Perspectives

NGS Global est à l’avant-garde de la réflexion sur les solutions de recrutement de Cadres Dirigeants dans l’intégralité des industries et des secteurs fonctionnels.

Nous continuons de mettre à disposition de nouvelles recherches et des articles et, en vue d’obtenir de nouvelles connaissances sur le leadership, nous vous invitons à revenir consulter la section perspectives.

Articles

The Rise of Employee Engagement in Chinese Companies

By Julian Buckeridge, Lee Brantingham, Irene Huang (January 2018)

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The Rise of Employee Engagement in Chinese Companies

Throughout the decades beginning in the 1990s, the working individual in China was apt to be attracted to the multinational corporations (MNCs), as it was then perceived that they led in business acumen, career opportunity and compensation across all industries. The trend, however, has changed over the past years and there is a rising number of individuals more likely to join a Chinese company.

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Challenges of Gathering Compensation Data on Candidates

By David Nosal and Paula Elmore  (January 2018)

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Challenges of Gathering Compensation Data on Candidates

by david nosal and paula elmore  (january 2018)

Asking a job candidate for current or former wages has historically been a key part of recruiters’ candidate screening process. However,, as part of broader efforts aimed at closing the pay gap between men and women, many states have introduced measures to restrict employers (and their search agents) the ability to ask job candidates about their pay history during the hiring process. David Nosal and Paula Elmore, Managing Partners at NGS Global, provide an overview of the current status of this legislation across the U.S., what employers and recruiters can or cannot ask candidates; what sanctions apply if employers fail to comply with the rules; and finally, what can recruiters do to prepare for the challenges the restrictions will pose.

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Spotlight on Russia

An Interview with Maxim Chuvaev, Partner,  Russia (CIS)   (October 2017)

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Spotlight On Russia: As Challenging Economic Climate Continues, Opportunities Remain For Executive Talent

AN INTERVIEW WITH MAXIM CHUVAEV, PARTNER, RUSSIA( (CIS)  (October 2017)

The downward spiral of oil prices and western sanctions in 2014 drove the Russian economy into a recession, as over half of government revenues were derived from oil and gas exports.  Today, Russia has begun a path to economic recovery with global growth and trade beginning to strengthen.

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Executive Talent Mobility Across Industry Boundaries

By Soumitra Agarwal, Dr. Marianne Broadbent, Terry Veitch, Can Önen, Lee Brantingham, Julian Buckeridge (July 2017)

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Executive Talent Mobility Across Industry Boundaries:

A Perspective from NGS Global

soumitra agarwal, dr. marianne broadbent, terry veitch, can Önen, lee brantingham, julian buckeridge (july 2017)

Intense competition in many industry sectors has had organizations look for fresh thinking that would potentially strengthen their competitive position and drive performance improvement. One approach that is slowly gaining acceptance in this context is the hiring of senior executive talent from outside the industry sector. While this approach has merits, the organization has to be patient and allow time for the new leader to deliver concrete outcomes. They can accelerate the executive’s success through a thoughtful and diligent onboarding program. Based on its experience hiring senior executives for Fortune 500 to emerging enterprises globally, NGS Global offers a perspective on the subject.

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Managing Human Capital Challenges Across the Emerging Markets

By Julian Buckeridge, Soumitra Agarwal, Maxim Chuvaev, Terry Veitch, and Can Onen (May 2017)

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Managing Human Capital Challenges Across the Emerging Markets

julian buckeridge, soumitra agarwal, maxim chuvaev, terry veitch, can onen (May 2017)

Within the emerging markets there are varying degrees of evolution and growth.  Each phase of development has its own talent management challenges. In this article, NGS Global partners assess the current challenges and trends affecting human capital within corporations expanding their global reach across the emerging markets and provide strategies to attract, develop and retain key executive talent.

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Industry 4.0, the New Industrial Revolution

An Interview with Roman Müller-Albrecht and Terry Veitch, Managing Partners at NGS Global

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Organizations Must Embrace Industry 4.0 or Risk Becoming Obsolete

ROMAN MÜLLER-ALBRECHT AND TERRY VEITCH, MEMBERS OF NGS GLOBAL'S INDUSTRIAL PRACTICE GROUP (august 2016)

Many people refer to Industry 4.0 as the new Industrial Revolution and experts theorize that industry has been strengthened by the rise of digital technology, which has allowed for more efficient production, streamlined procurement, and faster distribution of goods. In this article, we look at what effect technology is having on the industrial sector and what leaders are doing to adapt and remain competitive.

