6 March 2018 – Digitization which is the cornerstone of the Fourth Industrial Revolution (also known as Industry 4.0) has an impact on all organizations across various sectors or industries. In each case, the impact is a different one which makes it essential for companies to have a good understanding and view of what they face and how digitization will affect their company: which opportunities can be seized and which threats have to be faced? (Bawany, 2018)
The impact of digital disruption has to be managed alongside the more general volatile, unpredictable, complex and ambiguous (VUCA) operating conditions of recent years (Bawany, 2016). An ability to calculate and manage/mitigate risk will, therefore, be another key requirement of leaders seeking to propel their organizations into the digital age. Navigating a course through these difficult conditions may also force leaders to look at their individual leadership style and decide whether it needs to be adjusted.
CEE is launching a survey to identify the relevant competencies and skills required to successfully adapt to new realities when leading in today’s business environment which is increasingly volatile, uncertain, complex and ambiguous which are the hallmarks of the era of the Fourth Industrial Revolution.
The Leadership Readiness for Industry 4.0 research set out to answer one key question: what is the current state of leadership readiness in Singapore and across the Asia Pacific region towards managing successfully in the era of the Fourth Industrial Revolution?
7 August 2017 – Leading in the Fourth Industrial Revolution would require managing challenges in a business environment that are highly disruptive and predominantly volatile, uncertain, complex and ambiguous (VUCA). Technological advancements in artificial intelligence, robotics, sharing platforms and the Internet of Things are fundamentally altering business models and industries.
These changes are often not only alien to businesses; they are taking place at unprecedented speed. Leaders at all levels need to develop the relevant competencies and skills to successfully adapt to new realities when leading in a disruptive VUCA World.
Leading in a VUCA world not only provides a challenging environment for leaders to operate and for an executive development programme to have an impact: it also provides a much-needed range of new competencies. The new reality is resulting in the realisation that new and different capabilities are needed to succeed.
CEE is launching a survey to identify the relevant competencies and skills required to successfully adapt to new realities when leading in a disruptive VUCA World.
The Leadership Readiness for a Disruptive VUCA World research set out to answer one key question: what is the current state of leadership readiness in Singapore and across the Asia Pacific region towards managing successfully in the disruptive, VUCA business environment?
1 February 2016
Leaders from 466 of the world’s most notable organizations across the globe participated in 2016 Trends in Executive Development biennial survey. In order to track the growth and evolution of executive education and development trends, Executive Development Associates, Inc. has conducted this research every two to four years since 1983. The 2016 Trends Report, which is used by organizations to benchmark their own executive development practices, shows that the shifting markets and impact of technology are pushing executives to learn new skills and make changes in their approach. In 2014, the trends showed that the ability to create a compelling vision and engage others around it was the most important capability needed for next generation leaders. That remains true in 2016.
People need leadership. We see it in the trends, and we see it in the work every day. People need leaders who can envision a positive future state for the organization and then engage and inspire the workforce to take it there.
While this element in the trends remained steady, the new results indicate a slight shift in how leaders approach challenges with a new emphasis on cognitive readiness and a continued emphasis on critical thinking. Since 2009, critical thinking, the ability to recognize assumptions, evaluate arguments, and draw conclusions, has topped the trends as a key development need for senior leaders. In 2016, we see the connected, but more advanced level of mental skills of cognitive readiness gain in importance. Cognitive readiness, defined further in the 2016 Trends Report, is the mental, emotional, and interpersonal preparedness for uncertainty and risk.
In addition, and possibly the biggest shift in the 2016 trends, is a much greater focus on the customer. This is a major point in the research. I believe executive development will be positively impacted by this new trend as leaders learn to drive organizations that are customer centric in their solutions and integrated in their approach.
The 2016 Trends in Executive Development: A Benchmark Report is the product of collaboration between Executive Development Associates (EDA), Pearson TalentLens, and Performance Assessment Network (PAN).
The Executive Summary Report is available as a download here.
We also offer onsite strategy sessions facilitated by Senior Executive Development Associates Consultants.
For more information, contact Nora Mahmood at firstname.lastname@example.org
3 January 2015
The Centre for Executive Education (CEE) announced results from the first comparative study in Singapore to focus on attitudes, behaviours and the workplace preferences of both Generation Y (ages 20 to 34) and Generation Z (ages 16 to 19) entitled “Inspiring Your Future Workforce: How to Lead and Engage Gen Y and Z Effectively”.
The study both confirmed and dispelled stereotypes about Gen Y (also known as the Millennials) who increasingly are making up a larger part of the today’s workforce; and also shed new insights on Gen Z who are on the verge of joining the corporate world.
The respondents’ views were obtained via an online survey with the results further validated during focus group interviews.
Key takeaways from the findings show:
The Executive Summary of the Research Report can be downloaded here.
4 August 2014
The target respondents for the research are Generation Y (those born between the years 1980 to 1994) and Generation Z (those born between the years 1995 to 2010 and planning to enter the workforce in the coming years).
The research aims to find out about Gen Y at work – what attracts them to their organisation they are serving, retains them and drives or engages them as well as what they expects from their leaders.
The survey also aims to discover what Gen Z looks for in selecting their prospective employers or organisations and what are their expectations from the employee engagement and retention perspective.
Our objective is to help organisations become better equipped to manage their younger employees as well as provide insights as to what Generation Y and Z expects and how they are motivated.
The Online Survey will take around 5-10 minutes to complete and for details please visit: https://www.surveymonkey.com/s/genyz.
The respondent’s answers will be kept confidential and the record kept of the survey responses does not contain any identifying information about the respondent.
All of the information will be treated confidentially, the data will be stored at CEE Global and no individuals or their responses will be identified. The data will be kept in accordance with the Singapore’s Personal Data Protection Act (2012).
If the participating organisation or respondent would like to have a copy of the final report, they will have to provide CEE with the Name and Email Address in mid-January 2015 when the report is expected to be published.
If there have any queries about the survey, please contact email@example.com.
Media Reports on the Survey: