C-Suite Intelligence 4th June 2020

Winmark's C-Suite Intelligence service provides news, content and research to help leaders across all C-Suite functions address the exceptional challenges they are facing.

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Leading through turbulent times: Sir Andrew Likierman interviews Sir Jim Ratcliffe
London Business School
INEOS founder Sir Jim Ratcliffe talks candidly with former London Business School Dean Sir Andrew Likierman. He discusses how, despite the global crisis, he is looking to grow his chemicals business and position it as a consumer-facing brand.
He also talks about his views on home working, how he keeps talent happy, the challenges he and INEOS have faced and how its profile is growing through sport.


Recommendations for upskilling
In an article examining the benefits and burdens of upskilling during a downturn, PwC provide six recommendations for success:
  1. Set a clear direction and lead from the front
  2. Identify your priority skills and skills gaps
  3. Upskilling and reskilling are both vitally important
  4. Build on your cultural foundations
  5. Provide time, energy and motivation to learn
  6. Track and measure results
Business leaders share tips on how to cope both personally and professionally
McKinsey & Company
Based on discussions with business leaders around the globe, this article provides tips on how to cope both personally and professionally.

Leaders share the microhabits - daily routines and ways of working - that they have adopted to help them and their companies weather this crisis and emerge stronger from it.
Why creating an internal market for technology is a game-changer for CIOs
Post-lockdown, CIOs will face even more pressure from both the CFO and their own line of business to demonstrate the value of technology initiatives.
Managing the technology function as if it were a business is an important first step into the post-COVID world. It means that the office of the CIO has the financial transparency to demonstrate the “true” business value of IT.

Where CIOs successfully transition from leading a cost centre which “keeps the lights on” to a service provider that is integral to the running of the business, they start to make the transition to becoming a true strategic partner to the business.

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