The shift towards functional nutrition, wellbeing products and low- and no-alcohol alternatives is changing more than consumer markets. It is influencing how the next generation evaluates employers. As corporate and employer brands converge, leadership teams must recognise that the products they invest in increasingly shape the talent they attract.
AI is transforming the travel industry faster than many leaders realise. Those who adapt will unlock new opportunities for growth and innovation; those who don’t risk being left behind. The future belongs to leaders who can combine human insight with technological change.
New research exploring the growing gap between automotive industry disruption and leadership readiness, and what organisations must do to build more agile, resilient leadership teams for the future.
As market conditions become more uncertain and holding periods extend, leadership quality is moving to the centre of the investment thesis.
Most organisations rush to hire AI leaders without understanding the market. Those seeing real value use Talent Intelligence to align strategy and capability first.
The automotive industry is no stranger to complexity. What has changed is the nature of that complexity, and with it, the profile of the leaders required to navigate it.
Generative AI is reshaping how leaders build stronger teams. In a recent webinar, Alex Martin and James Davies-Love explored how these shifts are changing leadership hiring in practice.
The smartest law firms are no longer treating M&A and partner hiring as separate decisions. They are using both to shape the same outcome: a stronger platform, a sharper market position, and a more durable path to growth.
Performance is no longer driven by how many people an organisation employs, but by who those people are. The result is a move toward hiring fewer individuals operating at a higher level.
The pervasive nature of AI is inviting leadership teams to reconsider, and in some cases redefine how their organisations create value.
Organisations that are investing in a more thoughtful, insight-led approach are unlocking greater long-term value.
Leaders must make faster decisions with incomplete information and build organisations capable of operating in environments where disruption is routine.
The role of the Chief Financial Officer in the mining and natural resources industry is changing rapidly. Traditionally focused on financial reporting, cost control and compliance, the modern mining CFO is increasingly expected to play a central role in corporate strategy, capital allocation and governance.
At Savannah Group’s Talent Acquisition Forum, senior talent leaders discussed how organisations are adapting their workforce strategies to operate in an increasingly volatile environment.
To coincide with International Women’s Day, Allison Kirkby, BT CEO, shares her perspectives on how inclusion drives business performance with Savannah Group’s Ali Palmer.
This Savannah CPO Pulse survey highlights consistent themes: talent shortages, AI-driven workforce transformation, leadership succession risks, and the evolving future of employment.
We asked 30 CFOs what was keeping them awake at night. Their concerns go way beyond this quarter’s numbers; CEOs are asking them what needs to fundamentally change in the next 24 months, and what does that mean for finance?”
Solving the challenge of finding the right people, consistently, at pace and at scale, is revolutionary for the executive search industry. This article is about how Savannah approached and solved this problem.
What now differentiates success from underperformance is infrastructure leadership.
For boards and executive teams, the challenge is no longer simply finding experienced mining leaders. It is ensuring the right leadership mix is in place.
Savannah Group interviewed and surveyed over 170 executive and non-executive board leaders to discuss how boards must evolve.
TA leaders are being pulled into strategic territory that demands new thinking, new tools, and new levels of influence.
These seasoned leaders deliver strategic clarity, operational discipline, and measurable impact from day one.
World leaders are skipping Brazil’s climate summit as climate risks threaten 64% of global market value.
Senior appointments are taking longer, criteria are sharper, and expectations for leaders are growing. This is the precision era of senior hiring, with leading organisations seeking fewer, better people.
With cyber risk becoming more severe, we’ve analysed the current state of security leadership to understand how it compares across sectors and how it needs to evolve.
Insights from Savannah Group’s CEO, Chair and Investor Lunch Discussion.
Savannah Group is pleased to announce the appointment of Jim Berriman as Partner.
How are CPGs fine-tuning portfolios, adapting go-to-market models, and which are the roles critical to staying ahead through these turbulent times?
How is investor relations leadership affected by the current business context? Is the ideal profile for leaders in IR shifting, and if so, how?
How HR leaders and their teams can turn RemCo and the annual compensation period from headache to strategic advantage.
A recent Deloitte study found that only 14% of leaders feel confident in their organisation’s succession plan. The missing piece is external benchmarking.
AI has vaulted from pilot projects to board-level priority almost overnight. Should you hire a Chief AI Officer to orchestrate the shift?
Simon Gillibrand, Partner and Head of the Natural Resources and Clean Technology practice explores this topic.
Savannah Group is pleased to announce the appointment of Simon Gillibrand as Partner, Natural Resources & Clean Technology.
Savannah Group announces the launch of a dedicated Legal Practice focused on private practice partners and in-house legal.
We must work hard to protect against bias, not just in selection, but from the very start: how and where you search for candidates.
Few decisions are more consequential than senior hires. Yet many executives still treat talent attraction as an HR process, one that sits slightly outside their strategic toolkit.
Hiring great talent is one of the most important responsibilities of a leader, yet many recruitment mandates take months to complete or worse, remain unfilled.
The most pertinent takeaways from a recent Next Generation Leadership Institute lunch of Audit Chairs and CFOs
Five ways funds are positioning themselves and preparing to hire or develop leadership talent.
Pioneering organisations are rethinking not just the capability mix, but the entire Boardroom structure.
Real digital fluency is a genuine understanding of how technology is affecting the strategy.
Digital maturity is a critical factor in the ultimate success of hires intended to progress an organisation’s technological effectiveness.
Only 6% of FTSE 350 NEDs have digital leadership experience. As AI reshapes business operations at lightning speed, is your leadership equipped to guide it?
Today, CPOs are central to succession planning, talent mapping, and building resilience in volatile markets. Here are the five core challenges, and the bold moves needed to address them.
Too many leadership searches run into trouble due to rigid or misaligned briefs. This blog explores how stakeholder calibration and talent mapping can help you build stronger role definitions.
Too many leadership searches run into trouble due to rigid or misaligned briefs. This blog explores how stakeholder calibration and talent mapping can help you build stronger role definitions that reduce delays and increase hiring confidence from day one.
In this blog we discuss why 20-30% of leadership searches struggle to reach completion and how to fix it.
Alex Martin explains why talent location is now central to decision-making.
Peter Cabrera talks to Anna Foden, Head of Sustainability at Permasteelisa.
Interim executives offer a flexible and cost-effective solution to guide businesses through restructuring.
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.
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