Digital transformation should be broadly defined because it touches every aspect of a business. Digital transformation should remodel not just operations but how we imagine value for clients.

What makes digital transformation challenging is that most banks use the digital tools they already own as starting points and then focus on incrementally enhancing them. To think this way is not to think big enough….

This comprehensive research report delves into the crucial role of Chief Information Security Officers (CISOs) and explores the strategies and skills they need to cultivate to influence the board effectively. Recognising the growing importance of Cybersecurity in today’s digital landscape, this paper highlights the significance of bridging the gap between technical expertise and board-level decision-making.
We talked with 30 leading cybersecurity leaders in the Asia-Pacific region in key sectors, including consulting, technology, financial services, telecoms, and consumer goods. We discuss the challenges of Generative AI, how this is impacting the nature of the role, and what skills and strategies are needed to influence the board.

Key Takeaways in Part 1 :

Why CISOs Will Become Better Business Leaders

The contributors discuss the significant cybersecurity risks Generative AI, such as Chat GPT, poses, including data loss, misuse of sensitive information, and increased cyberattacks and agree there is a lack of guidelines and common standards regarding the use of generative AI. The lack of guidelines leads to challenges in response strategies, with employees being the weakest line of defence and lacking awareness of the risks associated with generative AI, leading to potential data breaches and privacy issues.

To read the full detailed discussion and conclusions from our 30 cybersecurity leaders, download the report here.

If you would like to discuss the findings in this report or other talent-related topics, please get in touch with our team of specialist consultants here.

Risk and resilience are at the heart of the regulatory agenda: prevent, adapt, respond, recover, and learn. All the buzzwords necessary for strategic change and transformation programs.

Over the past few years, new regulations, guidelines, directives, and standards have dominated the financial landscape and continue to do so in the years ahead. The EMIR Refit, DORA, and MiFID III deadlines are fast approaching. At the same time, the EU Corporate Sustainability Due Diligence Directive (CSDDD) and Cyber Resilience Act (CRA) are expected to be finalised in 2023. Not to mention reforms to ESG and crypto assets that are also at the forefront of regulatory development for 2023. In an ideal world, an organisation would have five, or even ten years to plan its transformation program carefully. However, this isn’t the reality, and change programs are often reactionary to the rapidly evolving financial markets.

Toby Enstone, Director, Change Consulting

The risks of incomplete human due diligence in M&A are steep. They do not need to be.

Announcements of mergers and acquisitions are ritually accompanied by rhetorical nods to the human elements of a deal, nearly always in the most glowing terms. What every veteran of M&A knows is how often the human elements are underappreciated in the process of getting a deal done.

Although investment banking compensation will likely be down again this year as revenues continue to drag, this is good news for banks looking to hire.

In the last few years, we’ve seen unprecedented disruptions in how, when, and even why we work. It has become increasingly important to understand what drives ourselves and our employees. Studying and understanding these dynamics embedded in the broader macro environment is at the center of what we do.

Despite economic instability and an impending global recession, the talent market in global real estate remains highly competitive. Employers need help hiring and retaining top talent in a market that arguably continues to skew in the employees’ favor. Employees continue to be more demanding and discerning, and employers must continue to adapt accordingly.

This is the first issue of a new series assessing the critical trends in the global real estate market and their likely impact on talent acquisition and retention for private equity real estate funds. This report includes our thematic predictions for the real estate talent market in 2023. Future topics will include a deep-dive in how we think about attracting and retaining talent, diversity, ESG, among other topics.

Talented people want different things from the firms they work for today, and the old leadership models are looking increasingly unstable. To thrive, leaders must rethink their approach and put equity, collaboration, and listening at the core of everything they do.The pandemic accelerated trends that threw both the way we work and what’s expected of our leaders up in the air. Until then, the professional services sector had been dominated by traditional models of leadership, with women still a minority in top positions in partnerships. Ahead of International Women’s Day 2023, we interviewed six senior leaders to get their take on what’s changed, what’s stuck, and what still needs to happen.

How do you compare with your peers on gender diversity?

Benchmark the gender diversity of your organisation against the broader insurance market, compare your statistics against your peers, and get a picture of what good looks like currently.

You can view the market averages by top, upper middle, lower middle, and lower quartile taken from the UK insurance firms that report their gender stats. Or you can search by company name and company type– carrier or intermediary. You can also track progress year-on-year.

This data is sourced from the Gender Pay Gap Reports issued by UK insurance firms. We validate and run through our data tools to present in an easy-to-read format in the dashboards below. We are applying the terminology used in Gender Pay Gap Reports to categorise and present the data.

Read the full article here.

The world was stuck in recession when Sheffield Haworth was established in 1993. Unemployment was at record levels and expected to get worse. (It did.) The Internet had yet to arrive as the widespread social phenomenon that it would quickly become.

Thirty years later we may be entering another period of global recession—with two big differences from 1993. The first is that talent shortages are widespread in developed economies. The second is the power that digital tools give us to extract a richer kind of understanding about talent—what it is, where it is, how to engage it and how to hold it.

If it is true that organizations are only as good as the people in them then the way through this uncertain moment is talent intelligence, the emerging science of tracking where the best are going, what motivates them and how they fit into an organization’s strategic plan.