Insights & Research

Insights & Research

Exclusive Insights

Original research and insightful articles on leadership, people and culture, change management and career advancement for busy senior executives.

Report: Breaking Ground

Diversity is not just a moral obligation or the right thing to do from an ethical standpoint – it’s an economic imperative, powering more profitable, innovative and creative businesses. Through this report, supported by interviews with 24 female E&C CEOs and executive leaders and a range of quantitative data, Savannah Group explores the sheer scale of the challenge and an actionable roadmap to achieving better diversity.

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Report: Succession Planning with Military Precision

This report in Savannah Groups’s People and Performance series features lessons for CEOs from the Armed Forces. The British military is renowned for its world-class leadership. Over centuries, they have honed a highly effective structure for identifying and developing leadership talent. The trio of organisations that make up the British Armed Forces – the British Army, Royal Navy and Royal Air Force – are each the size of a FTSE 100 company and have their own leader responsible for managing tens of thousands of people and billions of pounds of budget and assets. They represent the UK on the global geo-political stage, including security, trade, foreign relations and international business partnerships.

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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?

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Mastering Leadership Transitions – Both Internally & Externally

A combination of remote working and an accelerated pace of change have made transitions more challenging than ever. Whether moving internally or externally, leaders are faced with building trust, credibility, and their networks, without being able to spend time with their colleagues face to face. To discuss how to set leaders up for success in this environment, Savannah Group was joined by Michael Watkins, bestselling author of The First 90 Days, Master your Next Move, Professor at IMD Business School and co-founder of Genesis, and Danielle Harmer, Chief People Officer at Aviva.

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Onboarding a New Leader — Remotely

Imagine that you have a new supply-chain leader starting next week. You hired her to do supply-chain transformation before the crisis took hold. But now she is joining remotely and inheriting a remote team, and her short-term, urgent priorities are very different from what they appeared to be before the pandemic. As her manager, how can you make her onboarding experience a productive one? What can you do to support her so that she’ll hit the ground running?

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The Elephant in the Boardroom

I have been in the privileged position to discuss race and diversity in all its forms with many leading Chief Executives and Chairs. One thing that always struck me was their need for a safe environment. An environment where they could not only challenge me but also their own concepts of race and get a better understanding of privilege in order to make their companies more attractive, better and ultimately more profitable places to work.

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Gender Diversity in Technology

Why do clients value diversity and why is it so difficult? Our clients are continually asking us to focus on diversity – and within technology, particularly on gender diversity. Focusing on diversity just to box tick won’t get you very far, but an authentic, full-hearted commitment at the most senior levels of leadership will reap significant benefits for your company. We’ve compiled some practical advice on how organisations can address this ongoing issue.

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The £45 Billion Opportunity

Recently published analysis by Deloitte found that poor mental health costs UK businesses up to £45 billion each year – a rise of 16% since 2016. Rob Stephenson, Founder of InsideOut is a campaigner for creating healthier workplaces. Rob describes mental health as one of the big challenges of our lifetime. So how do we capitalise on this £45 billion opportunity? And what is the role of the board and the executive committee in really pushing the mental health agenda forwards? To explore these questions, InsideOut partnered with Savannah Group for an event hosted at KPMG to bring a room of senior executives together to educate and inspire about the opportunities addressing mental health in the workplace can bring.

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The Business Case for a Neurodiverse Workforce

Analysis of FTSE 100 & 250 appointments through 2018 showed that 62% of FTSE 100 board appointments in the second half of 2018 were women. But simply hitting a diversity target isn’t enough. Diversity requires diverse thought, experiences and opinions. With 10% of the workforce estimated as neurodivergent, and talent scarcity among the skills that some neurodivergent individuals excel at, for the organisations that are brave the potential upside is huge. So how can organisations build a more inclusive environment?

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Is It Time To Go Back To The Fundamentals of Leadership?

