CEO蓝图：数据驱动评估如何助力董事会识别创造持久影响的首席执行官+

Howdata-driven

assessmentenablesyoutofindtherightCEOwhodeliverslastingimapct

15MINEBOOK

THECEO

BLUEPRINT

CONTENT

03

03

04

07

09

INTRODUCTION

THERIGHTCEOWILL...

DELIVERDIFFERENTIATEDFINANCIALPERFORMANCE

POWERTECHNOLOGICALTRANSFORMATION

STAYLONGER

2EBOOK|TheCEOBlueprint

INTRODUCTION

CHOOSINGTHERIGHTCEOIS

ONEOFTHEMOSTIMPORTANT

DECISIONSABOARDCANMAKE.

Astrongleadershapes

strategy,culture,andlong-

termperformance,impacting

everythingfromfinancial

outcomestomarketpositioning.

Yet,selectingtherightCEOoftenfeelsuncertain.KornFerry’sCEOoutcomesresearchrevealsthe

impactofusingaclear,data-

drivenapproachtofindingchiefexecutiveswhodeliverresults

overtimeanddrivesustainedtransformation.

Ourresearch,coveringover

500CEOtransitionsand

organizationaloutcomesofover100publiclytradedcompanies,

showsthatusingaproven

integratedassessmentprocess

increasesthelikelihoodoffindingthebestCEO.

KornFerryCEOassessmentshelpcompaniesfindtransformative

leaderswhocandoublemarket

capgrowthinthefirstfouryears.Withourinsights,boardscan

identifyCEOswhobreakthecycleofrapidCEOattrition,drivebetterfinancialperformance,andlead

successfultransformation.

3|EBOOK|TheCEOBlueprint

THE

RIGHTCEO

WILL...

4|EBOOK|TheCEOBlueprint

THERIGHTCEOWILL

...DELIVERDIFFERENTIATEDFINANCIALPERFORMANCE

CEOswhoscoredhighonKornFerry

assessmentsmorethandoubledmarketcapgrowthoverthefirstfouryears.

Comparedtolow-scoringCEOs,high-scorersachieved:

20%

HIGHEREBITDAMARGIN

18.5%vs.14.7%

109%

26%

HIGHERANNUAL

REVENUEGROWTH

7.7%vs.6.4%

MOREMARKETCAPGROWTH

23%vs.11%

5|EBOOK|TheCEOBlueprint

DELIVERDIFFERENTIATEDFINANCIALPERFORMANCE

Whenthefinancialoutcomesareadjustedforindustrytrends,thedifferencesareevenmorerevealing.

162%

105%

Comparedtopeercompaniesintheirindustry,high-scoringCEOsachievedinfouryearsaftertheleadershiptransition:

HIGHER

EBITDAMARGIN

240%

HIGHERANNUAL

GROWTHREVENUE

HIGHERGROWTHINMARKETCAP

DELIVERDIFFERENTIATEDFINANCIALPERFORMANCE

Wealsoidentifiedeightcompetenciesalignedwith

EnterpriseLeadershipthatinfluencefinancialperformance:

STRATEGICLEADERSHIP

GlobalPerspectiveStrategicVision

RESULTS

LEADERSHIP

AlignsExecution

DrivesResults

PEOPLE

LEADERSHIP

EngagesandInspires

CommunicatesEffectively

ECOSYSTEMLEADERSHIP

BuildsNetworksPersuades

6|EBOOK|TheCEOBlueprint

Comparedtolow-scoringCEOs,CEOswho...

...showStrategicVisionachieved

%

higherannualgrowthduringthefirstfouryears.

...AlignExecutionachieved

higherEBITDAmargininthefirstfouryears

28%

...BuildNetworksachieved

moremarketcapgrowthinthefirstfouryears

111%

THERIGHTCEOWILL

...POWERTECHNOLOGICALTRANSFORMATION

It’snotjustabouttechnology—it’saboutmakingitworkforthebottomline.

