
and development, succession planning, retention and career
development, complementation and benefits
► A need to move to competency based hiring: identify global
best practices and bring in talent from other industries
8100051 13
16. Introduction
► With growth and cost demands on the rise and a generation of the workforce
approaching retirement, locating and retaining the skilled talent necessary to
effectively support the MRO business is an emerging issue.
► Given the concern that the need for qualified individuals at every level is
outpacing the supply of talent, with the potential of constraining growth if
countermeasures are not taken to correct the dilemma, this survey was
developed to gather industry insights.
► In order to clearly identify human resource issues within the MRO space and
assess the implications, the two organizations jointly developed a survey
instrument to gage staffing and leadership issues facing the MRO industry today
and in the coming years.
► The survey was administered in a web-based format and delivered to 2,800
individuals (valid and unique email addresses) across the world and representing
a range of responsibilities within the MRO and aviation industry.
8100051 15
17. Introduction
Airline (maintenance
Other department)
15% 18%
Senior
Other
Executive
32% Airline-owned
Officer
39% or affiliated MRO
8%
Director/ Other
Manager Corporate Independent MRO
42% Officer 19%
OEM/
4% OEM maintenance
division
8100051 16
18. Continued Globalization
Across the board—by geography, company type and job functions and titles —there is a very
strong belief in continued globalization.
► 88% of the respondents feel the industry will be more globalized in the next three years.
There is also strong belief in continued consolidation
► 79% of respondents believe in more consolidation vs. the 21% that believe a plateau has been
reached.
► Interestingly, executives are the least bullish about increased consolidation with 67%, but an
additional 30% of the executives think it will at least hold steady..
Globalization Consolidation
Less
Globalized
Remain the 2%
same Remain the
10% same More
21% Consolidation
More
79%
Globalized
88%
8100051 17
19. Continued Growth Opportunities
Future Growth Opportunities by World Region
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
North North Latin Western Eastern Asia- China India Middle Africa
America America America & Europe Europe Pacific East
US Canada the
Caribbean
Organic/internal Mergers/acquisitions
Joint ventures/alliances Private equity/leveraged buy-outs
Off-shoring Other
8100051 18
20. Challenges
In the face of continued globalization and consolidation, respondents considered the human resource
shortage as their companies’ greatest challenge. 41% ranked a human resource shortage as their top
concern amongst possible challenges.
Looking at the impact of recruiting, the vast majority of respondents feel it is a significant or
moderate issue for the MRO industry at large this year.
It is expected to become an even more important issue just three years into the future, as evidenced
by a stated shift toward considering the issue more “significant” than “moderate” (68%/30%
significant/moderate in 2011 vs. 45%/50% significant/moderate in 2008).
8100051 19
21. Challenges
Challenge Ranking #1 #2 #3
Human resource shortage 41% 30% 13%
Qualified leadership shortage 31% 30% 20%
Adequate training 4% 18% 26%
Parts and materials / supply chain issues 9% 13% 22%
Marketing and business development 13% 10% 20%
Other 3% 1% 1%
8100051 20
22. Recruiting Impact
► Looking at the impact of recruiting across all employment levels 40-60% of respondents agree that
recruiting will be a real (moderate to significant) challenge for each level in 2008 and that this will
have an impact on the business.
► As companies consider their future employment needs, it was noted that there is a general trend
that suggests there will be an increased reliance on other regions of the world to fill those needs.
► Airline-owned or -affiliated MROs are expected to be the most reliant on foreigners for support staff
(27%), but will be among the lowest (13%) for operational staff. The Middle East is expected to
maintain a strong demand for technicians and mechanics, but China's demand appears like it may
fall (27% vs. 9%), perhaps due to improved skill development within their borders as regions
develop. A very similar trend is expected for support staff in these two regions. The trend in China
is reversed or flat for the upper employment levels, suggesting they will have a continued demand
for managers and executives from outside the region.
8100051 21
23. Leadership
► Over one-third (37%) of all MRO organizations do not believe their organization has the right
management in place to deal with expected growth and changes.
► Independent MROs and OEM maintenance divisions have the most confidence in their leadership.
Airline maintenance departments have the least trust in their management (45%).
► Interestingly, when looking at this issue through the lens of the respondent’s title (see Figure 18), it
was noted that senior executives were the most confident (45% feeling moderately to strongly that
their company had the right management in place). Confidence at this level fell to 20% amongst
the director/manager types.
► Perhaps most concerning was the 17% confidence at the moderate to strong level amongst the
other members of the C-suite (other corporate officers); however, 67% were more confident than
not amongst these individuals. The numbers are not necessarily unexpected, but they do suggest
there is some level of concern about the leadership.
8100051 22
24. Impact
► From a worldwide perspective, 80% of the respondents feel that the human resource shortage will
have some impact on the MRO capacity available.
― Some 28% of the respondents believe this impact will be high or significant in nature.
― The shortage is predicted by more than a third (37%) of the respondents to drive a 15% or
more salary increase worldwide.
► Growth is clearly expected to be affected with greatest (high or significant) impact in North America
(36%), Asia-Pacific (34%), China (31%), and India (31%).
► Overall, all business segments expect salaries in China and India to increase by 15% or more over
the next three years. Other regions are expected to see salary increases of less than 15%.
