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Alex Langridge and Nick Davies join Savannah Group

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.

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Next Generation Savannah Group Launches

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.

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In The CFO – Appointing a future-proof CFO

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.

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Diversity in interim hiring

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?

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Challenging the Balance of Executive Power

Diversity isn’t a numbers game – it’s a power game, and one that most companies are losing. Strong representation of women on boards has been achieved thanks to the rapid ascent of female NEDs. But for a company to be truly gender diverse, diverse groups must hold a healthy grip of the executive decision-making pendulum. Clearly that can only happen by gaining a more critical mass of such talent in the most powerful C-suite roles. So what’s holding companies back?

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Candidates Hold All The Cards – The New Rules

The dynamics of the talent landscape has been upended over the past two years. Despite predictions of mass unemployment throughout the pandemic, what transpired was a fierce war for talent and an even greater drive towards transformation and organisational change. In parallel, the COVID crisis prompted a major mindset shift from employees both in regard to what they seek from their employers and realising their own value. One thing has become crystal clear: candidates now hold all the cards…

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The Unfinished Business of Boardroom Gender Diversity

The Government backed Davies Review in 2011 followed by the Hampton-Alexander Review in 2016, successfully encouraged a voluntary effort to substantially increase the number of women on the boards of the FTSE 350 listed companies and this effort has cascaded down through AIM listed and the largest privately held companies. In 2012, only 12% of the FTSE 350 non-executive directors were women.  Today, it is close to 40% and still increasing. While this success needs to recognised, it also masks a deeper problem. If companies can’t get on top of gender diversity, will they be able to succeed with other forms of diversity?

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