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The Evolving Profile of Executives in Financial Services

An Interview with Bob Kobayashi, NGS Global Managing Partner. (August 2016)

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Changing Regulations Require Leaders with Diverse Skills

Bob kobayashi, leader of the firm's global financial services practice (august 2016)

Tighter regulation in the financial services industry has a had a ripple effect throughout the United States, and some would argue globally. One significant impact has been the rising importance of roles such as Chief Risk Officer and Chief Compliance Officer in the world of finance.

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Leadership Transformation Underpins Digital Transformation

 Marianne Broadbent and Mark Lelliott, Managing Partners, Australia. (July 2016)

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Leadership Transformation Underpins Digital Transformation

Managing partners Marianne Broadbent and mark lelliott (July 2016)

Organizations in nearly every industry worldwide are wrestling with a similar challenge–how do they ensure that their top management has the skills necessary to lead the business from a state of digital disruption to one of digital transformation?

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Spotlight on Mumbai, India

An Interview with Soumitra Agarwal, Managing Partner, India. (July 2016)

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A Profile of Mumbai, India and NGS Global's Practice There

Managing partner Soumitra Agarwal discusses Mumbai, India (July 2016)

India is one of the world's fastest growing economies. Soumitra Agarwal, NGS Global Managing Partner in Mumbai, India, gives his perspective on the economy in the country and what industries are leading growth there. 

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Spotlight on Dusseldorf, Germany

An Interview with Richard Crux, Managing Partner, Dusseldorf, Germany. (May 2016)

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A Profile of Dusseldorf, Germany and NGS Global's Practice There

Managing partner Richard crux discusses Dusseldorf, germany (may 2016)

Dusseldorf, Germany boasts low unemployment numbers, a highly-educated workforce, stellar public transportation, and a population with above-average disposable income. NGS Global Managing Partner Richard Crux explains in depth how these (and other) factors make the city such a desirable location for organizations that wish to establish a presence in Germany, and Europe.

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Spotlight on Seoul, South Korea

An Interview with Cindy Yang, Managing Partner, Seoul, South Korea. (April 2016)

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A Profile of South Korea and NGS Global's Practice There

an interview with Cindy yang, managing partner, Seoul, south Korea (April 2016)

South Korea is one of the United States’ biggest trading partners, a thriving democracy and an increasingly important hub for technology and related development. Cindy Yang, Managing Partner of NGS Global’s Seoul office breaks down the market in South Korea and how competition for top-level executives is affecting the new wave of technology-driven companies there. 

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Mapping Executive Talent Requirements for an Uncertain Future

An Interview with NGS Global's Advanced Technology Practice Heads (March 2016)

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Mapping Executive Talent Requirements for an Uncertain Future

An inside look at the tools being used by top tech companies to attract star performers 

Technology companies are adapting to the challenges associated with finding the best and brightest executives. Those that find success recruiting top leaders, will find their organization ideally positioned for success now and in the future. 

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Gaining Visibility: New Consumer Practice Lead Credits NGS Global's Unique Platform as Motivation for Move

Richard Crux, Managing Partner (March 2016)

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A Profile of NGS Global's Newest Managing Partner

An interview with Richard Crux, Managing Partner, Europe (march 2016)

The city of Dusseldorf lies at the center of one of Europe’s largest metropolitan areas and the only one to cross several borders making it an ideal location for any business. Richard Crux, himself formerly a client of NGS Global, is the latest Managing Partner to join the firm. His expertise in consumer goods and C-level leadership experience will allow us to continue to provide our clients in the CRH industry with the high-touch service they have come to expect from our organization. 

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Spotlight on South Africa

An Interview with Terry Veitch, Managing Partner (April 2015)

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Spotlight on South Africa

An Interview with Terry Veitch, Managing Partner (April 2015)

As Africa’s second largest economy, South Africa is a popular gateway to the Sub-Saharan region from a foreign direct investment perspective. We recently interviewed Terry Veitch, Managing Partner at NGS Global for Africa, for insights into this dynamic market.