8100051 23
25. Impact
Region Impact effecting High/ Significant Salary increase
growth impact >15%
North America 83% 36% 30%
Latin America & the Caribbean 76% 17% 13%
Western Europe 88% 29% 29%
Eastern Europe 85% 21% 34%
Asia-Pacific 84% 34% 47%
China 73% 31% 56%
India 71% 31% 54%
Middle East 85% 26% 39%
Africa 71% 15% 21%
Worldwide 80% 28% 37%
8100051 24
27. The War for Talent – A Global Issue
All over the world we are facing a shortage of talented people who have the transferable
technical skills to compete in global business
► Today, only 20% of Americans have passports, yet American companies are looking to aggressively
expand into Europe and Asia
► Meanwhile European businesses are searching for footholds in Asia and also further expansion in
North America
► The Japanese, for the first time in 15 years, given their economic upturn, are looking to expand
outside of their borders yet are finding they don’t have the senior management to get them there
► Chinese companies are following this trend and are increasingly committed to gaining a place on
the international stage. In particular, Chinese organizations which were once state owned want to
know if they have the same talent to compete against a General Electric, a Pepsi Cola, a Dell
► Indian companies are rapidly going global and as seen in their airlines,
among other industries, are rapidly tapping into the global talent pool
8100051 26
28. The War for Talent – Going Forward
In industrial nations the shortage of talent will worsen
► Japan alone will lose up to 60 million people over the next 30 years
► In 30 years there will be 70-80 million fewer Europeans
than there are today
► 50% of the top people in US companies will leave in the
next 3 years
We know the situation in China and India is different.
Yet, in spite of the population wealth, the talent problem in
China is just as pressing
► The talent pool in China is shallow
► Exacerbated by the Cultural Revolution which affected a large group of individuals who would be in
management position now
► In China, just as in the rest of the world, there is a severe shortage in globally experienced senior
management
► A recent report by Business Week showed there is shortage of 70,000 globally experienced Chinese
managers and by 2010, McKinsey predicts India will face a shortfall of 500,000 staff capable of
doing work for multinationals
8100051 27
29. An Engineering Perspective
► The shortage of top executive and engineering talent is just starting to be noticed.
► In the United States a presidential commission was established in 2003 and predicted a
“devastating loss of skill, experience and intellectual capital”.
► According to a study by Bain & Co. and Deloitte Consulting only half of the 68,000 military
engineers due to retire by 2010 can be replaced.
► According to a study by McKinsey Global Institute, young engineers coming forward in China may
not be enough to meet even local demand. The number who are considered suitable for work in
multi-nationals is just 160,000 – about the same number as are available in Britain.
► The supply of graduates isn’t the only problem. It is the depth of experience that is lacking, as well
as exposure to new and developing technologies.
8100051 28
30. The challenge is in finding talent…
So how does all this help attract and retain talent in this region and globally?
► If you want to look like heroes, if not to your board, but potentially to your successor, you have to
invest in human capital
► That means making a decision to send high potential individuals abroad where they can gain the
technical skill sets, organisational know-how and experience that will help your company grow, long
term
► The mistake most organisations make is that they send their Chinese nationals abroad for a short
period of time, not allowing them to reap the benefits of this experience
► …the other mistake is that they only send a couple
► It’s a long term investment – you need to operate a talent pipeline with employees
continually being sent abroad, to return a few years later
► Human Capital is the oil of tomorrow – it’s in high demand and is often
hard to find
In addition, most organisations think that once the talent has been acquired the hard
work is over
The acquisition itself may not be easy but the retention and on-boarding is just as critical
Currently 40% of senior hires globally leave their firm or are fired within 18 months of
joining
It is in all of our best interests to decrease this percentage
8100051 30
31. Heidrick & Struggles and Team SAI have combined their industry experience and resources to focus
attention on this critical challenge facing the global aviation community.
Torbjorn Karlsson
Torbjorn Karlsson joined Heidrick & Struggles in 2006 to lead the Aviation, Aerospace and Defence
practice in Asia. He is also involved in the transportation and supply chain sectors. Torbjorn has spent
many years in aerospace industry in consulting, airports, aviation equipment sales and aircraft trading.
Based in Singapore, he can be reached at tkarlsson@heidrick.com or
+65 6332 5001. www.heidrick.com
About Heidrick & Struggles International, Inc.
Heidrick & Struggles International, Inc. is the world’s premier provider of senior-level executive search
and leadership consulting services, including talent management board building, executive on-boarding
and M&A effectiveness. For more than 50 years, we have focused on quality service and built strong
leadership teams through our relationships with clients and individuals worldwide. Today, Heidrick &
Struggles leadership experts operate from principal business centers in North America, Latin America,
Europe and Asia Pacific. For more information about Heidrick & Struggles,
TeamSAI is a Denver based practice of strategic & tactical management and operations consulting,
serving all aspects of the aviation community including airlines, airports, manufacturers, MROs, and
corporate/fractional operations. TeamSAI also produces the annual World MRO Forecast, and is a
partner with McGraw-Hill’s Aviation Week Group in their new MRO Prospector web based market
development tool for the MRO industry. TeamSAI, providing better direction through Strategy, Action
& Insight. Additional information about TeamSAI is available at www.teamsai.com
8100051 31