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CEO Recruitment
How can you maximise success and minimise risk? A key task for boards of directors is finding the right CEO, someone who can lead the business towards company goals and create value for the owners. Short CEO tenures are extremely costly and demanding. Unfortunately, CEO tenures have become increasingly shorter, except during the pandemic. The 2018 CEO Success Study published by Strategy&, PwC’s strategy consultancy business, showed that CEO turnover in the world’s 2500 largest companies rose to a record 17.5 % in 2018 – three percentage points higher than in 2017 and above what has been the norm for the last decade. CEO turnover increased in 2018 in all regions except China. According to various studies, including one done by The Conference Board, the number of announced CEO successions has subsequently fallen during the pandemic. For instance, in 2020’s second quarter, the decline among Russell 3000 companies was 11.3 %. There is a tendency to hold out in times of crisis and there is probably a pent-up need for CEO changes as we move out of the pandemic. The reasons for the increased need are planned terminations due to retirement and the simple fact that businesses require different leaders during different growth cycles. Directives from the owners, the Board’s strategic work and the CEO’s ability to manage the business are critical success factors. As CEO selection has such crucial consequences, the recruitment process should be given the utmost consideration and attention. Boards and everyone involved in the recruitment work therefore should start asking themselves: Are we doing it right? and: How can we improve our process?
Read more5 Tips to help you cope when home is work
“Mobility/Home office” and “Diversity & Inclusion” are two rather novel topics, yet quite popular in 2020/2021. They are being discussed globally in almost every workplace. Home office is self-explanatory, but what is interesting to see, is how companies adopt strategies to promote diversity and inclusion. What instantly comes to my mind is gender and race, but there are of course many other factors that contribute to the diversity and inclusion paradigm such as age, religious background, physical abilities and disabilities, etc…
Read moreHR-based challenges in the global automotive industry
At AIMS International, Global Practice we strive to be your best partner. To do so, we need to remain aware of your challenges. As a consequence, we feel the urge to stay connected. We investigate global industry trends, while keeping in touch with our local network. With that in mind, the Global Mobility and Automotive Practice Members, headed by Olivier Legrand, met up -virtually- with Fotios Katsardis, CEO of TEMOT International, and we had the honour to interview Damien Germès, Regional President EMEA and Karin Mehwald, Director of HR at NGK SPARK PLUG, to share their perspectives from a distributor’s and automotive supplier’s side, active in the aftermarket. You can find the article on general challenges here. In our talks with Fotios Katsardis, CEO of TEMOT International (a distributor for the aftermarket) and Damien Germès, Regional President EMEA, and Karin Mehwald, Director of HR for the EMEA region of NGK SPARK PLUG (an automotive supplier), several challenges arose when we zoomed in on HR specifically. We’ll talk about the common issues first, before taking a closer look at each partner’s specific situation.
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