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01 04 Leadership Challenges In A Changing World Sjs

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01 04 Leadership Challenges In A Changing World Sjs

  1. 1. Leadership Challenges in a changing world Stephen Strittmatter Senior Consultant AIMS Germany
  2. 2. <ul><li>Stephen Strittmatter is a US citizen, and Pennsylvania State University graduate. He has more than ten years industry experience, having managed more than 30 persons before becoming a consultant. </li></ul><ul><li>He has been working as an Executive Recruiter since 1996, both internally in company organizations, as well as externally for international recruitment firms. Mr. Strittmatter has been a consultant of AIMS International-Germany since July 2008. </li></ul><ul><li>AGBC Bonn e.V. VP Membership since October 2008 </li></ul><ul><li>He has worked with global clients such as: Aventis, Roche, Bayer, Merck, Johnson and Johnson, Kerr/Sybron, and GE Medical. </li></ul><ul><li>He has filled positions from Technical Sales Representatives and Product Managers, to Regulatory Affairs Managers, Head of Strategic Planning, Head of Clinical Research and Development, Global Head of Research and Development, Health Outcomes Manager, and Medical Directors. </li></ul><ul><li>Languages: English, German, French, Dutch </li></ul>Stephen Strittmatter – Germany Talent Acquisition & Talent Management Worldwide
  3. 3. <ul><li>Mega Trends </li></ul>Mega Trends
  4. 4. Mega Trends China China China Chinese Companies Traditional Mature Countries Traditional Mature Countries China Home Market Foreign Companies 1 2 3
  5. 5. Mega Trends <ul><li>1970‘s – 1990‘s </li></ul><ul><li>Global companies went to China </li></ul><ul><li>for </li></ul><ul><li>low labor cost reasons </li></ul>
  6. 6. Mega Trends <ul><li>1990‘s – 2000‘s </li></ul><ul><li>Mid Size Companies followed; </li></ul><ul><li>- Same reason - </li></ul>
  7. 7. Mega Trends <ul><li>Last ten years </li></ul><ul><li>European / USA companies invested in China to </li></ul><ul><li>serve the Chinese market </li></ul>
  8. 8. Mega Trends <ul><li>Last ten years </li></ul><ul><li>Chinese companies invested increasingly </li></ul><ul><li>all over the world to </li></ul><ul><li>Acquire Technology </li></ul><ul><li>Enter Markets </li></ul><ul><li>Become APAC and Global Players </li></ul><ul><li>Influence politics </li></ul>
  9. 9. Mega Trends <ul><li>All of the above will continue or even accelerate </li></ul><ul><li>in the next decade. </li></ul>
  10. 10. Mega Trends <ul><li>Opportunities </li></ul><ul><li>or </li></ul><ul><li>Threats </li></ul>
  11. 11. The future of Leadership - Key Leadership Challenges through 2015 -
  12. 12. Understand Cultural Types
  13. 13. Transforming HR into a strategic partner Improving leadership development Improving performance management and awards Delivering on recruiting and staffing Enhancing employee commitment Restructuring the organization Mastering HR processes Managing Talent Managing change and cultural transformation Managing demographics Becoming a learning organization Managing work-life balance Measuring HR and employee performance Managing diversity Managing corporate social responsibility Managing globalization Providing shared services and outsourcing HR Relevance today Low High High High Low Low Future impor- tance Sources: Proprietary Web survey with 1,355 responses in 27 countries; BCG/EAPM analysis Critical Leadership Capabilities High impor- tance Low impor- tance Medium importance Current Capabilities
  14. 14. Critical Leadership Capabilities <ul><li>High Importance </li></ul><ul><li>Managing Talent </li></ul><ul><li>Managing Change and Cultural Transformation </li></ul><ul><li>Becoming a Learning Organization </li></ul><ul><li>Managing Work-Life Balance </li></ul><ul><li>Managing Demographics </li></ul>Importance for the Future / Current Capabilities
  15. 15. <ul><li>1 Managing Talent </li></ul><ul><li>There will be increasing needs to source talents from throughout the world </li></ul><ul><li>Need for broadening talent pools by attracting diverse groups of employees, (ethnic groups; men and women; young and experienced etc.) </li></ul><ul><li>Talent shortage will loom in Europe and in new markets </li></ul><ul><li>Resourcing of talents in countries like India will triple in 5-8 years </li></ul>Critical Leadership Capabilities - High Importance -
