Clive Sexton's Journal
Clive Sexton
Director, Impact Executives
Global Interim Management provider
clive.sexton@impactexecutives.com
+44 (0) 20 7333 1559
The World wakes up to the Power of Interim Talent
The road is
increasingly a Global one for today's Interim Managers, we have this
past month been working on some fascinating assignments from far flung
locations around the globe, we do as a Group have 27 offices across the
globe with two more about to open, but that aside, at last the world is
waking up to 'The Power of Interim Talent' and the advantages of 'Flexible Resourcing'. There is clear evidence of how Interim Managers
in Dubai for instance are making an impact in creating that city into
the 21st century Business Powerhouse of the Middle-East and perhaps the
less envious task of those regenerating Baghdad and parts of war torn
Iraq.
Similarly the roles in China we have been handling have not been short of takers, so brush up on that Mandarin!
There is a
distinct shortage of talent and I have attached an article from which
you can draw your own conclusions. However one thing is certain, from
another report I have read this week, International experience has
become much more of a 'must have' for aspiring chief executives,
according to new research. The research continues - In 1996 just four
out of 10 chief executives had completed an overseas assignment. But by
2002 this had risen to six out of ten and last year it was nearly eight
out of ten that had spent time working abroad.
In addition
it states that 'the majority of this experience was gained in North
America and Europe, with much less in the new economic growth regions
of Asia and South America.' So Interim Management has come a very long
way from its origins in the Benelux..where would you like your next
assignment to be?
Thank you to Dr Marx and Management-Issues for the review, link to original article at base of this posting
Article: China's Talent Problem
"Whilst
the Chinese government has done a great deal at the national and local
level to attract Chinese talent back into the country, some evidence
suggests that other factors are attracting them back.
Good
government policies and political stability, for instance, has
encouraged some scientists to come back, while entrepreneurs believed
that the introduction of technology into China would result in
attractive profits.
The
people who do return also may not be the most successful ones either.
Some returnees were unsuccessful abroad while the very best scholars
and scientists tend to remain abroad.
The
large numbers of returnees can be misleading. Half of 30,000 of those
who returned in 2005, for instance, had earned undergraduate or one
year master's degrees, which made them relatively unskilled and less
likely to find work abroad. These people (known as hai dai or sea-weed)
tend to fill middle-management positions and will not be the cutting
edge scientists, scholars and entrepreneurs that the government would
hope for.
Domestic
concern arises from the fact that many of the returnees are the only
children of recently retired government officials, who will depend on
them for financial assistance. The market will take care of this
distortion as younger Chinese realise it is not in their interest to
take such courses abroad.
The
opportunities for high-quality engineers is high, for instance, and
people may train in this area. Meanwhile, the large wave of returning
talent is less about numbers and more about quality".
Original article:
CEOs get abroad to get ahead-link;
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