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Stanton Chase

Insights

2013 GLOBAL INDUSTRIAL


EXECUTIVE SURVEY:
Leadership Strategies
for Accelerating Growth

2013 Stanton Chase International

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Stanton Chase

Insights
Message to Industrial Leaders
from Stanton Chase
Welcome to the
Stanton Chase International
1st Annual Global Industrial
Executive Survey.

Stanton Chase consultants work with industrial firms around the world, and
we have heard many leaders give their perceptions about industry trends and
pressures. We thought it would be useful to try and investigate some of the
challenging questions and issues you are talking about.
Is the pace of business getting faster?
Is it harder than ever to keep pace with the competition?
Are decisions becoming more complex?
Are customers more demanding?
Are executive teams struggling to be capable and equipped for todays challenges?
Do executives feel the heat in challenging times?

So we decided to do our own research and found out that the answer to all of these
questions is YES! We engaged with nearly 500 executives to discover the collective
wisdom of industrial sector leadership from around the world.
This White Paper provides some insights from you and for you. The senior business
leaders who participated have helped us take a look behind the wall of the boardroom.
The report contains information about your investment strategies, your way of recruiting
new talents and executives and your priorities and directions in building and growing
your businesses in todays hyper-competitive global business environment.
Our sincere thanks and appreciation to everyone who participated in the survey.
If you would like to follow up on anything in this report, please visit
www.stantonchase.com and/or contact your local Stanton Chase office.
Mickey Matthews
Vice Chairman
Baltimore/Washington, USA

Dieter Hagmann
Partner
Zurich, Switzerland

Bernard Layton
Partner
Chicago, USA

Jan Duniec
Partner
Warsaw, Poland

2013 Stanton Chase International

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Stanton Chase

Insights
2013 Global Industrial Strategy Survey:
Leadership Strategies for Accelerating Growth

COntents

Executive Summary

1. Findings

A. Positive Outlook

B. Top Three Challenges to Growth

C. Growth and Investment

D. Technology

E. Reshoring

F. Leadership and Talent

2. Analysis

10

A. Core Competencies Support Organic Growth

B. The Industrial Reshoring Option

13

C. Global Leadership Shortage

15

3. Recommendations

11

17

Potential Strategies for the Industrial Sector

17

4. Methodology

19

About Stanton Chase International

21

2013 Stanton Chase International

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Stanton Chase

Insights
Executive Summary

In June and July of 2013, Stanton


Chase International undertook an
online survey of executives in the
global industrial sector to understand
trends and issues affecting these
businesses. 451 industrial executives
from around the world participated
and contributed their insights. This
report outlines the findings of the
survey and provides a brief analysis of
emerging issues.

Despite intense global competition, the international industrial sector has a positive
outlook and appears to be undergoing a form of resurgence, though leadership
challenges are presenting a roadblock. The evidence for this is in four trends.
1. Focus on Organic Growth
There is a shift away from growth by acquisition, and a shift towards organic growth
driven by investments in core business and related core competencies. Firms are investing in new markets, new products and technology financed by bank and debt financing.
2. Strategic Investments in Technology
Investments in technology are driven by goals in core competency development,
customer experience, and quality/efficiency. These include investments in Customer
Relationship Management (CRM), research and development, supply chain management
and manufacturing robotics and automation.
3. Reshoring
While offshoring of manufacturing is still going on, a reshoring trend has started.
Firms in developed markets see reshoring opportunities especially for sophisticated
and technology-intensive products.
4. Significant Leadership and Management Challenges
Firms acknowledge a continuing shortage of leadership talent citing deficits in
vision and strategic thinking, entrepreneurship and creative thinking, and general
management skills. Industrial firms are particularly challenged by the shortage in
engineering talent, especially with business skills. There appear to be underlying
issues in the education, preparation and development of leaders, and a heightened
interest in honesty and integrity.

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Executive Summary

KEY FINDINGS
Positive Outlook
74% of respondents assessed the current economic climate
as the same or better than last year
64% are optimistic or very optimistic that 2014 will be better than 2013
Top 3 Challenges impeding Corporate Growth
1. Global Competition
2. Shortage of Leadership Talent
3. New Product Development
Top 3 Areas for Capital Deployment
1. New Product Development
2. New Markets
3. Technology
Top 3 Areas for Technology Investments
1. CRM
2. Research and Development
3. Supply Chain Management
Top 3 Motivators for Reshoring
1. Quality
2. Cost
3. Customer Responsiveness
Top 3 Leadership Deficits
1. Lack of Leadership/Vision/Strategic Thinking
2. Lack of Entrepreneurship and Creative Thinking
3. Lack of Management Skills
Top 3 Talent Deficits
1. General Management
2. Engineering (specifically those possessing sales and business acumen capabilities)
3. Sales and Marketing

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Executive Summary

ANALYSIS
Core Competencies Support Organic Growth
57% of respondents rated new product development high for new investment
Companies are following an organic growth investment strategy versus
an acquisition strategy
Companies are focusing on core competencies as key to supporting
this organic growth
Customer experience and big data are emerging priorities which also drive
organic growth
The top technology investments are part of both the core competency focus and
renewed customer focus
Technology investments in manufacturing and supply chain management can also
be seen as part of a conscious effort to increase their ability to be effective, efficient
and quality-focused
The Industrial Reshoring Option
35% of respondents see a trend toward reshoring. This result could be interpreted as
very significant as it implies a real trend and action on the return of manufacturing to
home countries
The primary reasons given for a reshoring decision are quality and cost
Reshoring may also be part of the same customer-focused strategy that placed CRM as
the top technology investment. Customer-influenced factors of quality, logistical cost
and agile supply chains may be critical drivers for reshoring strategies and decisions
There may also be specific economic advantages to reshoring highly-engineered
technical products
Global Leadership Shortage
Over 70% of respondents identified the global leadership shortage as a primary road
block to corporate growth
Honesty and integrity have emerged as highly sought qualities
Engineers, particularly those with business skills, continue to be the
highest in-demand function
There is consensus that continuous learning and project team involvement will be
used to support leadership development, but these seem like status quo approaches

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Executive Summary

Recommendations
To be successful companies should:
Implement executive mentoring programs focused on General Management
and Engineering talent
Implement corporate-wide leadership training with an emphasis on strategic
thinking, execution, delivery, honesty and integrity
Consider embracing entrepreneurial strategies and/or look to hire from smaller
companies that have proven track records in this area
Looking at the survey as a whole, industrial firms need to consider
a range of factors moving forward. Successful firms will:
Follow the money staying close to their customers and exceeding their

expectations. Deep customer relationships etched in over time will create
mutual value and profit
Hire and develop strong, entrepreneurial and high integrity leadership.
Develop and mentor their talent
Evaluate and invest in core competencies such as CRM and Supply Chain

Management, the most efficient and effective methods of making and
delivering products, and building sustainable customer relationships
None of this will happen without leadership. The most successful companies will execute
best of breed leadership programs globally that are agile, nimble and responsive and will
incent, excite and motivate their executives with a defined career trajectory that is fluid
and compelling.

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1. FINDINGS

A. Positive Outlook
Respondents showed a generally positive outlook for the global industrial sector.
For the current year, 74% thought their business was performing either better
(36%) or the same (38%) as last year
For the future, 64% were either optimistic (58%) or very optimistic (6%) about
economic and business growth over the next 12 months
B. Top Three Challenges to Growth
The top three challenges for achieving corporate growth
were identified by respondents to be:
1. Global Competition
2. Shortage of Leadership Talent
3. New Product Development Pipeline

Primary Challenges Impeding Your Corporate Growth

Primary Challenges Impeding Your Corporate Growth


Global
Competition

4.49

Shortage of
Leadership Talent

4.27

New Product
Development
Pipeline

4.06

Technology
Investment and/or
Implementation

3.97

Government
Regulatory Issues

3.96

Investment
Capital

3.95

Manufacturing
Constraints

Global Competition
51% ranked it high
21% gave it the highest ranking

3.29
2.5

3.0

3.5

4.0

Average Respondents Numerical Ranking

4.5

Shortage of Leadership Talent


47% ranked it high
15% gave it the highest ranking
New Product Development Pipeline
45% ranked it high
10% gave it the highest ranking

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1. FINDINGS

C. Growth and Investment


Financing
On the question of how they would finance growth and investments in their
business, respondents indicated a clear preference for bank and debt financing.
47% of respondents said their
financing approach would be an
evolution from past practice

53% said there was no change


in approach

How will industry finance growth?


