Per-Ola Karlsson

According to the 19th annual CEO Success study by PwC’s Strategy&, boards and new CEOs can reduce the risk associated with handing off the baton after a long tenure.

GCC countries need to foster their research ecosystems to produce high-quality research that can lead to innovation and that can inform public policy. They must improve research capabilities and the quality of output, create national research frameworks, invest in building their local talent, fund research on a performance basis, encourage research in high-priority socioeconomic sectors through collaboration with enterprises, and establish an effective intellectual property framework.

Following a period of growth, globally and locally, Gulf Cooperation Council (GCC) companies must now focus on capabilities if they want to maintain their growth and improve their positioning. Failure to adopt this new focus will put them at risk of falling into growth traps.

Faced with volatility, more companies are looking beyond their own ranks to find new leadership.

The United Arab Emirates needs a coherent energy-efficiency strategy. This should include a tailored regulatory framework; a communications and information initiatives to persuade residents, builders, and other stakeholders to reduce their energy consumption; and research and development to ensure that the UAE is capitalizing on emerging technology to boost efficiency.

Poor planning for changes in leadership costs companies dearly. Getting it right is worth more than you might think.

This year’s report focuses on how companies have improved their CEO succession practices over the past 15 years, the value some are still leaving on the table when they are forced into making a change at the top, and the potential value companies could gain by increasing the share of planned turnovers.

From 100 years back to a quarter century ahead, the evolution of the chief executive officer.

Our 14th annual study of CEO turnovers at the world's 2,500 largest public companies, the incoming class of CEOs, and, this year, a look at 10 years of data on women CEOs.

This infographic draws on Strategy&’s unique database about outgoing and incoming CEOs. We highlight two key differences in the career tracks of women and men CEOs at the world’s largest public companies between 2004 and 2013. The graphic also shows where women CEOs have been most and least prevalent in terms of geography and industry — and predicts how the share of women CEOs will grow.

GCC business leaders seeking to compete with best-in-class companies abroad should rigorously harness the emotional energy of their organizational culture. Using elements of their current cultures, they can alter critical behaviors. These then accelerate the cultural evolution that ensures strong corporate cultures that can enable and accelerate strategic and operational changes.

The Arctic continues to become more relevant to today’s society and is perhaps the most visible manifestation of climate change. As the region’s transformations accelerate, receiving more attention from international media and the global populous, Members of the World Economic Forum’s Global Agenda Council on the Arctic highlight five particularly pervasive myths. By discounting certain claims, the Council intends to focus attention and efforts on the persistent challenges facing the region.

To this day, the general public thinks of the Arctic in visions of unspoiled ocean and landscapes, expansive ice, clean water, unique species and aboriginal cultures – essentially,it reminds everyone that a true wilderness still exists. In addition to important natural resources, the Arctic provides inspiration by maintaining its irreplaceable cultures, a pristine environment, healthy ecosystem and ground-breaking collaborative governance models. As such, it is a global asset that should be… عرض المزيد

To this day, the general public thinks of the Arctic in visions of unspoiled ocean and landscapes, expansive ice, clean water, unique species and aboriginal cultures – essentially,it reminds everyone that a true wilderness still exists. In addition to important natural resources, the Arctic provides inspiration by maintaining its irreplaceable cultures, a pristine environment, healthy ecosystem and ground-breaking collaborative governance models. As such, it is a global asset that should be maintained. عرض أقل

The 2013 European survey of corporate leaders, conducted by INSEAD, Booz & Company and the EEC for The State of the European Union conference shows the business community remains pessimistic about the state of Europe. There is a growing sense of impatience that the policies needed to restore European competitiveness are not yet in place. However, business leaders remain optimistic about the European Union’s long-term prospects for prosperity and global prominence.

Even when facing a crisis, some CEOs know how to anticipate the worst, plan a response, and navigate to advantage. You can do the same.

