Thomson Reuters recently reported that in the first three weeks of October, 165 American companies cited the slowing global economy in their earnings and revenue outlooks—an increase from the 108 that did so in the same period in 2014 and 97 in the same period in 2013.

Disruption has a way of sneaking up on industries even when they know it is coming. This is because the shift takes place at geometric speed: slowly at first, and then with increasing acceleration. Within the industrial sector, the digital transformation of manufacturing is reaching a critical inflection point.

Digital innovators from the Silicon Valley are noisily shaking up the automotive world. This has led some to wonder: Could outside players seize control of the automotive industry? Not likely. Traditional automotive companies have plenty of what it takes – digital abilities as well as deep engineering expertise. But make no mistake, we’re dealing with a two-speed marketplace.

Automotive OEMs must work in fundamentally new and different ways to deliver the Connected Car that consumers so clearly desire. The shift begins with objectively assessing and developing leaders’ potential to drive deep strategic change and build more open cultures that effectively integrate diverse expertise.

Over the past year Egon Zehnder has conducted an extensive research project involving direct interviews with more than 25 CEOs of major airlines around the world, and with leading industry thinkers. Our findings speak to a new competitive landscape.

Just when it seemed that the role of energy CEO couldn’t become any more complex or demanding, it did. Macondo, Fukushima, Keystone, Iran, the Arab Spring, and the rise of unconventional plays offer only the sparest shorthand for the risks, regulatory blowback, and geopolitical uncertainties that now dominate the agenda of the energy chief executive.

Can outstanding, professional people decisions help companies in the chemical industry rise to the challenges that lie ahead and add real value? What are these industry challenges and what exactly does “Talent Management” mean?

Forward-thinking product companies that successfully transition to a truly global multi-site engineering organization understand a powerful principle: moving product ownership to new offshore centers is not a single event in time, but an evolutionary process that must be approached comprehensively.

The generics industry has entered a phase of radical transformation. Rapid globalization, continuing consolidation, and increasing business complexity have turned formerly regional players into global operations.