Spencer Stuart

Spencer Stuart: Digital Leadership: Will the Chief Information Officer Role Disappear?

A new study by Spencer Stuart suggests that CIOs are at risk of being replaced by the more recent role of Chief Digital Officer (CDO). According to Spencer Stuart’s report, sources estimate that 2,500 CDO positions were created last year. 

 

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Spencer Stuart: How to Think About Assessing Leaders

Accurately predicting which executives will succeed in a senior leadership role and which will not is critical, but challenging for most organizations. Traditional assessment approaches weren’t designed to predict whether an individual has the ability to stretch beyond his or her current capabilities to grow successfully into a new job and change along with it and the organization. In a recent report, Spencer Stuart explores the characteristics of the most effective executive assessments.

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Spencer Stuart: Changing Places: What Functional Leaders Can Learn from One Another

In a recent report, Spencer Stuart examines what functional leaders can learn from other areas and provides advice for integrating diverse perspectives to improve individual and team performance. As executives in finance, marketing, IT, legal, HR, and supply chain move into senior roles, they tend to develop distinct skill sets, vocabularies, mindsets, and styles. These distinct styles can prevent leaders from learning useful ideas from one another.

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Spencer Stuart: U.S. Board Index 2016

The 2016 edition of the Spencer Stuart U.S. Board Index places particular focus on growing interest by institutional investors in board composition and performance, highlighting trends in new director recruitment, independent board leadership, tenure and term limits, mandatory retirement, board evaluation and shareholder engagement.

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Spencer Stuart: Digital Transformation: Five Key Learnings

Transformation is on the agenda of nearly every company. Disruptive technologies and the accelerating pace of change are constantly threatening to undermine legacy business. Spencer Stuart spoke with six digital veterans about their experience: What they did right, what they would do differently, what they learned along the way and how these experiences will inform their future. Based on these discussions, we have identified five key lessons for making faster progress on digital initiatives.

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Spencer Stuart Study Reveals that Directors Believe Expectations on Board Members are Too High

Sixty percent (60%) of directors say that there is a gap between the expectations placed on boards and the reality of the board's ability to oversee a company, according to the 2016 Global Board of Directors Survey, released from Professor Boris Groysberg and Yo-Jud Cheng of Harvard Business School, Spencer Stuart, the WomenCorporateDirectors (WCD) Foundation, and researcher Deborah Bell.

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New and Completed Searches: September 16 - September 22

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Spencer Stuart Gives Insight on New Zealand Leaders and Their Priorities for 2016 and Beyond

To get a sense of New Zealand’s business mood, Spencer Stuart surveyed a number of the country’s senior executives and board members across a wide range of industries. Our study explores the critical issues facing New Zealand, and how executives would address them via talent and leadership strategies. 

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Spencer Stuart: Getting From Here to There

Transformation is on the agenda of nearly every company. Disruptive technologies and the accelerating pace of change are constantly threatening to undermine legacy businesses. No industry or geography is immune, and even pure-play companies that were among the earliest technology disrupters are being forced to re-evaluate their strategies.

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Spencer Stuart: Why Senior Leaders Need to Rethink Learning Intelligence

Today’s environment of rapid change and disruption demands executives who learn fast and apply that learning in order to succeed. While learning is a commonly discussed topic at many organizations, most theories and constructs do not provide a pragmatic description of the kind of learning that makes senior leaders successful — and could potentially predict their future performance. Most executives do not reach the top levels of an organization without being able to swiftly grasp vast amounts of material.

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