智识与洞见 | 高管寻访

Our insights with Israeli firms show three key areas for startup success: IPO-ready board, global executive attraction, and culture for expansion.

The world is facing a second pandemic, this time in mental health. This can be seen in company leaders who haven't reflected on the past few years.

An assertive hiring process doesn’t happen overnight, and it’s crucial to analyze where the organization currently stands, where it wants to go, and how the CFO fits into this puzzle. When hiring for this position, considering potential is just as important as technical skills.

From being a Director of the Forbes Marshall group of companies and the head of Forbes Marshall Foundation, Rati is a sought-after business leader and philanthropist.

Whether you are a board member, C-Suite leader, or chosen successor, earning the trust of the Founder is the cornerstone of your success.

The more we come out, the more change we can affect.

Veteran executive recruiter Karl Alleman, managing partner of Egon Zehnder’s U.S. practice, has a particularly good vantage point on this.

Companies with global aspirations require boards with global capability. So why don’t their boards reflect this new strategic direction? The findings of the 2014 Egon Zehnder Global Board Index™ reveal a Global Capability Gap, named by Egon Zehnder to describe the disparity between a company’s global footprint and the global experience of board members.

Executives who join companies to lead a digital transformation process are faced with a range of barriers, and may even abandon the project in just a few months. He or she will walk away frustrated and tired of fighting against the tide. The reason for this is that these professionals are hired with the support and incentive of the CEO, but soon find themselves alone.

GE’s announcement on June 12 that John Flannery would be the next CEO of the massive Boston-based conglomerate was a decision 20 years in the making.

Why things are changing for HR is described in an article in the German-language Harvard Business Manager magazine (July 2017)

Karl Alleman discusses how during the Great Depression, when most consumer goods companies were dramatically cutting back on marketing, Coca-Cola Chairman Robert Woodruff boldly increased promotional spending to better position the brand and grow the business.