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?
We’ve summarised Ten Tenets that define Next Generation Leadership in an increasingly challenging business environment.
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.
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.
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
Savannah has become a Founding Member of NiB to help ensure greater workplace inclusion of the neurodivergent community.
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.
Get to know our CEO Katrina Cheverton in her interview with City AM. She talks about a broad range of topics, from her favourite city haunts to the potential role of AI in moving the diversity dial.
Savannah Group announces that Alex Langridge and Nick Davies have joined as Partners in the Digital & Technology Practice. This integrated team of four partners work with principals and researchers to deliver executive search, interim management, transformation consultants and talent intelligence services.
We are delighted to launch Savannah Group’s evolved brand.
We have updated our brand to reflect what we now offer to clients.
The right leadership is fundamental for business success. Yet traditional methods of finding talent have not changed for decades.
CFOs are crucial for business survival but appointing the right financial guardian has never been more challenging. Partner at Savannah Group, Richard Ashton explains what skills are vital for CFOs and where technology can aid with recruiting the perfect CFO.
Want to be a next generation leader? Here are three things you need to know.
Organisations in the UK have work to do if they want to keep up with digital-native competitors. That’s according to early results from the National Digital Benchmark survey, created alongside Management Consultancy PA Consulting Group and award-winning speaker and author Professor Venkat Venkatraman. The interim results from the survey, which several hundred senior executives have responded to so far, suggest that digital transformation is slow within UK organisations, however awareness of a need to evolve and embrace digital is increasing.
Savannah Group and Leading Edge Forum recently hosted a breakfast briefing at Savannah’s offices in London to discuss “The Future of the IT Organisation”. Bill Murray of LEF presented key findings from a recent LEF research report, with a subsequent roundtable debate with fifteen CIOs/CTOs and CDOs on whether there will be an IT Organisation in the future.
A decade ago, virtually every CIO role focused on one thing: large scale ERP experience. CIOs marshalled small armies of people and large budgets, whilst being perceived by the business as a back office function whose sole purpose was systems optimisation. Skip forward to today and the vast majority of CIO roles are a hybrid of classic and new; dealing with the challenges of a legacy environment and “digitising” the business.
I attended an incredibly engaging talk by Mark Shayler towards the end of 2016 that concerned the current age of disruption that is occurring globally. In this article I discuss and highlight five of the key power shifts he outlined.
Cybersecurity continues to make headlines, with a recent breach at Tesco Bank and the Chancellor unveiling a £2bn plan to “strike back” against cyber hackers. It is clear that public institutions, businesses, and our national infrastructure are being attacked on a daily basis by a mix of nation states, cyber spies, criminal gangs, hacktivists and “kids in bedrooms”, using in many cases, easily available and affordable tools.
For modern knowledge-based organisations, it is talent and not capital and raw materials that have become the most important asset and the key to competitive advantage. This elevation of the talent agenda means that the personal traits and leadership styles of the best HR Directors are increasingly converging with those of their CEOs.
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