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Global Context CEO Briefing 2006 Economist Intelligence Unit - Executive Summary

• • • • • • • • •

Globalization isn't new but it’s meaning is evolving Overseas markets require more attention than domestic Local will be as important as global Global sourcing will improve performance and margins Topline to the fore Strategic priorities: revenue growth and market share New customers more relevant than existing for growth Cost control remains crucial Technology is back

Portuguese Context • • • • • •

• •

Slow Stock Exchange Difficulty to grow: Stagnated Population 10 Million inhabitants Focus on profitability instead of growth Restrictions: Strict Labor Law, Inefficient judicial system, Market Size Effort to attract foreign investment Corporate Scenario: – Large State Stringed Companies – Medium Family Owned Companies – Striving Small Public Companies Shareholders Determine CEO type and agenda Dominant stakes in small players for small Stakes in dominant Players

Global CEO Agenda • • • • •

Driving Revenue Growth (new markets/customers) Managing Financial Markets Ceasing Cultural Differences Managing Global Constituencies Managing Teams Effectively Across Borders • Finding and Managing Talent • Innovation • Communicating a Single Strategic Vision

Global CEO Agenda One world, much complexity Main forces with impact on the global marketplace (next 3 years?)

Rising demand in emerging markets


Advances in technology


Increased globalization and deregulation


Geopolitical instability Increased competition Source: Economist Intelligence Unit Survey, 2006



Global CEO Agenda Greatest risks (next 3 years) greatest risks your company will face over (next 3 years?)

Increased competitive pressures


Failure to innovate


Inability to respond quickly to changing market


Difficulty attracting and retaining talent Macroeconomic and financial risk Source: Economist Intelligence Unit Survey, 2006



Global CEO Agenda Ensuring Skills How to ensure skills to meet strategic objectives (next 3 years?)

Training and development programs


performance--based Placing greater emphasis on performance compensation


Offering aboveabove-average compensation and benefits packages to star performers


Rotation of employees through different functions and departments


Sourcing more talent from offshore locations Source: Economist Intelligence Unit Survey, 2006


Global CEO Agenda ceo challenge Biggest personal challenge as ceo !

" #


% %


' #

Source: Technology Fast 500 CEO survey - Deloitte

Portuguese CEO Agenda • • • • • • •

Milking Domestic Market Takeover Protection Internationalization Managing Shareholders Liaise Regulation Entities Governance Reducing Costs

Global CEO vs. CEO Portugal Global CEO vs. CEO Portugal

S&P 500


Average age

57 Years Old

50 Years Old

Median age

56 Years Old

49 Years Old

% CEO’ CEO’s bellow 49



CEO’’s engineer acd. backg. CEO



17 Years

7 Years

Average tenure

Global CEO Agenda Board Diversity Board members with overseas nationality in respective Stock Exchanges Swiss SE


Amsterdam SE

UK Most Diverse


London SE


Hong Kong SE


Paris SE


Milan SE


New York SE


Australian SE Deutsche Bรถrse Tokyo SE Source: Economist Intelligence Unit Survey, 2006

9.1% 8.6% 6.8%

In 10 Years Time: 2016 Macroeconomic Trends

1-Centers of economic activity will shift profoundly 2-Public Sector activities will balloon 3-Consumer Landscape will change and expand significantly Social and Environmental Trends

4-Technological connectivity will transform the way people live and interact 5-Battlefield for talent will shift Mckinsey (Ten Trends to Watch in 2006, by Ian Davis & Elisabeth Stephenson, in Mckinsey Quarterly Jan 2006.)

In 10 Years Time: 2016 Social and Environmental Trends

6-The role and behavior of big business will come under increasingly sharp scrutiny 7-Demand for natural resources will grow, as will the strain on the environment Business and Industry Trends

8-New global industry structures are emerging 9-Management will go from art to science 10-Ubiquitous access to information is changing the economics of knowledge Mckinsey (Ten Trends to Watch in 2006, by Ian Davis & Elisabeth Stephenson, in Mckinsey Quarterly Jan 2006.)

