Growing environmental regulations and new public-private management models require experienced leaders.
The traditional industries of mining, forestry, energy, water and concessions have felt the impact of climate change, volatility on the commodities market, growing environmental regulations and new public-private management models. These external pressures demand experienced leaders who manage sophisticated business strategies while integrating new technology, regulatory and community factors, international fluctuations and environmental demands.
Even though their business and operations management models differ, the manufacturing, transportation, logistics and construction sectors have all felt the impact of B2B with a sharper focus on client experience and service as a critical element of growth and competition.
Furthermore, international trends toward megamergers, technological innovation and security demands mean that leaders in these sectors increasingly need more significant experience in global markets and the cycle of change management.
Finally, as inherently global sectors, agro-industry and aquaculture have been impacted by climate change since their inception. Transformation that integrates business strategies has increased the complexity of the production value chain and marketing in these industries. The demands of international markets and unforeseen circumstances require visionary leaders who respond quickly and who are focused on ongoing technological innovation.
The consumer goods industry has witnessed profound changes in purchasing habits.
Digital platforms and the resulting changes in purchasing habits have profoundly transformed the consumer goods industry. Some of the developments that affect sectors serving consumers include omni channeling, buying experience, constantly changing consumer preferences and global industry trends as well as design lines by major retailers.
Consequently, our search experience in the consumer goods, retail, automobile, hospitality and entertainment industries, as well as emerging sectors like mobility and last-mile (e.g.,Mobike, Cornershop, Uber, Lime) enables us to probe deeper into the universal need for talent that drives company growth, innovation and transformation to attract and earn the loyalty of today’s consumers.
The challenges and opportunities of the digital revolution have expanded the spectrum of competitors.
Several types of technology – both convergent and disruptive – have transformed telecommunications, digital, artificial intelligence, technology services and last-mile (Amazon, Aliexpress, Rappi, Cornershop, etc.) industry services. The primary users of these services are highly informed consumers who are agile decision-makers and supporters of innovation proposals.
The challenges and opportunities of the digital revolution have expanded the spectrum of competitors to include market leaders with a global presence, aggressive start-ups, multinational spin-offs and even bold local start-ups that aim to be pioneers within their countries. Responding to the dynamic nature of these businesses and the diverse range of players within the ecosystem requires talent whose flexible leadership is driven by innovation and transformation.
The global, dynamic context demands sound risk management and talent that adapts to multiple factors.
Financial services (banks, pension funds, general fund administrators, insurance, private health insurance, etc.), investment funds, risk capital, family office and real estate investment have seen new players as well as convergence and consolidation of the leading players at both the global and local levels.
The global, dynamic environment features increased regulation; an oscillating political, social and economic climate; and greater scrutiny from the markets, stakeholders and external audiences. These factors demand talent and leadership that can adapt to a wide range of fronts and demands, risk management experience and a visionary outlook for developing profitable businesses.
A new scenario of change, uncertainty and contingency factors
Tremendously complex scenarios, regulatory changes, demographic diversity and emerging stakeholders in the education and health services sectors apply pressure for talent and leadership capable of performing in this new landscape of change, uncertainty and contingency factors. Leaders in this industry must also combine new technology that impacts both the service provider and the consumer and pushes toward delivering better service at a faster speed and lower price.
Additionally, government institutions and foundations are assuming increasingly important roles in response to the high social and cultural demands existing in society today. Management models have had to adapt to multiple audiences and environments that seek effective, transparent social proposals.