在加泰罗尼亚，在巴塞罗那郊区，矗立着非凡的结构。与传统区域建筑的塔楼和拱门，嗡嗡作响的工作空间，以及从庭院和屋顶的豪华绿叶溢出，复杂似乎是第一部分研讨会，部分大教堂，部分游乐场。但该网站并不总是突破这种活力。1973年，当年轻建筑师Ricardo Bofill首次发现它时，这个被遗弃的水泥厂是一个污染的废墟。尽管如此，萨夫利尔（Saw Indubers）：众多团队的空间，他正在整合工程师，数学家，规划者，哲学家，艺术家和电影制作人 - 成长，学习和建造。该公司被称为Ricardo Bofill Taller de Arquitectura，在该网站上建立了总公司，并继续振兴和重新发明，选择性地拆除，恢复和增加结构，因为Bofill引导他的团队走向辉煌创造性的合成。
La Fábrica (The Workshop), where Bofill now lives and works, is globally successful and endlessly transforming. In many ways, it embodies the firm’s approach: reinventing processes and employing new technologies, evolving to meet emerging needs, while remaining grounded in its values; a place of multiple perspectives, profoundly adaptable, winning business across many countries. As Bofill works to sustain and strengthen his company, balancing hard business expectations with emerging market and social needs, his vision radiates to transform communities; his team has created work that brings large-scale benefit, from innovative social housing projects to the National Theatre of Catalonia. In his projects, Bofill aims not to transcend humanity, but rather to keep people always in mind: “to encompass,” as the firm states, “the human experience.”
In this era of global uncertainty, businesses are faced with disrupted models and rapid change. Companies find themselves increasingly entangled in social issues, and are expected to work on solutions that create prosperity in all aspects: "people, profit, planet.” It is a time for CEOs to recognize their roles as architects of this new milieu, with a chance to plan and build something not unlike La Fábrica: resilient, transformative, and generative of value for the many.
egon zehnder.is pleased to present a series of articles offering insights into exactly these leadership challenges and opportunities, of special interest to current and aspiring Chief Executives and Boards. These narratives draw on our extensive global work with more than 2,000 CEOs in all sectors over the past five years, as well as our services advising the Boards that appoint CEOs. We reflect on transformative work that our colleagues have been privileged to undertake with top executives, and describe their thorny challenges, their flashes of inspiration, their stumbles—in short, the milestones on their paths to creating prosperity for all their stakeholders, as well as the scope and aims of their organizations.
Along the way, you will meet some of the great leaders we’ve walked beside; people who have inspired us, and from whom we have learnt. We will tell the story of Mateo, whose deep experience in manufacturing and decades of success didn’t prevent him from floundering in a shifting economy and society; Tara, who rebranded her restaurants for a new world; Daniel, who realized just in time that being a high-performance executive, well polished in business school, was not enough to guide a multinational firm through turbulent waters; and Jan, who shed an initial hesitancy in the CEO role to unleash a far-reaching transformation.
Others will feature too: Lukas, who marked his rise to CEO by urging his senior people to become Chief Executives in their own right, and established strong bonds beyond the common set of stakeholders; Beth, who shook off a long-held conception of business leadership and learnt to connect; and Raj, who surprised us with his power to adapt, founded on listening. We will describe warriors and visionaries of business, men and women who transformed themselves, stretching their own performance and that of their firms; who had the courage and imagination to see their relationships to stakeholders as gateways to prosperity, rather than burdens—and who stayed alert, always adapting.
The world is changing—and so is the CEO’s role
We are living in a world where geopolitical power is shifting to new centers, causing massive uncertainties; traditional boundaries of influence and responsibility are dissolving; technology is transforming every industry; and individuals, groups and institutions are ever more interconnected and interdependent. For business leaders, this means that their enterprises are embedded in new and elaborate systems, calling for a different view of stakeholders.
Globalization has not eradicated challenges: our socio-political landscape is polarized, exposing social unrest, alienation, and distrust of the status quo. Yet we have the most educated population the world has ever seen, increased access to clean water, less infant mortality, greater awareness of mental-health issues, and many other powerful marks of progress. We are also experiencing the fourth industrial revolution as it radically alters the work of individuals and organizations. In short, the world is unavoidably complex.
Against this landscape, it is unsurprising that business leaders are facing a new set of expectations from their stakeholders. Businesses now have far-reaching impact, in some cases exceeding even that of governments, and are increasingly expected to use their influence as a lasting force for good beyond the realm of profits and traditional corporate social-responsibility programs. This pressure is mounting from all sides, and is reflected in the rise of ethical consumerism, impact investing, the expectation that business leaders take a stand on social issues, and demand for work that is not only secure but meaningful.
在这种背景下,首席执行官的角色不断evolved. Working with the momentum imparted by current events, from crises of public health, societies, economies and the environment, to technological and business-model disruptions, CEOs must design and build the future while generating value for shareholders and a wide range of stakeholders.
A CEO must recognize the interconnectedness of these seemingly disparate objectives: performance requires transformation, and profit for the many is profit for the business. Integrating broad prosperity into the business model presents novel situations beyond traditional stakeholder management. Maintaining financial performance while serving as a force for good requires not only growth and keeping an eye on the bottom line, but also sometimes elevating one’s sight towards the prospect of unexpected opportunities.
CEOs, and the Boards of Directors with whom they work, are coming to recognize that while the experience and talents of a Chief Executive are still essential, they are no longer enough to secure success. Most CEOs will have sharpened their skills in a previous era, modeling their leadership style on an earlier archetype, developed in different circumstances. To be effective in complex and uncertain times, CEOs must be ready for an ambitious dual journey of professional and personal reflection and development, while leading and inspiring their teams to embark on the same.
正在被要求加入CEO，以加强这一新时代的建筑师，设计具有创新，弹性，响应其环境的企业。这需要领导者self-aware,relational, and自适应—a set of qualities that are not independent, but stand strongly together in mutual support.
Self-awareness is a rigorous and disciplined commitment to being conscious of one’s stage on the journey, and to continued learning and personal growth. This involves constant attention to our motives and behavior, as well as how these radiate to transform our business and teams. CEOs must find a delicate balance between self-confidence and mindfulness, always aware of their own limitations. Rather than taking themselves to have reached the terminal point of professional and personal development, CEOs should have the courage and humility to regard their own appointment as a midpoint of their journey, remaining eager to make changes that boost their leadership and effectiveness.
This relational approach must extend beyond a company’s conventional stakeholders. A CEO should seek out new and uncommon alliances across organizations and sectors, seeing these entities as value creators and pillars of collective strength, offering new opportunities and unique points of view to enrich institutional judgement. As leaders adopt a relational orientation, an older archetype—the “hero” CEO, who stands alone as the head of a hierarchy—is gradually becoming obsolete.
In an era of rapid transitions, CEOs who can remain clear-sighted and自适应will be innovative architects of outstanding business performance. They will be bold and creative, honoring valuable traditions while forging new strategies with benefits that ripple out beyond the organization.
These CEOs, especially if relational and self-aware, will use their unique vantage, enriched by insight from their team and stakeholders, to grasp genuine opportunities, as well as to meet or bypass challenges. They will recognize that apparent polarities between people and profit, if synthesized creatively, can be engines of value instead of problems to be solved. And they will travel the tricky adaptive path from old to new models of operation, inspiring their organizations and navigating them through the transition.
作为首席执行官通过复杂性导致我们的复杂性进入更美好的未来，他们必须保持强大的价值观 - 在制定决策或改变道路时，承认他们使用坚定的人类作为指南针或北星的责任。
每个时代都设定了对领导力的要求。作为回应，伟大的领导者不仅接受挑战，而且为其带来了自己的愿景。Ricardo Bofill知道达到全球卓越，这还没有足够的努力追求架构。相反，他组建了一个多样化的熟练的团队，将每个人的能力延伸到他们以前没有人建造的那样的极限，以前没有设想，创造了壮观，鼓舞人心的新地标，庆祝人类的巨大潜力。当我们进入全球范围内提供挑战和机遇的时期，在Egon Zehnder上荣幸地分享正在努力重塑自己及其团队的领导者的经验，共同建立新组织。我们希望您能够加入我们，因为我们提出了斗争和成就 - 他们的故事的不完美和鼓舞人心的戏剧。