Leadership development is a $200 billion industry. From coaching existing leaders, to teaching new MBAs, to books and courses, businesses and individuals are spending a huge amount of money in the pursuit of producing or becoming a better leader. But is it working? We invited a dozen Group HRDs to discuss this at a breakfast briefing co-hosted with the Harvard Business Review and chaired by Ron Ashkenas, an Emeritus Partner of US-based Schaffer Consulting.

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How AI, Cloud And Blockchain Is Inciting The Next Corporate Technological Revolution

Savannah Group recently hosted an event for a selection of CIOs, CTOs and CDOs and invited Dr Jai Menon, Chief Scientist at Cloudistics to lead a discussion on the major technological changes driving change in organisations at the moment.

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Will Employee Experience Be the Death Knell for Executive Interims?

Employee engagement is out, and employee experience has emerged as its successor. Tailored, highly personal, and focused on the individual rather than the collective, a focus on employee experience aims to use a multitude of feedback tools, apps and self-service technologies to improve the employee experience.

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12 Emerging HR Technologies & Trends to Keep Your Eye On

The HR tech space is exploding, with over 135 start-ups innovating across the HR value chain. Due to the sheer volume of start-ups and how fragmented the HR Tech space is, it can be difficult for HR leaders to keep abreast of new and emerging technologies and prioritise which technologies are worth exploring. We welcomed a selection of Group HRDs for a presentation and discussion focused on the workplace as a native function, what the trends and emerging technologies are and what the HR function can do to encourage innovation.

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Are we pushing diversity in business fast enough?

Diversity matters. It is important for humanity, for education and, most notably, for business. Diverse leadership teams ignite more creativity and innovation, with a range of backgrounds, experiences and mindsets all contributing to business, customer and product development. This, in turn, encourages and promotes more inclusive attitudes, which attract the top talent that every business needs for fast financial growth.

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Executive Briefing: The Future of the IT Organisation

Savannah Group and Leading Edge Forum recently hosted a breakfast briefing at Savannah’s offices in London to discuss “The Future of the IT Organisation”. Bill Murray of LEF presented key findings from a recent LEF research report, with a subsequent roundtable debate with fifteen CIOs/CTOs and CDOs on whether there will be an IT Organisation in the future.

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Does Culture Still Eat Strategy For Breakfast? If So, What’s For Lunch??

Perhaps most famously, the importance of culture was summed up in Peter Drucker’s famous quote “Culture eats strategy for breakfast”, but to what degree is this still true in today’s disrupted age? In a business world awash with private funding, and an insatiable appetite from shareholders of public companies for increasing returns year on year, is culture still seen as a priority by current business leaders?

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5 Critical Questions Senior Executives Must Ask As Their Organisation Implements AI

It’s hard to ignore the hype surrounding Artificial Intelligence. If it hasn’t been deployed within your organisation already, the deployment of AI within most businesses looks inevitable. Decisions being made right now about AI within your organisation bring significant opportunities such as cost savings, new insights into data patterns and enhanced customer service but it also brings risks and vulnerabilities.

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How To Bring Diversity To Your Executive Team

In a rush to bring diverse talent to an organisation, few stop to ask themselves why they are actually doing this. What is it about the sex or race of a particular candidate that makes them the best fit? What does the company hope to gain by seeking out a more diverse group of candidates in general? Answering those important questions holds the key to unlocking the potential of a diverse organisation, and that requires redefining what diversity is.

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The past was yours, but the future’s mine

I attended an incredibly engaging talk by Mark Shayler towards the end of 2016 that concerned the current age of disruption that is occurring globally. In this article I discuss and highlight five of the key power shifts he outlined.

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Diversity in Fintech: A 15 to 35% Boost In Performance?

Recent studies have highlighted how male-dominated FinTech boards are, with some studies finding that as much as 69% of FinTech firms’ boards are entirely male. These findings coupled with a significant amount of research suggesting a lack of racial and gender diversity at Board level in Technology and Finance should create a cause for concern among FinTech companies.

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