Two-thirds of Chief Executives Reactive to Disruption

Odgers Berndtson Asia-Pacific study reveals the impact of accelerating change on CEOs

Chief executives of global companies are concerned that only half their senior executives have the right mindset to be effective in the face of disruptive change, with many admitting to being reactive, a new study from Odgers Berndtson, a leading global executive search firm, revealed.

Most chief executives said their top leaders were hired for skills relevant at the time, but a different mindset and leadership approach is now needed to manage the disruption engulfing their businesses as technological change accelerates.

The findings emerged from face-to-face interviews with CEOs and regional CEOs across Asia Pacific from 70 multinationals. These were conducted in person over six months by Mark Braithwaite, MD of Odgers Berndtson Asia Pacific, who has distilled the findings to give an unusual insight into how top business leaders are personally coping with change.

“Research shows that globally, over a third of top executives already fail, so a yawning gap between the leadership abilities their companies need and those their senior teams currently have, is very worrying,” Braithwaite said. "The rapid pace of change in Asia- Pacific makes it ideal to assess a challenge now facing all CEOs."

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