A message from my colleagues at AGM Transitions for 2017

1. 2017 – The Challenges for Our Clients
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2016 was by any measure an extraordinary year. Political upheavals have grabbed
the headlines. Markets have been wildly unpredictable. The price of oil seems to have
found a new level which in turn requires fresh thinking. In the middle of all this
turbulence, we at AGM Transitions see opportunities and challenges for our clients as
we go into 2017.
 Career strategies need to be more open to change – We co-create career
strategies with our clients that build on their strengths, successes and ambitions.
This particularly matters in a fast-moving world so that opportunities that match
these strategies are identified, analysed and explored at pace. Typically, we
segment career strategies into chapters which address immediate needs, the
medium term and the long term. Change is the constant here and we have to
know where our clients can be most effective.
 Messaging must be crystal clear – Never has it mattered more that our clients can
express clearly what they bring and the way they operate. This clarity gives clients
an authority which makes all the difference especially when it is backed up with
metrics that show substance. Messaging needs to be specific when necessary,
addressing the requirements of a target company, its ambitions, style and
language.
 Cross border effectiveness requires extra resolve – In this world where global talent
development seems to be at odds with populistic political sentiment, the ability to
operate and manage across borders requires additional focus and determination.
We have seen clients during 2016 who have found cross border careers
problematic, even as CEOs continue to ask for the best which must mean that
there are more opportunities for the bold and well-prepared. Building an action
plan which enables clients to flourish in different jurisdictions is at the heart of our
work.
 Succession planning is the key to business continuity – A number of our clients
have shared with us the challenge of building choices into their personal and
corporate futures through effective succession planning. During 2016, we have
worked with a number of teams that have been challenged in this way. Retaining
knowledge, strengthening key relationships and adapting to new markets require
a structured approach to succession that is now expected of leaders.

2. 2017 – The Challenges for Our Clients
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 Supporting teams through transition has become a new point of focus – It has
always been true that a team is more than the sum of its parts but we are now
seeing more joint ventures and mergers which require a sense of collective
purpose and a systematic approach to supporting teams through sustained
change.
 Deep networks increasingly matter – At an inspirational AGM Transitions networking
event, David Nish made the point that networking is not a superficial activity. To
be effective in this regard, our clients need to build deep and meaningful
relationships with people who know them well and who will turn to them when the
need arises. What David made apparent is that this networking does not have to
take place in the sector where you currently operate.
 Keeping ahead of competitors requires creativity - There are important learnings,
ideas and innovations to be shared between sectors. Prompting cross-sectoral
dialogue about risk, speed and governance can generate ideas as we move into
a new age of big data, intelligent machines and redefined markets.
 Social media presence is no longer optional – A dramatic shift has taken place in
this area. Jobs that would automatically have gone to search are increasingly
being handled through on-line mechanisms. LinkedIn matters. So does familiarity
with digital recruiters. Some of our clients have built their own websites to good
effect. This all adds up to a new reality which can no longer be ignored.
 Reputation has to be managed proactively – During times of radical change,
iconic brands sometimes lose their way. In the midst of this, we cannot allow the
individual brands of our clients to suffer. Sometimes this comes down to good
messaging around what has happened and why. Just hoping that a difficult story
will go away in this world where clients can be googled would be naive.
 Retirement is off the agenda – Rich pension plans are becoming increasingly rare
and we are living longer. We find that very few of our clients are attracted to a
world without work and are increasingly gravitating towards a mix of executive
and non-executive activities that shifts as our clients move from one stage to the
next. New patterns of working are increasingly personal.
There has never been a time where having the right advice about your career, your
team and your stakeholders has mattered more. Come and visit us at
www.agmtransitions.com. If you would like to talk to us in greater detail, give Mark,
Ken or Jo a call on +44 207 016 9035.