David Suarez

📢#antifragility I fully share Josh Miramant views on the importance of antifragility, as expressed in his Forbes article. Antifragility, a concept introduced by Nassim Nicholas Taleb, is essential for the growth of tech companies. This quality enables companies to improve and thrive under stress and uncertainty through continuous experimentation, learning from mistakes, and adopting flexible structures. I believe these strategies not only help companies survive crises but also make them stronger and more innovative in the long run​. https://lnkd.in/dmVR4x8u

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Great meeting with our partners from around the globe at EMA Partners regional meeting in Lisbon! 🌍 It was an enriching experience to discuss and share insights and best practices in Executive Search and Leadership Advisory. The wealth of experience and diverse perspectives shared have further enriched our deep understanding of the profession, reinforcing our expertise honed over decades of collective experience. Excited to implement these learnings to better serve our clients worldwide! #ExecutiveSearch #LeadershipAdvisory #GlobalPartnerships"  

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We believe in doing executive search differently. Click here to learn more about Search+ ➡️ https://lnkd.in/dvdTvP7r #executivesearch #executiverecruitment #csuiterecruitment #leadershiphiring

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Making decisions within the board is increasingly challenging. Boards are expected to make critical decisions in a difficult environment that is dynamic, encompassing uncertainties such as geopolitical instabilities, economic pressures, and evolving consumer trends. Adding to this difficulty is the growing economic volatility, which is prompting many companies to reassess their strategic approaches, moving away from rigid, calendar-based methods towards a more adaptive and interactive process that involves regular communication. The key factor that will therefore set apart high-performing boards is their capacity to consistently recognize, assess, and address risks. To achieve this, I argue that boards should actively participate in this evolving strategic process alongside management, ensuring a collaborative approach - this is not to say that boards must shadow management. As much as board meetings may only occur quarterly and strategy sessions once a year, I believe it is important for boards to receive monthly management flash reports to stay informed about any emerging developments and changes in the business landscape.

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Unique and excellent insights on AI from Dr Tomas Chamorro-Premuzic at the excellent CHRO Summit from Working Futures in Geneva today. Really nuanced and critical look at our preconceptions, expectations and fears around AI. Key takeaways: 👉 We have an opportunity to harness the skills that AI is unlikely to develop like empathy, emotional intelligence, and actually understanding the things we’re explaining 👉 Thinking about the meaning of human expertise - not only about knowing the answer but knowing when to call out the error 👉 Many things that frighten or disturb us about AI are often a look in the mirror to expose our own biases or preconceptions It is a revolution for sure but maybe not in the ways we think. We should all check out his book I, Human: AI, Automation and the Quest to Reclaim What Makes Us Unique. #genai #hr #humanskills

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Constructive tension is when two people disagree in a way that leads to better outcomes. For example, a CEO might want to invest heavily in a new product, while the CFO argues for a more cautious approach. Their debate could result in a balanced strategy that manages both innovation and financial risk. This kind of positive conflict happens when colleagues with different viewpoints have honest, respectful discussions to find the best solutions. It's not about fighting, but about challenging each other to think differently. Want to learn more about the power of constructive tension in leadership? Check out our latest article: "The Power of Constructive Tension: The Value of Positive Conflict in the CEO-CFO Partnership" ➡️ https://lnkd.in/gkSt45hA #ceo #cfo #csuiteleaders #executivesandmanagement #leadership #csuiteimpact #csuiteconversations 1. Yes, frequently 2. Yes, occasionally 3. Rarely 4. Never

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You may naturally opt for a leader within the organization. But an internal appointment isn’t always possible, and sometimes promoting insiders to CEO may not be the optimal decision. Egon Zehnder consultants Uhuru M. and Heloise Nel outline the key elements of the CEO succession process, as well as four leadership competencies that go a long way towards increasing an externally appointed CEO’s success:

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Having the right resources in market at the right time is critical. The needs change as you seek to grow … yet at the same time your core business can’t be stripped of resources either. Managing the the different phases of transition is critical to achieving success without wasting your hard earned cash, and protecting the culture that you have established. Middle East Growth Partners

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So true! If you have been following my posts you will understand. IMD Executive MBA #imdimpact Only at IMD

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Understanding the informal networks, the interaction with AI contributes to a better understanding of how to adapt #decisionmaking. Building #connection is or should be the focus.