43% Bank and Debt Financing
25% Remain Private/Current Equity
23% Private Equity
16% Strategic Sale of the business

12% Public Offering


7% Employee Stock Ownership
17% Not Applicable

Where to Invest: Deployment of Capital


top three destinations for new capital were identified by respondents as:
CapitalThe
Deployment

Capital Deployment
New Product Development

4.67

New Markets

4.44

Technology

3.94

Sustaining Existing Products

3.85

New Plants or Infrastructure

3.84

Talent (training and acquiring)

1. New Product Development


57% ranked it high
2. New Markets
51% ranked it high
3. Technology
40% ranked it high
This is organic growth, rather than growth
through mergers and acquisitions.

3.75

Acquisitions

3.51

3.0

3.5

4.0

4.5

5.0

Average Respondents Numerical Ranking

Regional Growth
The Asia/Pacific Region was identified as presenting the highest growth opportunity.
Middle East:
Asia/Pacific:
49% ranked it high
70% ranked it high
Europe:
North America:
48% ranked it high
52% ranked it high
Africa:
South America:
30% ranked it high
49% ranked it high
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1. FINDINGS

D. Technology
Impact of Technology
Technology investment and implementation was ranked as the fourth challenge to growth.
Top four areas for technology investment
1. CRM
2. Research and Development
3. Supply Chain Management
4. Manufacturing (robotics, automation)
Customer Relationship Management
65% ranked it as high impact
54% ranked it high for investment
Research and Development
61% ranked it as high impact
28% gave it the highest ranking
Supply Chain
57% ranked it as high impact
53% ranked it high for investment

Manufacturing (robotics, automation)


50 % ranked it as high impact
52% ranked it high for investment
Internal Communications
37% ranked it as high impact
21% ranked it high for investment
Social Media:
29% ranked it as high impact
21% ranked it high for investment

E. Reshoring
More than a third of respondents see a trend towards reshoring (moving some
manufacturing back to home-country locations).
Top three motivators for a
reshoring decision
1. Quality
2. Cost
3. Customer Responsiveness
Security, location and politics ranked 4th,
5th and 6th respectively.

Leading Motivators For Reshoring Decision


Leading Motivators For Reshoring Decision
Quality

4.47

Cost

4.18

Customer
Responsiveness

3.63

Security

Is there a reshoring trend?


Yes: 34%
No: 50%

3.15

Location

3.06

Political
Environment

2.51
2.0

2.5

3.0

3.5

4.0

4.5

5.0

Average Respondents Numerical Ranking

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1. FINDINGS

F. Leadership and Talent


Respondents indicate that yes, they are affected by a global talent shortage.
The shortage of leadership talent was ranked as the second challenge to growth.
Is a global talent shortage affecting your organization?
Yes: 60%
No: 40%
Top three global human capital challenges
1. Lack of Leadership/Vision/Strategic Thinking
2. Lack of Entrepreneurship and Creative Thinking
3. Lack of Management Skills

Challenges Challenges
In Your Global
Human
In Your
GlobalCapital
Human Capital
Lack of
Leadership /
Vision / Strategic
Thinking

0.71

Lack of
Entrepreneurship
and Creative
Thinking

0.66

Lack of
Management
Skills

0.55

People
Development

0.46

Overall
Talent
Shortage

0.39

Diversity

0.24
0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

Average Respondents Numerical Ranking

Global Talent Shortage: Functional Ranking

Global Talent Shortage: Functional Ranking


General Management

5.38

Engineering

4.93

Sales & Marketing

4.62

Manufacturing & Operations

4.01

Finance

3.20

IT

2.97

Human Resources

2.89
2.0

2.5

3.0

3.5

4.0

4.5

5.0

5.5

Two regions have a slightly


smaller talent shortage
1. North America
2. Europe
But the difference is marginal.
All other regions are clustered
together with a similar level
of challenge.
Respondents see three functions
as facing the greatest talent
shortage
1. General Management
2. Engineering
3. Sales and Marketing

Average Respondents Numerical Ranking

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1. FINDINGS

F. Leadership and Talent contd


Top three traits/attributes most highly sought in leadership recruiting
1. Vision/Strategic Thinking
2. Execution and Delivery
3. Honesty and Integrity
Valued
Attributesof
of Todays
Today's and
Tomorrow's
Leaders
Valued
Attributes
and
Tomorrows
Leaders
Vision/Strategic
Thinking

