Organizations around the world continue to deal with perhaps the biggest existential crisis of our time as they attempt to adjust to the new normal. The combined social, economic, and health crises due to the COVID-19 pandemic continues to stress-test organizations, forcing them to stare at the potential reality of bankruptcy and question their former approaches to leadership success. While leaders at exemplar companies tackle numerous business challenges every day to keep their operations afloat, they continue to focus on developing talent to get them ready for an upturned business environment which is now the new normal.<\/p>\n
As businesses continue to evolve and pivot during the crisis, business leaders expect leadership development to be more dynamic than ever before. Businesses want leaders with newer skills such as agility, empathy, and digital readiness in order to survive in the new normal or leverage current business opportunities that the crisis may present. While businesses seek to fast-track leadership success, HR teams toil to align their leadership development initiatives with dynamic business strategies, the glut of available technology options, and evolving internal processes.<\/p>\n
In order to get the right balance across quantity of leaders, the qualities and skills that leaders must have, and their speed of development, HR must ensure that leadership development aligns along 4 planes \u2014 culture, business, technology, and process. More than ever before, organizations must invest in curating a culture of learning to bring focus back on development and accelerating leadership success. The onus lies on business and HR leadership to not let the focus on development get fuzzy during the crisis period. Development is an investment, and organizations with a compelling learning culture will see that, rather than viewing it as a privilege or a benefit.<\/p>\n
This report, based on in-depth interviews with 37 HR executives, articulates how the current disruption has reframed the leadership development model and approach in organizations, and what lessons organizations have learned as they strive to develop their cadre of future-ready leaders.<\/p>\n
Based on the collective wisdom of CHROs in Asia, this report uncovers the challenges faced by organizations today, and strategies that can be implemented to scale and accelerate leadership success in Asia.<\/p>\n