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C-Suite Digital Business Expectations for Chief Information Officers

Dr. Marianne Broadbent, Managing Partner (February 2015)

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C-Suite Digital Business Expectations for Chief Information Officers

Dr. Marianne Broadbent, Managing Partner (February 2015)

The CIO role continues to evolve along with the pervasiveness of technologies in our daily lives. In 2015, digital business is accelerating C-level executives’ expectations.

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Update from Europe: Industry Trends and Human Capital Challenges

Roman Müller-Albrecht, Managing Partner (February 2015)

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Update from Europe: Industry Trends and Human Capital Challenges

Roman Müller-Albrecht, Managing Partner (February 2015)

NGS Global is quickly expanding its global footprint and recently established offices in Vienna, Austria and Helsinki, Finland. To better understand the human capital challenges companies in Europe face, we recently spoke with Roman Müller-Albrecht, Managing Partner at NGS Global in Frankfurt, Germany, to get his thoughts on the current trends and challenges affecting businesses.

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The Impact of Gender Quotas on Businesses in Europe

An Interview with Stephan Füchtner (November 2014)

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The Impact of Gender Quotas on Businesses in Europe

An Interview with Stephan Füchtner (November 2014)

Many countries in Europe have introduced gender quotas to encourage companies to increase diversity at the board level and inspire change from the top down. The number of male executives that serve in director roles and as senior managers far exceed that of women, causing many businesses to question how to best go about recruiting female talent to meet the quotas mandated by their governments. We spoke with Stephan Füchtner, Managing Partner in the Frankfurt office of NGS Global, to understand how companies in Europe are thinking about gender quotas and what they can do to boost female participation at the highest organizational levels.

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Disruptive Methodology: Why a Deliverables-Based Model is the Key to Client Satisfaction

by David Nosal - Managing Partner (November 2014)

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Disruptive Methodology: Why a Deliverables-Based Model is the Key to Client Satisfaction

by David Nosal - Managing Partner (November 2014)

For over 50 years, major search brands have sold their services based on a retained, time-based fee structure and pledged a certain level of quality to clients without taking real accountability for the results. In my 30 years of watching the major search firms—and in fact, most other search firms—go to market with a time-based fee structure, I have come to realize that the only ones who benefit from this kind of model are search firms and the consultants they employ. At NGS Global, we’ve turned the traditional model upside down. Although we are a global high-end, retained executive search firm, we tie hard deliverables into our fee structure.

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M&A as an Exit Strategy: The Executive Leadership Dimensions

by David Nosal - Managing Partner (October 2014)

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M&A as an Exit Strategy: The Executive Leadership Dimensions

by David Nosal - Managing Partner (October 2014)

Twenty years ago, an initial public offering (IPO) was considered the gold standard for success in the start-up and business community. The IPO was a liquidity event that held a certain cachet and garnered the respect of senior business leaders across industry lines. However, with the dot-com bubble and subsequent crash in 2000, the resulting Sarbanes-Oxley Act of 2002, and the financial crisis in 2008, the regulatory environment for public companies became more stringent than ever before, forcing many organizations to devote more time and money to complying with new regulatory demands. As a result, some organizations began to second guess the ultimate goal of going public. Still wary of the risks associated with an IPO—increased public scrutiny, regulations, and the costs related to SEC compliance—many of today’s entrepreneurs are building their companies with multiple end-game strategies in mind, including merging with or getting acquired by another organization.

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Update from Asia: Industry Trends and Human Capital Challenges

by Julian Buckeridge - Managing Partner, Greater China (September 2014)

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Update from Asia: Industry Trends and Human Capital Challenges

by Julian Buckeridge - Managing Partner, Greater China(September 2014)

As companies continue to mature and expand their geographic footprints in Asia, they face greater competition than ever before to tap best-in-class executives to lead their Asia teams. To successfully recruit top-level professionals away from competitors while retaining current employees, organizations must stay attuned to hiring trends, market dynamics, and candidates’ needs and demands.

