Ten Reasons For Reassessing Financial Leadership
13/02/2025
We explore the the 10 most common signs that finance leadership change should be considered.
We explore the the 10 most common signs that finance leadership change should be considered.
To meet the demands of tomorrow, the industry must continue to address key themes surrounding talent acquisition, development, and retention.
Savannah’s Talent Intelligence Practice examined the current state of data leadership in the industrial sector in the UK
Savannah Group’s Next Generation Leadership Institute is examining how key board roles are evolving
Humility and vulnerability in leadership are increasingly being heralded as crucial traits for modern leaders. Is humble leadership truly practical in reality?
Whilst the Infrastructure Trends highlighted earlier this year are still at the forefront of leaders’ minds, we have seen four leadership piorities emerge.
We analysed 520,000 Vice President or Director level individuals working in cyber-related roles to understand the leadership talent gap
We are proud to be supporting Danone in using a data-enhanced approach to solving a current leadership challenge.
Katie Hevey and Rebecca Sharkey spoke with Monique Breen, Global IT Executive Director at Boston Consulting Group.
Savannah Group’s Katie Hevey and Rebecca Sharkey met with Lisa Gibbard to talk about her career journey.
Are the CEOs and Chairs jobs getting harder and if so, how can leaders cultivate resilience and thrive?
76 infrastructure leaders talked to Savannah about the most important trends impacting their businesses
and leadership.
Savannah Group’s Katie Hevey and Rebecca Sharkey met with Françoise Russo to talk about her journey to becoming a CIO.
In an industry considered by some to be glacial in its evolution when compared to the likes of technology and service segments, the world of aerospace and defence is now moving forward in quantum leaps on numerous fronts.
Five years ago, we met with leading figures from the travel, hospitality and leisure sectors
at one of our quarterly Boardroom Lunches and the topic of conversation turned to the
relevancy of Peter Drucker’s famous quote: “Culture eats strategy for breakfast” – and whether that was becoming more, or less, true, as the pace of change accelerated.
Savannah Group’s Joe Rudkin met with PE Treasury favourite Pedro Madeira to discuss
the cash benefits this specialist position brings to portfolio businesses.
In the grip of a global economic slowdown, the Chief Financial Officer holds one of, if not the most critical role in any organisation.
At a unique event, Savannah Group in collaboration with Google Cloud brought together a panel of sporting leaders to discuss parallels and lessons for business from succeeding – and failing – at a high-performance level. Our diverse panel of leaders included Vicky Gosling OBE, CEO of GB Snowsport, Nick Fry, chairman of McLaren Applied, Kate Richardson-Walsh OBE, former captain of the Great Britain and England hockey teams and Iain Nairn MBE, former England Physical Disability cricket team captain.
What are the key themes and challenges facing infrastructure talent acquisition in 2022? This is the exact question Tim Shaw, Partner in Savannah’s Industrial Practice, addressed in his recent keynote presentation at FIDICs Global Infrastructure Conference. As we look ahead into 2022, there will be four major areas that need to be focused on to attract and retain the best talent:
• Diversity
• Hybrid Culture
• Digital
• Purpose
Over a year on from the first lockdown, Savannah Group has reflected on what has been an extraordinary year in the Private Equity sector with the volume of requests for pre and post-acquisition support mirroring the ebb and flow of deal-making and all the challenges that has brought with it.
It is the golden age of content, and marketing, brand and distribution revenues are all driven, to a large extent, by creating compelling content. Our report looks at the findings of a survey of over 100 industry executives to get a sense of the trends and challenges taking place within the sports, media & entertainment sector, which finds itself in a state of flux and transformation. With the consumer exercising more power than ever before in how they consume content, the report discusses the concept of customer centricity, how organisations use content to create and capture value and the importance of the role of Chief Content Officer.
It seems that the rate of change in the energy sector is taking people by surprise. Given the falling costs of technology and availability of new renewable technologies, so much is being achieved in pushing the boundaries of this industry. We discuss what the organisational implications for business leaders and investors are.
Today’s forces of disruption are having a marked effect on the way businesses approach change and transformation. Is the greater demand for growth the reason why private equity-backed businesses are getting more from commercial executive interims and leaving the larger public corporates trailing in their wake?
The role of social media in today’s society combined with significant increases in the quantity, quality and the availability of content is having a marked effect on the dynamic between parent brands and the personal brands of the stars they employ. Nowhere is this more apparent than in the sports and media industry, and to discuss this topic, Savannah Group recently hosted a private dinner for senior executives in the sector.The topics of discussion focused on the role of content for these organisations; how they are looking to monetise their content and the carefully balanced dynamic between the commercial arm of the business and the talent they have within them.
On the eve of Euro 2016, I asked the question in an article, as to whether broadcasters viewed social media as a ‘friend’ or ‘foe’. Two years on and the debate still rages. Although I would argue that the terminology needs updating and simplifying, replacing ‘social media businesses’ for ‘digital businesses’. What hasn’t become simpler is the somewhat awkward or evolving co-existence broadcasters and digital businesses share. On the one hand they are in open competition bidding against each other for sports rights, which in some cases has resulted in rights holders opting to move away from traditional linear deals and create partnerships with digital businesses.
Savannah Group recently hosted its inaugural Media, Sports and Entertainment dinner for a selection of prominent senior executives, hosted by Tony Simpson. The focus of the dinner was a discussion around how an ever more digital future will impact businesses of all shapes and sizes within the Media, Sport and Entertainment industry.
At a recent Leisure & Hospitality Breakfast series hosted at Claridges Hotel, Niren Chaudhary presented to a senior audience on “How to build brands in emerging economies” – a fascinating presentation based on a hugely successful turnaround and growth story when Niren was President of India for Yum! Foods. The presentation received outstanding feedback from the Chairmen, CEOs, COOs/ MDs, HR Directors and CMOs in the audience, so I wanted to share the essence of that presentation here.
We recently hosted our latest boardroom lunch at our London Office for Chairmen, NEDs, CEOs and Investors from the Leisure, Hospitality & Travel sector. Guests included board members from Casual Dining Group, Priceline Group, Greggs, British Hospitality Association, SSP Group Plc, Vital Ingredient, The Restaurant Group, TUI, Disneyland Resort Paris and Barburrito.
On the day of the recent referendum, a selection of Chairmen, CEO and investors from across the Leisure, Hospitality & Travel sectors discussed their thoughts on the outcome and the implications of a Remain or Leave. Harold Wilson’s famous “a week is a long time in politics” quote certainly seems even more relevant now than it was back in 1977.
In a week when Goldman Sachs reported a 60% drop in first quarter profits, continued media reports of low consumer confidence and uncertainty created through Brexit and a looming American election, we were intrigued to see whether the optimism built up in 2015 was alive and kicking or slowly dissipating. How optimistic were the CEO’s and Chairmen across the Leisure, Travel & Hospitality sector for the second half of 2016 and beyond?
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