In this age of change and workspace flexibility, the ability to ‘unlearn’ old habits is as important as the ability to learn new ones, whether that is new skills or new ways of thinking.
Claire Lauder and Francesca d’Arcangeli – leadership recruitment experts in manufacturing – talk through some of the findings from Boyden’s recent global studies.
Finding the skills to drive change
Boyden have recently conducted global studies of two very different challenges.
First, Automotive Leadership in Disruptive Times, an ongoing global study, explores the impact of software technologies and how old-line companies are adapting leadership teams, culture and organisational approach to achieve convergence.
For example, Boyden asked OEMs, and Tier 1 and Tier 2 suppliers, ‘Do you believe a software-led business requires a different leadership approach to a hardware-led business?’
More than 80% of OEMs and Tier 1 suppliers said, ‘Yes’.
This was followed by, ‘Does the profile of your leadership team match this future structure?’
Here, around 70% of Tier 2 suppliers are confident that it does; however, within the Tier 1 organisations and OEMs, the results were almost 50/50.
As established and larger businesses face legacy technology challenges, they also face skills shortages to drive them into the future.
Where will this software-led talent come from? Is it sustainable to rely on hiring individual expert talent from the likes of Silicon Valley? And what are companies doing to get better at retraining and upskilling existing workforces?
Leveling the executive playing field
The second, ongoing study is comparing the career paths to an executive post for female staff across Europe, and how it may differ from country to country.
Boyden explored the potential societal blockers that may be playing a part in causing the lack of diversity across boards and executive teams across the globe.
The results are fascinating and differed considerably from one country to the next.
This article first appeared in the May issue of The Manufacturer magazine. To subscribe, please click here.
One such difference was the role mentors (male and female) had played for women in the UK, Austria and Sweden, versus German participants, who downplayed the role mentors had played throughout their careers.
This study was focusing on gender diversity, but of course the subject is far broader when you include the other eight diversity areas listed by the UK Equal Opportunities Commission.
Both studies raised the need for us all, as individuals and organisations, to challenge the way we think, both in the workplace and outside of the workplace.
With the UK’s unemployment rate at a 42-year low, and board and executive teams remaining largely white and male, what better time to start talking about the upskilling and retraining of existing workforces, as well as opening up talent pools which have previously been overlooked?
Boyden, as providers of executive search, leadership consulting and executive interim management solutions, are well placed to assist you in solving your talent challenges.
If you would like to know more about the outputs from our recent global surveys and how Boyden are working with to diversify and enable their workforce, then please get in touch.
Read more about Boyden at: www.boyden.com
Claire Lauder
Partner, UK
Boyden Interim Management
07484 887010
Francesca d’Arcangeli
Managing Partner, UK
Boyden Executive Search
francesca.darcangeli@boyden.com
07879 359306
