The new talent: developing, retaining and empowering people in a complex world
What will the next generation of business leaders be — Inspiring or expiring? Building the next generation of leaders has been a perennial challenge; it is now likely to become mission impossible. The rapid evolution of the business environment implies that future CEO’s will face quite a schizophrenic set of expectations indeed. Under the new rules of the game, whether regulatory, environmental, or the certainty of uncertainty, success will require being both structured and entrepreneurial, an in-depth expert and general manager, globally oriented and locally effective, internally engaging and externally reassuring, stock-performance driven and visionary.
Participants in this taskforce will develop an action plan defining:
• The profile of 21st future leaders, including the differences between the Baby Boomers at the helm today and the new generations who will lead tomorrow
• New types of educational and professional systems required to prepare them
• Structures and incentives required to attract them and make them succeed
• Actions and collaborations required — on a micro and macro level — to ensure we have good candidates willing to sign up for the job 15 years from now
Led by Michel Frédeau, Chair, BCG People Team and Roselinde Torres, Global Topic Leader, Leadership, BCG
Discussion leaders: Yves de Chaisemartin, Chairman and CEO, Altran
Keith Ferrazzi, CEO, Ferrazzi Greenlight
Kaye Foster-Cheek, former VP, Human Resources, and Executive Committee Member, Johnson & Johnson
Yasmin Namini, SVP, Marketing and Circulation, The New York Times