CEOswithhigheroverallassessmentscores

driveongoingtechnologicaltransformation

andachieved:

8.7%

ANNUALREVENUEGROWTH

comparedto

3.2%forthose

7|EBOOK|TheCEOBlueprint

withlowerscores.

Weidentifiedfivekeyleadershipcompetenciesassociatedwithsuccessfultechnologicaltransformation:

STRATEGICTHINKING

Balancesimmediateneedswithlong-termgoals.

01

BUILDSNETWORKS

Excelsatnetworkingandaligningwithotherstodrivetransformation.

COMMUNICATESEFFECTIVELY

Sharesvisionandmotivatesteams,fosteringtrustandopenness.

02

03

COURAGE

Challengesthestatusquo,makes

boldmoves,andmanagespushback.

04

BEINGRESILIENT

Createsaresilientandadaptableculturetohandlerapidchanges.

05

8|EBOOK|TheCEOBlueprint

POWERTECHNOLOGICALTRANSFORMATION

CEOswhoexcelinthefivecompetencies(Strategic

Thinking,BuildsNetworks,CommunicatesEffectively,Courage,andBeing

Resilient)experienceda

slightdropintechadoptionacrosstheorganizationin

theirfirstyear,butafterthat,theysawsteady

improvement.

Incontrast,CEOswho

scoredlowerinthese

leadershipcompetenciessawasmalldeclineintechadoptionbutstruggledtomakeprogressafterward.

Thegapbetweenthetwogroupsgrewtoover6

percentagepointsbythefourthyear,astatisticallysignificantdifference.

FOUR-YEARINDUSTRY-ADJUSTEDTECHNOLOGICALTRANSFORMATIONIMPACTAFTERCEOCHANGE

CEOswhowerelessskilledinthe5competencies(N=33)CEOswhoexcelledinthe5competencies(N=26)

THERIGHTCEOWILL

9|EBOOK|TheCEOBlueprint

CEOsrecommendedbyKornFerrybasedonourproprietaryassessmentprocesswerelesslikelytoleavetheircompany

withinthreeyears—only18%departed.Forcomparison,about34%ofCEOsingeneralleavewithinthattime.

...STAYLONGER

ThismeansusingKornFerry’sassessmentsreducedCEO

turnoverbynearlyhalf.It’salsoworthnotingthatCEOswhowereassessedbyKornFerrybutnotrecommendedhad

turnoverratesclosertotheaverage.

AccumulativeCEOattritionratesovertime

GeneralCEOPopulation

CEOsrecommendedfromKFFoundationalAssessment

CEOsrecommendedfromKFComprehensiveAssessment

10|EBOOK|TheCEOBlueprint

STAYLONGER

LEADERSHIPQUALITIESASSOCIATEDWITHLONGERCEOTENURE

Attritionrateswithin3yearsbetweenlow-andhigh-scoringCEOs

BaliStkhld

CEOswithlowscoresinManagingConflict,

an

54

24

yewi

Thnerelstaan

casu

ancngaeoers,

dBuildingNetworksare%morelikely(37%vs.%)toleavewithinthreearscomparedtothosethhighscores.

ismeansthatwhena

wCEObuildsstrong

ationshipswithkey

keholders,theirsupportdeffectivemanagementnbekeytolong-term

ccessintherole.

Compositeofthreecompetencies

(ManagesConflict,BuildsNetworks,BalancesStakeholders)

STAYLONGER

11|EBOOK|TheCEOBlueprint

RISKSTHATCOULDIMPACTTENUREANDPERFORMANCE

0X

48%

94%

HIGH

INDEPENDENCE

LOW

EMPATHY

CEOswhoarelessempatheticare94%morelikelytoleavewithinthreeyears

(33%vs.17%).

LOW

COLLABORATION

CEOswhoaremoreindependentare48%morelikelytoexit

withinthreeyears(31%vs.21%).

CEOswhoareless

collaborativeare

nearlytwiceaslikelytoleavewithinthreeyears(34%vs.16%).

IMPROVE

CEO

SELECTIONOUTCOMES

BoardscanimproveCEOselectionbyadoptingamorepredictiv