Treating your leadership pipeline as a strategic asset
Half of CEOs and board members around the world have little or no confidence in their organization’s executive attraction, development, and retention strategy. For any other strategic asset, this would be seen as catastrophic failure. Yet until recently most corporate leaders have not seen their leadership pipeline as a strategic asset. Too many still don’t.
Some companies, however, are beginning to align their efforts to attract, retain, develop, deploy, and plan for the succession of their leaders, in the context of business strategy. Ensuring their leadership pipeline is a strategic asset takes far more than adopting best practices in HR—it is a fundamental realignment to ensure companies will always have the leaders they need. It is data driven, holistic, enterprise-wide, and continuous. Our featured insights explore why and how companies are undertaking these efforts.
The connecting leader: Five imperatives for leaders today
In a world where more is expected of corporations and leaders than ever before, where more is uncertain, and more is at stake, where more are demanding access, and where organizations are being unmoored by AI, climate change, war, pandemic, changing attitudes about work, and increasing stakeholder expectations for responsibility and inclusion, new perspectives are emerging on what it takes to lead successfully.
Treating your leadership pipeline as a strategic asset: How data can improve every aspect of executive leadership development and succession planning
Companies assess their executives about once a year. Most make far less use of this objective, independent data about their leaders than they could. Some, however, are using it to build a competitive edge.dynamics to coaching and leadership development.
CEO and board confidence monitor: Beating the succession planning paradox
A recent survey of 1,700 CEOs and board members around the world shows that a majority place a low priority on succession planning at both the CEO and board levels.
Structuring the AI function: The right questions to find the right model
As more companies embed AI, they face the question of where that expertise should sit in the organization. Starting with the right strategic questions can help leaders design their best-fit model.
Shawn Bushouse shares his insights on being an effective executive in both start-up and large corporate settings and how he’s adapted his own personal leadership style as he transitions between the two different types of organizations.
Caroline Farberger shares how her mindsets and behaviors changed as a leader after she transitioned, and how she realized that her previous way of leading was not inclusive—and what had to change for it to become truly inclusive.
Clint Grimes, the chief procurement officer at Capital One, discusses the evolution of the procurement function and the role of culture in successful broader strategic shifts.
Kabir Nath, CEO of Compass Pathways, discusses taking over a founder-led company, navigating investor relations, and evolving an organizational culture as a business grows.