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Mastering Value Creation by Centering Strategy and Execution By Ralf Hirt, Chief Executive Officer & Founder, CovQ by 8W8, for #HorasisInsights - full article here: https://lnkd.in/esd9ms2f In today’s dynamic business landscape, where change is constant and competition is fierce, mastering value creation has become more critical than ever. The ability to measure, understand, deploy, and evolve the drivers of success is paramount for organizations striving to thrive in this environment. At the heart of this endeavor lies a fundamental principle: value creation. A recent briefing paper titled “Mastering Value Creation by Centering Strategy and Execution,” produced by HBR Analytic Services (harvard business review) in association with CovQ by 8W8, a pioneering technology and applied knowledge firm based in New York City, sheds light on the imperative alignment between value creation, strategy, and organizational structure. Drawing insights from renowned experts and real-world cases, this paper advocates for a paradigm shift towards value-creation-centric business building. It can be downloaded for free from 8W8.com. Companies that succeed in developing strategies rooted in data, executing them consistently and continuously, and outpacing their competitors are the ones truly mastering value creation. They harness the power of compounding effects, realizing their full potential and becoming unstoppable forces in their industries. However, achieving mastery in value creation is no simple feat. It requires organizations to prioritize value creation in both strategy and execution. Fortunately, a new category has emerged: Value Creation Management Platforms. Our firm introduced the CovQ Value Creation OS. CovQ (Compound Value Creator Quotient) represents a groundbreaking approach to value creation management. It integrates a value-driver-based, circular corporate IQ assessment system designed to determine and enhance companies’ CovQ scores and along this journey improves a company’s performance, growth, and shareholder value. This innovative framework, method, and knowledge are embedded in a Software as a Service (SaaS) and Platform as a Service (PaaS) solution, enabling seamless strategy development, tracking, reporting, team communication, collaboration, and alignment measurement. Moreover, CovQ+ offers customization options, allowing partners to tailor the platform to their specific needs, deploy their services and playbooks, and engage in ongoing business relationships. Last but not least clients can benefit from CovQ Insights leveraging benchmarks on value drivers and alignment factors. Overall, it CovQ caters to forward-thinking management teams, investors, consulting firms, and investment banks alike, empowering them to achieve desired outcomes for all stakeholders. https://lnkd.in/esd9ms2f

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Unprecedented speed and uncertainty means the old adage that past practices guide the future no longer applies.... Corporations face a recalibration of governance strategies by boards: research reveals significant hurdles in long-term strategic planning, with many directors underestimating the impact of external trends such as sustainability, GenAI, trade dynamics, and geopolitical disruptions on organizational futures. To stay ahead in these disruptive times, boards must adapt to a forward-looking mindset, weave global trends into decision-making processes, and revamp governance structures for agility and resilience. This article explores this and some key recommendations ahead for board members and governance...

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Very interesting read on the Future of HR, explaining how such a large corporation as the Lufthansa Group (110 000 employees!) went through the Covid crisis from and HR perspective and is now changing its HR functions and leveraging the power of AI. Thank you Astrid Neben and colleagues Dr. Tom Gellrich and Fabian Huhle for the insights.

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Holding multiple CEO positions simultaneously is a rare and controversial practice. A new study examines how some high-profile executives have managed to legitimize their dual roles despite the inherent challenges and ethical questions surrounding this unorthodox arrangement. https://lnkd.in/dT9fkW_Q #ceo #chiefexecutiveofficer #leadershipinsights #csuiteleaders

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Thrilled to see Vangile and others gaining so much from the AI masterclass! It's exciting to witness such enthusiasm and insight. Let's continue to push the boundaries of what's possible with AI. #AIForHR #FutureOfWork #ContinuousLearning #AI4business

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Behind any relevant strategic decision there is a vision of the world, there are values and principles: Indeed, management is philosophy in action. Many thanks Matt Symonds for this article and for your longstanding major contribution to management education.

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Starting 23 September, you could start a transformational, paradigm-shifting professional journey that will make you a better leader. So much more than 'a coaching training' (yawn) ! Contact Costanza Valentini di Laviano (or myself) if you'd like to hear more. #leadershipdevelopment #investinyourself #orasksomeoneelsetodoitforyou;)

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More than a third of large organizations have some type of transformation program underway at any given time, yet only 12% produce lasting results. There is an urgent need to understand what works and what not in an era of "normalized" uncertainty because transformation is becoming part of "business as usual" Michael Mankins and Patrick Litre, our Transformation & Change gurus, unveil a new model for business transformation based on research with top companies, outlining six key practices for lasting change. #TransformationsThatWork

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An interesting paper from the HR consulting firm Mercer suggests that we have entered the fifth industrial age - The Cognitive Age - thanks to #AI. Mercer sees HR's role in this new age as the "Stewards of Humanity, " whose mandate will focus on "doing good to improve the human condition." I'm all in on improving the human condition. But this seems to be a pretty broad and challenging mandate. For history buffs, the paper includes excellent and short descriptions of the prior industrial ages.

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