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The Changing Face of Asia: What Companies Need to Know Before Expanding into Emerging Asian Economies

by Julian Buckeridge - Managing Partner, Greater China, Paula Elmore, Managing Partner - Americas, and Roman Müller-Albrecht - Managing Partner, Europe (September 2014)

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The Changing Face of Asia: What Companies Need to Know Before Expanding into Emerging Asian Economies

by Julian Buckeridge - Managing Partner, Greater China, Paula Elmore, Managing Partner - Americas, Roman Müller-Albrecht - Managing Partner, Europe (September 2014)

Once regarded as a beacon of opportunity for consumer organizations, China is now losing many of the competitive advantages it offered as costs rise and foreign direct investment wanes. As a result, many multinational corporations (MNCs) have their sights set on neighboring countries. We recently spoke with key executives at some of today’s leading global brands to better understand how consumer organizations are structuring their teams and operations as they expand into emerging Asian economies. We found that while a few key markets have absorbed a significant amount of the business fallout from China, there is not a single region that provides a one-size-fits-all solution to uniformly address the needs of every corporation. It is crucial for organizations expanding into more cost-effective markets to identify the unique set of challenges and advantages associated with each region to find the opportunity that most closely complements their strategic goals.

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The Importance of Partner-Led Search Execution

by David Nosal, Managing Partner (November 2013)

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The Importance of Partner-Led Search Execution

by David Nosal, Managing Partner (November 2013)

When competing for a new piece of business, executive search partners typically walk into a prospective client’s office, dressed to the nines, and try to sell board members, CEOs and/or heads of human resources on their capabilities and knowledge of specific industries, functions, and companies. They then pledge to take sole responsibility for any and all search assignments awarded to them. If the pitch is convincing, management teams will likely choose to hire those executive search professionals to execute senior-level search assignments for the company. Unfortunately, this is the point at which the vast majority of search partners disengage from the search process.

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Understanding Off-Limits Restrictions: Questions Companies Must Ask Before Signing on the Dotted Line

by David Nosal, Managing Partner (August 2013)

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Understanding Off-Limits Restrictions: Questions Companies Must Ask Before Signing on the Dotted Line

by David Nosal, Managing Partner (August 2013)

Executive search firms generally adhere to the off-limits principle of not recruiting candidates from a client organization for at least one year after executing a C-level search assignment for the company in question. Search firms first introduced this policy not only to ease clients’ hesitation around welcoming third-party consultants into the inner workings—and sometimes chaos—of their organizations, but also and perhaps more importantly to reassure clients that the search consultants wouldn’t poach key executives that they might get to know in the course of a search assignment. Originally geared towards protecting clients’ interests, off-limits restrictions today have a very different effect in the largest search firms unless they are skirted around, manipulated, or worse yet, concealed entirely.

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Managing Risk in a Global Organization: The Leadership Requirements of Today's Security Executives

by David Nosal, Managing Partner (June 2013)

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Managing Risk in a Global Organization: The Leadership Requirements of Today's Security Executives

by David Nosal, Managing Partner (June 2013)

The days of simply installing surveillance cameras and hiring security guards to protect against the many inputs that affect an organization’s operational effectiveness are a distant past for corporate security executives. As businesses continue to grow on a global scale, so too, do the requirements and scope of the corporate security function.

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Surviving the Talent War in China: How Companies Can Escape the Closing Cost Gap

by Lee Brantingham, Managing Partner, and David Nosal, Managing Partner (April 2013)

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Surviving the Talent War in China: How Companies Can Escape the Closing Cost Gap

by Lee Brantingham, Managing Partner, and David Nosal, Managing Partner (April 2013)

China continues to serve as an attractive market for foreign direct investment and multinational corporations. Many organizations are faced with the challenge of recruiting and attracting talent in a region where senior leaders are in scarce supply. Building a strong team in this highly competitive and dynamic environment requires looking beyond the ideal candidate profile and tapping into the local pool of up-and-coming leaders.

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Pathway to Protection: The New Skill Sets Required of Chief Information Security Officers,

by Robert (Bob) Kobayashi, Managing Partner, and David Nosal, Managing Partner (September 2012)

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Pathway to Protection: The New Skill Sets Required of Chief Information Security Officers,

by Robert (Bob) Kobayashi, Managing Partner, and David Nosal, Managing Partner (September 2012)

As the number of headlines around hacking and security breaches grows, many organizations are turning to their Chief Information Security Officers for answers. We recently spoke with a number of leading security executives to better understand their approach to risk management in mission-critical situations and the key attributes of today’s best-in-class security officers. Our conversations revealed a talent pool scrambling to keep pace with rapidly changing requirements.

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