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As part of AESC’s latest issue of Executive Talent, “Executive Talent Issue 16: Emotions and Machines,” AESC delves into top business issues impacting organizations. In the piece, AESC and its members look at the ways that those issues impact businesses’ quest to find strong talent to lead. Below is an excerpt from the article:

AESC, the parent organization of BlueSteps recently released it's latest report Executive Talent 2025. It includes insights from 2,000+ business leaders, candidates, and executive talent advisors on key business challenges for today and the next five years. Learn about the most critical issues revealed by business leaders to strengthen your talent strategy and gain competitive advantage in the marketplace. Below is a summary of its main findings

As trusted advisors to organizations worldwide across industries, AESC Members help attract top executive talent, advise boards and develop internal talent for leadership roles. Thus, they are in a unique position to gauge the pulse of the global business climate. 

AESC’s Global Executive Talent Outlook 2019 outlines business intelligence for C-Suite leaders related to talent trends and new opportunities in the market. AESC Member consultants share input on top organizational challenges and opportunities business leaders are facing and forecast industry, functional and geographic market trends. 

This is an excerpt of AESC's report Leading Transformation: Shaping the C-Suite for Business. In the excerpt, AESC member executive recruiters how they believe the C-level leaders will need to evolve to compete in Business 4.0.

CMOs Must Evangelize Customer Centricity and Acrossthe Enterprise

This is an excerpt of AESC's report Leading Transformation: Shaping the C-Suite for Business. In the excerpt, AESC member executive recruiters how they believe the C-level leaders will need to evolve to compete in Business 4.0.

 
Must some C-Suite roles change more dramatically than others to meet the demands of Business 4.0? “All C-Suite functions are impacted in one way or another,” commented a consultant based in the UK. “No one function is exempt.”
 

CEOs Must Drive the Culture Change

This is an excerpt of "Technologies on the C-Suite Horizon," from AESC's report Leading Transformation: Shaping the C-Suite for Business. In the excerpt, AESC member executive recruiters share what they think makes an innovative business leader in today's Business 4.0 world.

 

Innovators Are Courageous

 “Where giggers were once responding to market conditions, they are now creating the conditions, disrupting the traditional workforce as we know it.” Korn Ferry Institute

With a name appropriated from performance culture where musicians play a limited engagement, or a “gig,” the gig economy describes the expanding labor market comprised of contract workers, freelancers, crowdsourced workers, and others who are hired for limited engagements, as well as platform-based systems—think ride sharing, delivery, and property rentals. Independent work is growing with the internet, and expanding from developed to developing economies as more of the world becomes digitally connected.

This is an excerpt of "Technologies on the C-Suite Horizon," from AESC Executive Talent Magazine

Digital tools and disruptive technologies from artificial intelligence and machine learning to 3D printing, 5G, IoT, Robotic Process Automation, virtual and augmented reality are transforming communication, banking, HR, manufacturing, finance, medicine, agriculture and more. What are some of the latest tools and technologies? How will organizations harness cutting-edge developments for competitive advantage? And what are the qualities of the leader who cannot only guide organizations through this disruption, but also the disruptions no one has imagined, yet?

How can executives and researchers ensure that they’re using social media effectively, efficiently and lawfully?

Social media is a staple in the career marketing mix today. Recent research from the Pew Institute shows that social media usage has risen significantly from adults over the age of 50 over the last decade. But only one-third (35%) of adults over the age of 65 use social media for any purpose. Do executive search firms, whose businesses hinge on long-standing and trusting relationships, really lean on social media as much as higher volume recruiters? How much time should executives looking to establish new relationships with executive search firms spend on social media and which sites should they prioritize?

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