The Unfinished Business of Boardroom Gender Diversity

The Government backed Davies Review in 2011 followed by the Hampton-Alexander Review in 2016, successfully encouraged a voluntary effort to substantially increase the number of women on the boards of the FTSE 350 listed companies and this effort has cascaded down through AIM listed and the largest privately held companies. In 2012, only 12% of the FTSE 350 non-executive directors were women.  Today, it is close to 40% and still increasing. While this success needs to recognised, it also masks a deeper problem. If companies can’t get on top of gender diversity, will they be able to succeed with other forms of diversity?

Share
Report: Q3 Board Appointments 2020

In this report, we look at the breakdown of non-executive and executive director appointments and, as we have done in past reports, identify the trends and the individuals concerned. Our analysis again shows interesting trends. In our report for the full 2019 year, we showed the dramatic fall off in executive director appointments, essentially CEOs and CFOs, as the Brexit debate and parliamentary debacle intensified through that year. In all of 2019, there were only 69 executive director appointments at the FTSE 350 companies, compared to 119 in 2018. Looking now at the 2020 year-to-date appointments, we can see the turnaround with 73 executive director appointments already in the first 9 months.

Share
Report: Sequencing the DNA of Tomorrow’s CEO

CEOs were already operating in a volatile, fast-changing business environment, but the Covid-19 pandemic has accelerated the challenges they must overcome to succeed. In June 2020, Savannah Group surveyed 90 chairs and CEOs from FTSE and PE-backed companies about their views on how the traits and skills required of a business leader are changing. In the responses to an open question about the fundamental challenges facing CEOs in the “next normal” arising from the crisis, several key themes emerged.

Share
Report: Becoming Customer Obsessed

For businesses to protect margin and grow revenue in the future, a focus on customers is more crucial than ever before. We call this Customer Obsession – a fixation to drive strategy and actions that deliver greater value for the customer by embedding the customer’s real perspectives at the heart of a company. To continue to learn how different businesses are benefitting from this approach, we asked a select group of high-performance CMOs how they maximise the impact of marketing for their organisations.

Share
The DNA of the Future Organisation

How has the DNA of our organisations been altered in recent months? And how will it evolve to support a super-resilient business model that can thrive in times of uncertainty? During our virtual event our panel members discussed practical actions that organisations can take now.

Share
Report: The Digital Leadership Divide

Research across over 400 senior executives shows a substantial “digital divide” between the Board/CEO and the corporate functions (Technology/Digital/ Finance/HR/Marketing/Sales) in understanding the talent and skills required to enable and embed digital transformation within the UK’s largest businesses. Corporate functions were far less confident about the organisation’s progress than the Board/CEO. A significant proportion of corporate functions “strongly disagreed” that the progress required is being made.

Share
Report: Q2 Board Appointments 2020

In this report, we look at the breakdown of non-executive and executive director appointments and, as we have done in past reports, identify the trends and the individuals concerned. In this report we also take a brief look at that most contentious and complex of boardroom issues – remuneration – and challenge the dominance of this subject as evidenced by the fact that the Remuneration Reports of the top FTSE 100 companies average 27 pages or 45% of the Corporate Governance Reports of those companies.

Share
Agile Leadership for Organisational Performance

For leaders in the current climate, everything is magnified. Rapidly changing business environments require strategically agile leaders, able to quickly adapt to changing situations and with a high degree of cultural sensitivity to make them equally effective across the global span of their business operations. Savannah Group recently hosted an event with panel of experts to get their thoughts and insight into what defines leadership agility and how to identify and develop it within teams and organisations.

Share
Savannah Market Insights: Leadership for the ‘Next Normal’. Issue 2: August

Following on from our First Market Insights report released in May, we’ve continued our conversations with board members and senior executives across a range of sectors and industries to gather insights and opinion in the current yet ever changing business landscape. This document summarises key themes, concerns and forward plans from those conversations.

Share
Cybersecurity: Three Questions All Executives Should Now Be Asking Their CISOs

As we speak to executives in businesses that are now restarting, an area of concern that comes up frequently is information security as a result of remote working. With the majority of workers continuing to work from home on laptops and computers there are worries over increased vulnerability to cybersecurity attacks or a significant data breach. So what three questions should you be asking your CISO that you probably aren’t? And what answers should you be expecting to hear back?

Share