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.
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