As businesses become more complex and decision-making more complicated, diversity has never been more important. No.3 of the 8 foundations we believe are required to provide organisational leadership that effectively sustains business competitiveness.
'The first line of defence’ is financial performance; without this any company is already on the back foot and will find it hard to defend the leadership of the business.
Are businesses run for the benefit of a relatively small set of investors – or should they be more concerned with the wider stakeholder community?
If the leadership of the company, essentially the Board, does not share a common vision and purpose for the company with the investor community, then it is this that will lead to problems, whatever the nature of the investor.
But one thing will not change – it will still be the responsibility of a handful of CEOs and senior executives to make sense of all this change and steer their company safely through this roller coaster.
In this series of blogs, we take each of the 8 foundations we believe are required to provide organisational leadership that effectively sustains business competitiveness - and examine them in more depth.
Following our research in 2014-15, we set out the foundations we believe are required to provide organisational leadership that effectively sustains business competitiveness. Read more to find out which of them resonates most with your organisation.
Ian has over 25 years international business experience, primarily in the logistics, manufacturing and construction materials industries. His last role was as Executive Director for TDG Ltd. Prior to TDG, Ian worked in global roles with Lafarge Group based in Paris and Electrocomponents Plc across Europe. He has worked at senior management and Board level with responsibility for both line and functional activities and has worked in both publically owned and private equity backed companies.
Ian works as a coach and mentor to CEOs and senior management, where he combines a high level of strategic thinking with powerful insights into individual and team performance, delivering long-term sustainable business outcomes. Ian’s particular interests are the creation and implementation of strategy and new business models and the leadership challenges and change management issues that this brings. His most recent clients include GS1 UK, I CAN, JTI and the School of Social Entrepreneurs (SSE).
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