Content Curated – top four must reads

updates + insights » Content Curated – top four must reads

Because you’re busy doing what you do best – here are our top picks for articles worthy of a glance from the past few weeks.  

The Economist: What it takes to be a CEO in the 2020s

Yes, it does mostly reference trends in the USA but there’s a lot to take in from this story that delves into how businesses are responding to economic and social change and the impact this has on senior leaders in an organisation. Particularly this not so subtle comment about corporate responsibility for climate change “CEOs in the 2020s will have their hands full with their own company, so forget trying to run the world too.”

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Forbes: Why doing good is good for business

And more on corporate social responsibility… This is paid content from Deloitte that introduces key concepts from the Big 4’s annual readiness report – essentially a survey of 2,000 C-suite executives from 19 countries that examines how businesses are balancing profit and purpose. Not surprisingly the top challenge continues to be a lack of strategic intent however the results emphasise that traditional business objectives, transformational technologies and growing obligations for the greater good are intersecting at a rate that can’t be ignored.

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The Spinoff: Sky TV’s new CEO has a bold rescue plan. Can he pull it off?

Billed as a “transformational leader”, Sky TV’s (relatively) new CEO Martin Stewart certainly has some challenges in his path. Now almost one year in, The Spinoff’s Duncan Greive provides a bit of a  report card for the year that was. The key takeout, despite the sheer scale of the task, Martin Stewart appears to remain enthusiastic and optimistic. Perhaps a necessary trait of a truly great leader?

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NBR: Tony Carter: ‘Part-time directors worry me’

Professional independent director Tony Carter (currently on boards of Vector, ANZ Bank New Zealand, formerly Chair of Air New Zealand and Fisher & Paykel Healthcare) shares some of the challenges and obligations he believes directors need to take heed of as the role of governance changes. According to Tony Carter  “the professional directors who treat this as essentially a fulltime job, which is what I do, they’re the ones that put the work in, they know how much they can do.”

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