From Reactive to Proactive: Why Uncertain Markets Demand Stronger Talent Intelligence
13/03/2025
Alex Martin, Managing Partner, Talent Intelligence explains how TI can be used as a competitive tool
Alex Martin, Managing Partner, Talent Intelligence explains how TI can be used as a competitive tool
Our CEO Katrina Cheverton explains how and why Savannah Group is prioritising Diversity, Equity and Inclusion
Talent mapping is a key tool for companies to hire quality leaders quickly and efficiently.
Paul Mendelssohn examines why more companies and private equity funds will opt for interim CFOs in 2025.
We explore the key trends shaping the future of HR.
We explore the the 10 most common signs that finance leadership change should be considered.
For lessons in leadership under stress and against the odds, we spoke to Claire Williams, Deputy Team Principal of the Williams team from 2013 to 2020.
To meet the demands of tomorrow, the industry must continue to address key themes surrounding talent acquisition, development, and retention.
In response to the demands of an ever-changing world, several key trends are prominent in how companies are approaching leadership hiring in 2025.
What is the most effective way of managing succession? And how can organisations
continue to identify and develop leaders for the future?
External benchmarking offers
critical insights to ensure leadership pipelines are both robust and market aligned.
We’ve summarised Ten Tenets that define Next Generation Leadership in an increasingly challenging business environment.
Savannah’s Talent Intelligence Practice examined the current state of data leadership in the industrial sector in the UK
While much attention is rightly given to finance, legal and operations, human capital is critical for a successful IPO transition.
Savannah Group’s Senior Advisor, Clancy Murphy, examines the potential role of AI in leadership succession
Savannah Group’s Next Generation Leadership Institute is examining how key board roles are evolving
Savannah CEO Katrina Cheverton shares questions which help organisations determine which leadership solution is required in today’s dynamic environment
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.
Ali Palmer and Clancy Murphy discuss the actions leaders can take to ensure seamless, successful leadership transitions. Four priorities emerged.
Talent Intelligence is being used to support our experts with tangible benefits.
Savannah Partner Richard Ashton gives his guidance to candidates considering their next move.
With 75% of CEOs predicting that AI will significantly change their business in the next three years, where is the talent who will realise its potential?
Katie Chevis and Alex Martin discuss how organisations are benefiting from the relatively new discipline of talent intelligence.
Talent Intelligence continues to evolve as a tool for forward-thinking leaders. Here we examine four of the most common applications of this capability.
Savannah CEO Katrina Cheverton sits down with Senior Advisor and Former FTSE CHRO Clancy Murphy to delve into the solutions for ensuring sustainable diversity.
Savannah’s Talent Intelligence team set about taking a closer look at recently appointed CEOs’ gender diversity and the proportion of women at senior levels in different industries.
Savannah Group’s Next Generation Leadership Institute is examining how non-executive board roles are evolving.
Heads of executive search from across sectors shared their insights on the challenges facing executive TA functions, and how to address them
What is Talent Intelligence and how can it give businesses and leaders a competitive advantage?
Savannah Group announces that Clancy Murphy has joined as Senior Advisor. Clancy will work with clients to operationalise their business strategies through leadership and talent.
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.
Nick Allan, CEO of Control Risks talks to Ali Palmer, Client Service Partner at Savannah Group.
Study objectives In the context of a difficult hiring environment for technology talent, we set out to answer a series of critical questions. Download full
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.
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.
Cyber attacks are expected to exceed $10 trillion annually by 2025. As they become more frequent and sophisticated, the need for leadership cyber talent who can defend against them becomes business-critical.
Interim leaders are critical appointments. They might revive a failing business or lead a project that enables an organisation to transition to a better future. Yet interims typically do not count towards diversity targets in pay gap numbers or other diversity reporting. Is diversity in this pool less important?
Companies are embarking on bold transformation journeys to see them through a challenging, uncertain business landscape and set them up for the future, but numerous hurdles face them. How do you prosper in a business environment in which volatility and disruption are the norm?
Amid the continuing shockwaves of pandemic, war, economic and political turmoil it is reassuring to know that there are business leaders who positively thrive in periods of crisis and chaos
This report in Savannah Groups’s People and Performance series features lessons for CEOs from the Armed Forces. The British military is renowned for its world-class leadership. Over centuries, they have honed a highly effective structure for identifying and developing leadership talent. The trio of organisations that make up the British Armed Forces – the British Army, Royal Navy and Royal Air Force – are each the size of a FTSE 100 company and have their own leader responsible for managing tens of thousands of people and billions of pounds of budget and assets. They represent the UK on the global geo-political stage, including security, trade, foreign relations and international business partnerships.
How has the DNA of our organisations been altered in recent months? And how will it evolve to support a super-resilient business model that can thrive in times of uncertainty? During our virtual event our panel members discussed practical actions that organisations can take now.
The evolution of the Executive Interim market has meant that steady state type scenarios now account for less than a fifth of the mandates that we talk to clients about. This doesn’t mean to say that the market is shrinking, but that the agenda that brings the assignment to the table has changed.
The changes we’ve seen in the market have certainly helped us categorise the capabilities of our network. The market is maturing and
Interims will likely continue to become more specialist in the future.
Employee engagement is out, and employee experience has emerged as its successor. Tailored, highly personal, and focused on the individual rather than the collective, a focus on employee experience aims to use a multitude of feedback tools, apps and self-service technologies to improve the employee experience.
The purpose of this document is to help you understand in greater depth what a headhunter is generally trying to get out of an interview and to give you some hints and tips on the do’s and don’ts of what and how you present at that interview.
This white paper is part of a series which explores different aspects of building high performance management teams within venture capital and private equity portfolio companies. This paper deals specifically with reference checking and its use as a tool when assessing potential candidates. If you plan to take references yourself then be aware of the legal duty of care you owe to the candidate.
The strongest candidates will be attracted to a business which has a clear strategy and a board that is united behind it. It should not be the short term goal of the CEO to develop the strategy unless the business is in need of a “turnaround”
One of the questions I am most frequently asked by Interim Managers is “How are you finding the market?” to which there is not a straightforward answer.
Much has changed in the Interim HR space over the past five to ten years that has shaped how it operates today.
Historically, the interim market has moved at a much faster pace than the executive search market. Over the past five to ten years, the client-side interviewing and overall assessment process in the HR interim market has been changing, so that the difference between the executive search process is not as apparent as it once was.
Research from SINTEF, the largest independent research company in Scandinavia, suggests that more data has been collected over the past two years than in the entire history of the human race. The convergence of several technology trends is accelerating this process, resulting in greater access to data, enhanced data storage, faster data mining and innovative utilisation of data in technologies such as AI. So how are businesses taking advantage of this exponential growth in data, and who do they need to hire to create a successful data and analytics function?
We are often asked to find candidates to assume responsibility for multiple functions, none more so than in the CFO role. It is curious however to see where convergence starts to occur further down the organisational structure and how the trends change from year to year and sector to sector.
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