Many things keep manufacturing CEOs up at night, but one of the most nagging is the challenge of ensuring that they’ve got enough skilled workers to keep the machines running in the future.
Business school may be your ticket to the boardroom. More than 40% of the chief executive officers in the top 100 Fortune companies have studied for an MBA, according to research from Heidrick & Struggles, the executive search firm.
Millennials have officially taken over as the largest segment of the U.S workforce, according to a 2015 Pew Research Center analysis. Love them or hate them, the sheer size and influence of the millennial generation has important business implications, not the least of which is what kind of leaders they will make 10 years from now.
You may be surprised to know that when it comes to personal development, your fellow CEOs are no different than their employees. They yearn for it—and probably more than you think.
CEOs have been fixating on the importance of millennials as consumers and workers. But have they thought about the kind of leaders the members of Generation Y will become as they age and climb into important positions in their businesses? And more importantly, how the grooming and mentoring process might need to change to optimize their growth and their strengths?
Nearly half of American jobs could be automated in “a decade or two,” according to a recent argument by two researchers in The Economist. The jobs of everyone from telemarketers to title examiners to watch repairers to library technicians have become endangered by advances from the Internet of things, while many of those that have been deemed safe from such disruption are hands-on healthcare-related occupations: mental-health social workers, oral surgeons, prosthetists and recreational therapists. Yet, as this phenomenon unfolds, it underscores areas of opportunity, not only for individuals, but also for companies organized around their skills.
Making the connection between leadership and the company bottom line isn’t revolutionary. But Gallup estimates that 70% of U.S. workers are not engaged at work, and puts the cost of disengagement at $550 billion per year.
At the 2015 Smart Manufacturing Summit in Indianapolis, attendees participated in an exchange of ideas and best practices on how to recruit the best technical talent. Their ideas and experiences are shared here.
We tend to think of the United States as being rather culturally diverse. But American culture (especially its business culture) is very old and complex. Despite the unique melting pot of the American cultural landscape, American pluralism cannot begin to compete on the diversity scale with what’s arising in a few centers of international business outside the Western world, in places like Dubai. These four lessons I learned doing business there will help any CEO build effective teams.
For an organization to grow, identifying and grooming the future leaders of your company is of utmost importance. You would think with all of the books being written on leadership that the labor force would be more skilled in leadership abilities. In fact, there remains a significant gap in leadership skills within the corporate hallways of America.