When it comes to leadership, the modern military does not rest on past laurels but is constantly evolving to embrace technological advances and new strategic thinking. As a result, today’s business leaders have much to learn from the armed forces.
CEOs were already operating in a volatile, fast-changing business environment, but post pandemic, the challenges they must overcome to succeed have intensified.
Want to be a next generation leader? Here are three things you need to know.
In this report, we look at the breakdown of non-executive and executive director appointments. The start of a new year typically brings feelings of hope, and as the clock ticked into 1 January, business execs will have been forgiven for leaning towards optimism in their outlook for 2022. Following a difficult couple of years, England was getting through a winter spike in Covid cases without returning to lockdown rules which crippled large parts of the economy in 2020 and 2021.
In this report, we analyse the board appointments to the FTSE 100 and FTSE 250 listed companies in Q4 2021 and share a deeper analysis of the full year. Having been conducting these reports now since 2018, we have a strong basis through which to provide comparative analysis and draw conclusions as to the buoyancy of FTSE board activity and what impacts the market.
The chair is in a unique position when it comes to a subject that is vital to the success of every business: succession. On the one hand, chairs play a crucial role in ensuring there is a sensible and appropriate succession plan in place for the two most important executive positions: CEO and CFO. Meanwhile, as is discussed throughout this report, they are also tasked with ensuring a diverse composition of non- exec board members around them. And all the while considering whether they are meeting the evolving needs to best serve as chair themselves.
Respondents of a 2021 board study by Savannah reveal how a business landscape where volatility is the norm impacts the attributes of successful chairs and boards of the future.
Purpose, innovation and diversity are driving a realigned set of priorities for board directors. When the chairs and other executive and non-executive directors were asked by Savannah Group in mid-2021 to rank the top issues of importance to the board today, the results revealed a stark realignment of priorities from what was traditionally associated with boardroom decisions.
In a dramatically shifting business environment, the traditional roles of the chair and board are having to evolve. Non-financial issues, and non-traditional board measures such as sustainability, D&I, digital transformation and social purpose, are adding new dimensions to board leadership and governance, causing the role of the board to evolve. The pressure is on all board directors, but most of all the chair, to not only take on a more active role but also to reflect on what they personally need to bring to the table as companies look to reinvent themselves for a post- Covid, post-Brexit age.
In this report, we look at the breakdown of non-executive and executive director appointments. The long-anticipated ‘Freedom Day’ came 19 days into the third quarter of 2021 in England, finally unleashing the British economy from the remaining shackles of Covid restrictions, albeit with numerous limitations still remaining on global travel. For many businesses, certainly in the sectors most affected by lockdowns, it was a moment of jubilation and relief that they could turn back to the recruitment market to reignite their growth plans following 18 months of
stagnation.
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