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We can see the wave of change thundering through organisations – driving an increased need to invest in staff who are agile, digitally savvy and creative. At the same time, organisations need to implement new (and lower cost) models and structures to meet the competitive landscape.
With the world facing the most disruptive period in history, the chief executives of today are either shaping the business models of tomorrow, and creating new growth engines, or watching in horror as their traditional revenue streams dwindle to a trickle.
The future CISO is a forward-thinking IT business leader with deep exposure to the C-Suite and Board. They are security guardians – prescient and proactive in cyber risk management – and highly strategic at adapting, preventing, and responding to cyber risk threats. Further, they convey these threats through metricated data to protect an organisation’s finances, assets, brand and customers.
While gender diversity is still at the forefront of external search assignments and internal succession programs for leading Australian companies, a recent Association of Executive Search Consultants (AESC) panel on “Cracking the Bamboo Ceiling” has reaffirmed ‘cultural diversity’ as a critical lens for leadership succession.
Many CFO’s aspire to be the CEO-in-waiting. Many believe that planning their career trajectory to incorporate operational management, or other experiences gained outside finance, is enough to achieve the apex of executive life. The challenges, however, confronting modern CEO’s—and Boards responsible for appointing them—can present signification barrier to such career strategies.
With the recent acceleration of globalisation and aggregation of businesses the volume of M&A prospecting has considerably grown. In the last four years alone, the Johnson team has researched over 2,000 targets, and we have engaged with the owners of at least 250 businesses, and advised on dozens of acquisitions or mergers.
Various corporate failures of late have been well-documented, with most of the issues having resulted from widespread breakdowns in governance. In the aftermath, the focus has been on directors and the clear omissions in governance.
The future CMO will be a key revenue contributor responsible for effectively predicting and delivering top line growth. S/he owns the brand and uses data to find tomorrow’s customers today. With an ever expanding breadth of influence, the CMO profile is increasingly looking like that of the CEO.
CEO succession is THE number one role of the board. In today’s complex and dynamic environment, investing time and attention to acquire and groom the right bench of talent at the top is a critical priority.
For corporations worldwide, the target profile and strategic responsibilities of the General Counsel are shifting, with in-house counsel playing a more prominent and valuable role in the leadership team.