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Jan 8, 2025 | 
imd.org | Tania Lennon
The business world in 2025 will likely face continued disruption fueled by geopolitical and financial uncertainty, rapid technological change, and the effects of climate change. Leaders will need to change long-established strategies and explore different ways to motivate their teams if they are to steer a steady course through the chaos.
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Dec 11, 2024 | 
imd.org | Tania Lennon
The first step is to identify which skills are needed to keep ‘performing’ or improving the core existing business while ‘transforming’ by identifying and developing opportunities for creating new revenue streams. This is known as ‘dual transformation.’CEOs who excel here tend to exhibit optimization and transformation behaviors across all aspects of leadership (strategy, execution, leading people and teams, leading stakeholders, and leading self).
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Oct 30, 2024 | 
imd.org | Richard Roi |Tania Lennon
Breadth or depth of experience: which should you prioritize?   by Richard Roi, Tania Lennon Published 30 October 2024 in Talent • 7 min read • Audio available
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Sep 13, 2024 | 
imd.org | Tania Lennon |Misiek Piskorski
While a lot of attention has focused on the rapid shifts in job skills required to keep pace with change for performance in organizations, the same trends are being observed in executive leadership roles. According to Accenture’s 2024 Pace of Changesurvey, business leaders reported a 33% change in their job demands in the past year alone and anticipate an even faster rate of change in their sectors in the year ahead.
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Sep 11, 2024 | 
imd.org | Sarena Lin |Tania Lennon
Deep expertise has long been seen as important for supporting progression to more senior roles. Research has shown that expertise is linked to sustained superior performance and innovation, helping leaders to create value through exploiting current organizational capabilities and exploring opportunities for new sources of revenue.
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May 10, 2024 | 
imd.org | Howard Yu |Jennifer Jordan |Tania Lennon |Patrick Reinmoeller
In an era of growing complexity and unpredictability, the adage âadapt or perishâ resonates stronger than ever. As markets fluctuate, technology advances, and consumer behaviors evolve, the ability of companies to not only perform but also transform becomes paramount for survival and success. Enter future-readiness â a companyâs preparedness for deep, long-term secular trends. This was a subject I discussed in a recent IMD Leading in Turbulent Times (LiTT) webinar.
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Apr 23, 2024 | 
imd.org | Tania Lennon |James Caan |Zhike Lei |Patrick Reinmoeller
In the last 10 years or so, the 4B framework has passed into strategic talent planning lore, helping CHROs everywhere identify and address their organizationâs growth and human capital needs.
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Mar 19, 2024 | 
imd.org | Diana Markaki-Bartholdi |Ginka Toegel |Tim Radjy |Tania Lennon
The societal attitude towards families since the 60s has relied heavily on the narrative that the “typical” family has a working father and a stay-at-home mother. This has created a mental model where unconscious bias can create barriers to women developing their careers, making it inordinately more challenging for them to reach a board or CEO position. The position of women with ambition in business is demonstrably tough.
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Mar 18, 2024 | 
imd.org | Howard Yu |Zhike Lei |Tania Lennon |Mark J Greeven
Leaders and organizations have always had to adapt to technological changes, society, and the environment. This challenge is not new; what makes our current era unique is the scale, depth, and speed of these changes and the response required from organizations to survive and thrive. Today, companies must constantly review their strategies and develop new skills – for individual leaders and their teams, and at an organizational level – to maintain their competitive edge.
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Feb 28, 2024 | 
imd.org | Richard Roi |Tania Lennon |Tomoko Yokoi |Marleen Dieleman
 In January, the abrupt announcement of Philipp Rickenbacher’s departure as CEO of Julius Baer sent shockwaves through the corporate world. A sharp 52% fall in annual profits linked to the Swiss wealth manager’s exposure to the crisis-hit Signa property group, plunged Julius Baer into a leadership crisis, leaving the company without a clear successor.