Our 13th annual examination of trends in CEO successions at the world's largest 2,500 public companies, and an in-depth look at the incoming class of CEOs in 2012.

Based on a large scale survey of executives, the paper describes the corporate view towards the European Union. Although worried, business executives still believe in the EU. They feel the solution to current issues lies in transferring more power to EU authorities, especially when it comes to monetary, budgetary and fiscal issues. The EU should focus on austerity and discipline states that do not manage to balance their budgets, however, austerity measures should always be coupled with a… عرض المزيد

Based on a large scale survey of executives, the paper describes the corporate view towards the European Union. Although worried, business executives still believe in the EU. They feel the solution to current issues lies in transferring more power to EU authorities, especially when it comes to monetary, budgetary and fiscal issues. The EU should focus on austerity and discipline states that do not manage to balance their budgets, however, austerity measures should always be coupled with a convincing growth strategy. More than 30% of the participating executives advocate a smaller Eurozone: deeper integration within a core group is seen as a pragmatic solution to the current issues. In the field of innovation, respondents feel there is still plenty of human capital to tap: we can be much more ambitious. In the social sphere, the EU should not add additional regulation, but harmonization of standards should be a goal. عرض أقل

This year’s CEO Succession study, “The New CEO’s First Year,” reveals the challenges for the new class of CEOs who came into office in 2011, analyzes trends in global CEO turnover, and distills important advice from veteran CEOs.

Business leaders are cautiously optimistic about the future of Europe and see an opportunity to revitalize the European Dream, according to this study from INSEAD and Booz & Company. Some 2,000 business leaders were surveyed on how the EU should move forward to ensure its place as a global player. The survey was launched as part of the inaugural The State of the European Union forum.

Booz & Company’s annual study of turnover among chief executives — now increasingly diverse, as the world’s largest companies migrate to emerging economies — suggests that the nature of the job varies with the role of the corporate core.

The 2009 study examined 10 consecutive years’ worth of detailed data on CEO succession among the world’s top 2,500 public companies. This rich database comprised 3,719 CEO turnover events globally. It was remarkable to see how turnover rates had converged across regions since we first began tracking them in 2000. The traits of new CEO appointments — such as the predominance of insiders and the split of the CEO and chairman roles — also converged around new global norms.
… عرض المزيد

The 2009 study examined 10 consecutive years’ worth of detailed data on CEO succession among the world’s top 2,500 public companies. This rich database comprised 3,719 CEO turnover events globally. It was remarkable to see how turnover rates had converged across regions since we first began tracking them in 2000. The traits of new CEO appointments — such as the predominance of insiders and the split of the CEO and chairman roles — also converged around new global norms.

Meanwhile, the compression of the role itself became more noticeable, both in the data and in our ongoing conversations with CEOs around the world. The study includes more than a dozen interviews with CEOs in the United States, Europe, South America, and Japan, and their remarks reaffirmed the study’s conclusions: The tenure of a CEO is becoming shorter and more intense, the margin for error or underperformance is narrow, and the role of CEO increasingly excludes the job of also being chairman.
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CEOs operate in a new terrain today. Financial and regulatory changes have altered demands on corporate leaders. Boards hold CEOs and their teams more accountable than in the past, and fewer CEOs also hold the position of board chair. How does an incoming CEO negotiate this new environment? We’ve identified four game-changing practices that will substantially contribute to success for new CEOs: Engage the board as a strategic partner; do what only a CEO can do; find the right pace for change;… عرض المزيد

CEOs operate in a new terrain today. Financial and regulatory changes have altered demands on corporate leaders. Boards hold CEOs and their teams more accountable than in the past, and fewer CEOs also hold the position of board chair. How does an incoming CEO negotiate this new environment? We’ve identified four game-changing practices that will substantially contribute to success for new CEOs: Engage the board as a strategic partner; do what only a CEO can do; find the right pace for change; and get the culture working with you.
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