Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×

Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture Strategy

Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Chargement dans…3
×

Consultez-les par la suite

1 sur 16 Publicité

Plus De Contenu Connexe

Diaporamas pour vous (20)

Similaire à Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture Strategy (20)

Publicité

Plus par accenture (20)

Publicité

Whole Brain Leadership: New Rules of Engagement for the C-Suite| Accenture Strategy

  1. 1. Striking balance with whole-brain leadership
  2. 2. Pressures are converging on the C-suite Disruptors through the eyes of the C-suite increasing in impact and intensity… Say disruptive impact of new market entrants has increased 72% Say disruptive impact of new technologies has increased 85% Say disruptive impact of constantly shifting customer demands has increased 74% Say investors are among their most disruptive stakeholders 62% Say employees are among their most disruptive stakeholders 49% …and creating a combinatorial effect. Today’s operating environment is more complex…I think there is a compounding effect of market conditions, political stress, and regulatory intervention that takes the complexity to a considerably higher level than we operated in let’s say 10 or 20 years ago.” — Board Member, Banking / UK
  3. 3. Adding pressure: a supergroup of employees and customers We “I value what benefits society.” Empowered “I can challenge companies.” Not Empowered “I can’t challenge companies.” Me “I value what benefits me.” Agitators Pathfinders Disenfranchised Indifferent Employees: 31% Customers: 31% Employees: 18% Customers: 21% Employees: 15% Customers: 19% Employees: 35% Customers: 30%
  4. 4. A super group with super powers Their composition defies conventional wisdom A group you cannot afford to ignore …as employees more likely to be on the fast track to leadership and possess critical skills >2x …as consumers more likely to be in the top 10% of household incomes 84% Have clear and different expectations of leadership …of employees more likely to place a particular emphasis on working for companies who have a clear purpose they can relate to 57% …of consumers more likely to place a particular emphasis on buying from companies who contribute to society 67% Not gender specific 48% 52% <40 >40 Both customer & employee 49% 51% Customer Employee Male 48% Female 52% Not gender specific <40 48% >40 52% Not generation specific Customer 49% Employee 51% Both customer & employee
  5. 5. …And they have clear expectations of the C-suite Pathfinder view of skill importance for C-suite As employees, Pathfinders indicate that whole-brain skills and behaviors are important for C-suite leaders to have.
  6. 6. The C-suite recognizes the winds of change C-suite / Germany In a linear world CEOs could project their experience into the future. Today, experience does not have that same value because the world is developing exponentially. C-suite / Spain It is a difficult but necessary combination. We have to stop and think about who our end users are…and what their needs are. Before, people had less data and less power. People now have a superpower to change things. C-suite / The United States There needs to be a level of transparency and openness in how you run your business today. Ten years ago, you would have kept the way that you work and make decisions to yourself, but now you need to be more open.
  7. 7. And there are no surprises about their own orientation of the C-suite have formal training in left-directed degrees 89% 57% 10% 8% 6% 6% 13% Business, Finance, Economics Science Technology Engineering IT (Information Technology) Other (left-directed) degree
  8. 8. Manage the risk by closing the gap: the great divide Pathfinder C-suite View of key skills required:
  9. 9. The C-suite’s self-described gaps clearly define the starting point …and compounds the impact of a growing left-brain weakness: Understanding of new technology & having the right tech skills to advise teams Intuition Empathy & Self awareness Vigilance to the external environment The top 3 weakest skills of the C-suite say a right brain skill is their weakest 65%
  10. 10. It’s worth the effort: there is evidence of a bottom line impact …and they report stronger average growth & profitability Use a whole-brain approach today… 8% average 3-yr Revenue growth +22% average 3-yr Profit (EBITDA) growth +34% 82% Intend to use a whole-brain approach in the next 3 years
  11. 11. A clear path forward: seizing the opportunity 1 Diversify the C-suite’s strengths. 2 Redefine leadership to gain relevancy. 3 Drive change deep and wide to realize the enterprise potential of whole brain.
  12. 12. re-skilling C-suite members 55% 1. Diversify the C-suite’s strengths bringing in new talent from outside 46% 9 in 10 of C-suite executives are already addressing current skills gaps
  13. 13. 2. Redefine leadership to gain relevancy and currency 5x more likely to take action in numbers against their employer 61% have already taken disruptive action, voicing their disappointment as a customer High Risk 2x more likely to be completely motivated to give their best for their employer 2x more likely as a customer to choose a more expensive brand because they prefer what it stands for High Reward
  14. 14. 3. The enterprise potential of whole brain: greater than right + left Applying new, richer depths of the left… • Data science • Analytics • Visualization • Machine learning • AI with more tangible applications of the right… • Creative thinking • Experimentation • Innovation • Empathy • Intuition …to solve the highest value problems with data-led and human centric design approaches
  15. 15. Learn more Striking balance with whole-brain leadership New Rules of Engagement for the C-suite Read the report www.accenture.com/strategy @AccentureStrat linkedin.com/company/accenture-strategy
  16. 16. Copyright © 2019 Accenture. All rights reserved. 16 About Accenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 477,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com About Accenture Strategy Accenture Accenture Strategy works with boards, CEOs and C-suite executives to create 360° value for all stakeholders by defining and answering their most strategic business questions—including growth, profitability, technology-driven transformation, mergers and acquisitions (M&A), operating models and sustainability—with insights from AI and data science, combined with deep industry and function expertise. For more information, follow @AccentureStrat or visit www.accenture.com/strategy About Accenture research Accenture Research shapes trends and creates data driven insights about the most pressing issues global organizations face. Combining the power of innovative research techniques with a deep understanding of our clients’ industries, our team of 300 researchers and analysts spans 20 countries and publishes hundreds of reports, articles and points of view every year. Our thought-provoking research—supported by proprietary data and partnerships with leading organizations, such as MIT and Harvard—guides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients. For more information, visit www.accenture.com/research

×