In 10 Years Time: 2016 “Almost 2/3 of the organic growth of listed western companies can be attributed to being in the right markets and geographies”. “The increasing integration of global labor markets is opening up vast talent sources” “communities, not individuals, become responsible for innovations” In :CEO Briefing 2006 - Economist Intelligence Unit

Portugal 2016 - Possible Scenario • Large public companies capital will be open and will be taken-over or will build alliances; • Three types of Companies: Multinational Global, Portuguese based companies Small/medium sized entrepreneurial initiatives • Medium family-owned companies will either grow overseas or exchange dominant stakes in small players for small stakes in dominant players • Few public quoted companies will grow globally through acquisitions and joint-ventures • Multinationals grow in Portugal • Intellectual Capital Initiatives will start paying-off

What shapes CEO Profile? • Culture • Industry • Functional experience • Geographical experience • Academic Background • Personal background

Market shapes CEO Types • • • •

The CEO Market: Supply & Demand Dynamics Shareholder structures shape the type of CEO CEO’s market becoming global Governance is important to define CEO responsibilities • Experience vs. Competencies • Company Situation (Governance) or Mission • Country History/Politics

CEO Prototype Characteristics of a Successful CEO Traits


Problem-Solving Capability

• Intellectually resourceful • Possesses sound judgment and keen discernment • Strategically focused

Temperament and Motivational Factors

• Emotionally robust • Strongly committed to personal and business values • Mature use of power

Interpersonal Relations and Communication

• Communicates effectively • Able to manage a variety of constituencies, both internal and external • Consistently articulates and adheres to company vision

RHR International Company – CEO Succession

CEO Prototype Characteristics of a Successful CEO (continued) Traits


Insight into Self and Others

• Understands own strengths and weaknesses • Grasps the needs of the organization and of others

Leadership Characteristics

• Paints exciting picture of change • Sets the pace of change and orchestrates it well • Demonstrates recognition and concern for others • Clearly defines expectations • Serves as a trusted example • Determines company's values agenda • Develops and enables a talented team

RHR International Company – CEO Succession

What drives CEO Succession? Corporate Situation

Key Leadership Factors

Rapid Growth

• Sees alternatives beyond traditions and habits • Embraces change easily • Effectively communicates clear vision of the future • Willing to surround self with needed talent • Delegates authority; trusts others to get the job done


• Near-term focus with long-term awareness • Stands ground in face of resistance • Clear and concise communicator • Motivates people to think about where the company is going-not where it is coming from • Generates solid team around new agenda

RHR International Company – CEO Succession

What drives CEO Succession? Corporate Situation

Key Leadership Factors

Merger Integration

• Able to visualize picture of future organization • Understands the cultures of the two organizations and potential implications of their differences • Recognizes that cultures are more powerful than individuals; willing to work with cultural dynamics • Consensus building management style

Industry Undergoing Structural Shift

• Excellent industry knowledge • Able to think out-of-the-box • Comfortable with ambiguity • Passion for change • Creates a sense of urgency • Motivates others to change their mind-sets as well as their management practices

RHR International Company – CEO Succession

Future CEO Prototype Experience: • International Experience • Job Rotation • Multi Sector • Multi Geography • Financial Acumen

CEO TYPE A vs. CEO TYPE B • Organizational Awareness • Communication, Impact & Influencing • Relationship Management • Team Management • Crisis Management • Interpersonal & Social Skills

• • • • • • • • • •

Strategic & Creative Thinking Cultural Awareness Entrepreneurial Spirit Functional and Geographic Diversity Business & Finance Acumen Better Academic Background Tolerance & Humbleness Self Sureness & Delegation Influencing Skills Negotiation Skills

How to get from A to B • • • • • •

Personal: Accepting international assignments Study Different Cultural Insights Invest in financial and business acumen Invest in diverse academic backgrounds Invest in self-knowledge tools (MBTI)

• • • • •

Corporate: Hire Global Talent Implement Job Rotation Schemes in companies Build assignment rotations scheme Build Diversity Policies

Bibliography • CEO Briefing – Corporate Priorities for 2006 and Beyond – Economist Intelligence Unit • CEO Briefing – Corporate Priorities for 2005 – Economist Intelligence Unit • Technology Fast 500 CEO Survey – Deloitte • RHR International Company – CEO Succession • HBR- The Seven Secrets of the CEO • Mckinsey (Ten Trends to Watch in 2006, by Ian Davis & Elisabeth Stephenson, in Mckinsey Quarterly Jan 2006.) • Spencer Stuart - CEO study 2005: A statistical snapshot of leading CEOs.

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