Some organisations will continue to approach hiring as a transaction, while others are increasingly embracing it as a strategic, data-informed decision. As this shift accelerates, those investing in a more thoughtful, insight-led approach are unlocking greater long-term value.
Geopolitical, economic and technological pressures are making the business environment less predictable. 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.
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.
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?
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?
Peter Cabrera talks to Anna Foden, Head of Sustainability at Permasteelisa.
Our CEO Katrina Cheverton explains how and why Savannah Group is prioritising Diversity, Equity and Inclusion
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?
We’ve summarised Ten Tenets that define Next Generation Leadership in an increasingly challenging business environment.
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.
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
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.
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.
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.
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”
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