  16. 16. <ul><li>2 Managing Change and Cultural Transformation </li></ul><ul><li>Managing corporate and cultural change because of more and faster diversity </li></ul><ul><li>Top leaders need to play front end roles in change management </li></ul><ul><li>Create “change management” officers who drive processes </li></ul>Critical Leadership Capabilities - High Importance -
  17. 17. <ul><li>3 Becoming a learning organization </li></ul><ul><li>Prepare and cope with the complexity and the accelerated speed of an increasing global economy </li></ul><ul><li>Define a learning strategy (learning map) specific to the companies’ needs and culture </li></ul><ul><li>Boost the number of “on-the-job” developments. Couple these programs with counseling and coaching </li></ul><ul><li>Measure the return on investment from all learning initiatives </li></ul>Critical Leadership Capabilities - High Importance -
  18. 18. <ul><li>4 Managing Work Life Balance </li></ul><ul><li>Increasing selection and rejection of jobs because of the work - life -balance objectives </li></ul><ul><li>Flexible work arrangements could be one of many tools </li></ul><ul><li>Surveys should be made to identify current needs and expectations </li></ul><ul><li>Corporate social responsibility should be visible in order to increase employer’s brand </li></ul>- Critical Leadership Capabilities - High Importance -
  19. 19. <ul><li>Managing Demographics </li></ul><ul><li>Managing the loss of capacity and knowledge </li></ul><ul><li>Managing the aging of the talents </li></ul>Critical Leadership Capabilities - High Importance -
  20. 20. Requirements for Global Organization <ul><li>Analyze the Critical Capabilities of your </li></ul><ul><li>own Organization! </li></ul><ul><li>Maybe with the same capabilities of the study or others which are to be identified </li></ul>
  21. 21. AIMS International – Enjoy the Journey AIMS INTERNATIONAL VIDEO
  22. 22. Talent Acquisition & Talent Management Worldwide WHAT GLOBAL COMPANIES REQUIRE FROM AIMS INTERNATIONAL AIMS International
  23. 23. <ul><li>Worldwide partnership of leading Executive Search firms </li></ul><ul><li>Among the Top 10 Executive Search firms worldwide during the last 5 consecutive years </li></ul><ul><li>Founded in 1992 in Vienna, Austria </li></ul><ul><li>Offering </li></ul><ul><ul><li>- Talent Acquisition – Retained Executive Search Services </li></ul></ul><ul><ul><li>- Talent Management Services </li></ul></ul>Talent Acquisition & Talent Management Worldwide Requirements for AIMS International
  24. 24. <ul><li>Present in over 50 countries worldwide </li></ul><ul><li>Also almost all emerging markets </li></ul><ul><li>Over 90 offices </li></ul><ul><li>More than 350 consultants </li></ul>Talent Acquisition & Talent Management Worldwide AVAILABLE IN ALL COUNTRIES Requirements for Global Organization
  25. 25. <ul><li>Same high quality services in all countries </li></ul>Talent Acquisition & Talent Management Worldwide Requirements for Global Organization
  26. 26. <ul><li>Same high quality services in all countries </li></ul><ul><li>Single point of contact (KAM) </li></ul>Talent Acquisition & Talent Management Worldwide Requirements for Global Organization
  27. 27. <ul><li>Same high quality services in all countries </li></ul><ul><li>Single point of contact (KAM) </li></ul><ul><li>Advise on all HR issues </li></ul>Talent Acquisition & Talent Management Worldwide Requirements for Global Organization
  28. 28. <ul><li>Same high quality services in all countries </li></ul><ul><li>Single point of contact (KAM) </li></ul><ul><li>Advise on all HR issues </li></ul><ul><li>Cross Border / Multi Country Searches for talents </li></ul>Talent Acquisition & Talent Management Worldwide Requirements for Global Organization
  29. 29. <ul><li>Same high quality services in all countries </li></ul><ul><li>Single point of contact (KAM) </li></ul><ul><li>Advise on all HR issues </li></ul><ul><li>Cross Border / Multi Country Searches for talents </li></ul><ul><li>Covering all management levels in all functions </li></ul>Talent Acquisition & Talent Management Worldwide Requirements for Global Organization
  30. 30. <ul><li>Same high quality services in all countries </li></ul><ul><li>Single point of contact (KAM) </li></ul><ul><li>Advise on all HR issues </li></ul><ul><li>Cross Border / Multi Country Searches for talents </li></ul><ul><li>Covering all management levels in all functions </li></ul><ul><li>Obligation to deliver </li></ul>Talent Acquisition & Talent Management Worldwide Requirements for Global Organization
  31. 31. AIMS INTERNATIONAL <ul><li>Thank you for your attention! </li></ul>

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