Encouraging cohesion, cascading strategy and nurturing talent are just some of the complex challenges faced by leaders of senior teams. Dialogue's Liz Mellon speaks to five CEOs seeking their advice on developing and maintaining high-performing management teams.
Irene Dorner, formerly of HSBC, notes the importance of understanding what makes employees tick, while Carole Woodhead of Hermès fosters a "country before club" ethos meaning she expects team members to put the overall business priorities ahead of business unit priorities.
Todays complex business environment requires companies to give greater attention to being transparent and earning public trust and the pharmaceutical industry is no exception. In the latest Dialogue, David Epstein, Division Head of Novartis Pharmaceutical, speaks to Liz Mellon about how Novartis is focused on putting the patient at the center of everything it does.
What impact does the social age have on the way leaders have to turn up and lead? Duke CE Educators, Sudhanshu Palsule and Frank Guglielmo, write that leaders must undertake personal journeys of discovery and growth.
CEO Mike Canning outlines the increased importance of collaboration and particularly the need to become choreographers of disparate stakeholders as our world becomes increasingly connected and we move toward more ecosystems.
Duke Corporate Education has been ranked the world’s #1 provider of custom executive education for the 12th consecutive year, according to the 12 May edition of the Financial Times. Duke CE has also been named the top provider of custom executive education programs in BusinessWeek’s biennial survey six consecutive times (2003-2013).
Creating the most value from four generations at work requires that a symbiotic relationship between the generations be developed so that we can have productive mentoring and reverse-mentoring, taking advantage of the unique skills each generation brings despite their differences.
Gender equality in leadership is a topic of interest worldwide. Around the world women are vastly underrepresented at the board level of organizations. In Africa, between 3-4 percent of all directors and board members are women. In an effort to enhance women’s presence in board representation in Africa, Duke Corporate Education Africa has developed the Women Leading Africa “Board Leadership–Voices of the Future” initiative.
When Duke CE interviewed almost 40 CEOs from around the world for its 2013 CEO Study, the themes that emerged highlighted the changing nature of assumptions about the world, the marketplace and leadership authority.