C-Suite Insights 23rd August 2021

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Tips for when you are a sole remote worker


Wall Street journal


Being the lone remote member of a mostly in-office team can be an obstacle to productivity and professional advancement. This article provides tips to protect professional effectiveness when working remotely, including:

  • Be the first to respond - become a super collaborator.
  • Build a brain trust - identify the colleagues, friends and family members who can be useful to your own work, and set up regular remote co-working dates.
  • Take advantage of your time zone - put scheduling differences to work for the whole team.

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Latest executive moves


BoardEx provides a monthly rundown and analysis of CEO changes across major markets. Recent moves include:

  • Amazon.com. Jeff Bezos stepped back from CEO duties this month, but remains with the company in an executive capacity as Executive Chair. His successor is Andy Jassy, who has been with Amazon since 1997, and who founded and ran Amazon Web Services.
  • Glencore. Ivan Glasenberg, Glencore’s CEO for 20 years, stepped down this month. The new CEO is fellow South African Gary Nagle, who is also a Glencore veteran, having joined in 2000.
  • First Republic Bank. The highest profile female appointment for July was Hafize Erkan who became the Co-CEO of First Republic Bank.

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Rethinking the board’s role in strategy, risk and culture


Russell Reynolds


This paper argues that risk management, independence and culture are very much interconnected. High-performing boards recognise the interplay across these areas and the value in getting all of them right. It recommends four practices for a proactive board:

  1. Build relationships with employees beyond the CEO. Data shows that highly effective boards are 41% more likely than other boards to actively cultivate relationships not just with the CEO, but with the broader executive team.
  2. Develop a strategic sensing capability. This means getting out of the boardroom (both figuratively and literally) to actively seek and unlock deeper insights into the business.
  3. Set aside more time. McKinsey’s 2016 survey of 772 global companies revealed that well-performing boards prescribe a commitment of up to 25 days of engagement for non-executive directors.
  4. Leverage the board performance reviews. While not a requirement in many markets, companies should consider putting deeper thought into the board’s annual review. In addition to obtaining management’s perspective, a forward-looking board will seek to align itself with the company’s long-term strategies.

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