47.8%

Execution &
Delivery

47.1%

Honesty &
Integrity

45.4%

People
Management

37.1%

Innovative Ideas
& Ability

33.5%

Industry
Knowledge

30.8%

Change
Management

25.7%

Functional
Capabilities

18.4%

Multicultural
Sensitivities

14.1%

10.0%

20.0%

30.0%

40.0%

50.0%

Average Respondents Numerical Ranking

The key characteristic sought in hiring local executives is local knowledge and
contacts. The top three other desired characteristics for hiring local executives are:
Proven track record
Ability to work and communicate with headquarters
Industry knowledge
Strategies Your Company Implements
To Ensure Upward Professional Mobility

Top two strategies for developing


future leaders
1. Project Team involvement
2. Continuous Learning

Strategies Your Company Implements To Ensure Upward Professional Mobility

Continuous Learning

3.53

Project Team Involvement

3.5

Accept International Assignments

2.86

2.75

Take Risks
Engage with a Mentor

2.37
2.0

2.5

3.0

3.5

4.0

There is a trend AWAY from moving


expatriates around the world and
hiring local senior executives
Yes: 59%
No: 25%

Average Respondents Numerical Ranking

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2. ANALYSIS

Despite intense global competition, the international industrial sector has a positive
outlook and appears to be undergoing a form of resurgence, though leadership
challenges are presenting a roadblock. The evidence for this is in four trends.
1. Focus on Organic Growth
There is a shift away from growth by acquisition, and a shift towards organic growth driven
by investments in core business and related core competencies. Firms are investing in new
markets, new products and technology financed by bank and debt financing.
2. Strategic Investments in Technology
Investments in technology are driven by goals in core competency development,
customer experience, and quality/efficiency. These include investments in CRM,
research and development, supply chain management and manufacturing robotics
and automation.
3. Reshoring
While offshoring of manufacturing is still going on, a reshoring trend has started.
Firms in developed markets see reshoring opportunities especially for sophisticated
and technology-intensive products.
4. Significant Leadership and Management Challenges
Firms acknowledge a continuing shortage of leadership talent citing deficits in
vision and strategic thinking, entrepreneurship and creative thinking, and general
management skills. Industrial firms are particularly challenged by the shortage in
engineering talent, especially with business skills. There appear to be underlying
issues in the education, preparation and development of leaders, and a heightened
interest in honesty and integrity.

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2. ANALYSIS

A. Core Competencies Support Organic Growth


Top challenges identified by executives as impeding corporate growth
1. Global Competition (51%)
2. Shortage of Leadership Talent (47%)
3. Ensuring a Robust New Product Development Pipeline (45%)
The survey suggests that global companies are trying to address these challenges by
focusing on organic growth and related core competencies.
Driven by Organic Growth
Companies are following an organic growth investment strategy versus an acquisition
strategy. New product development, new markets and technology were identified as the
top three areas for capital deployment as executives invest for growth. Acquisition was
ranked as the lowest priority investment. Customer relationship management was identified
as the top priority for technology investment, which further supports organic growth.
This suggests that going forward, to be successful companies need to:
Be embedded with their customers
Understand their markets better than their competitors
Create products and offerings that are value added
Technology Investments as a Core Competency
There appears to be a growing commitment to support organic growth through the
development of the related core competencies.
The top four technology investments are part of the core competency focus:
1. CRM
2. Research and Development
3. Supply Chain Management
4. Manufacturing
These technology priorities highlight the commitment to organic growth through the
R&D pipeline to build continuous new product offerings. All of these will contribute
to improved competitiveness in this global market, and will stimulate, accelerate and
streamline that growth.

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2. ANALYSIS

A. Core Competencies Support Organic Growth contd


Customer Experience and Big Data are Emerging Priorities
Customer experience also appears to be a priority connected to organic growth.
The survey suggests that executives and corporations are focusing and investing
to improve their customers experience. They recognize the high cost of acquiring
additional customers versus keeping their current customer base. CRM investments help
organizations make good use of massive amounts of data referred to as Big Data that
can help in enhanced corporate decision making, customer segmentation, new product
development and customer retention. Acquiring and maintaining a satisfied customer
base is a critical tool to enhance organic growth and to stay competitive.
Quality, Effectiveness and Efficiency
The relatively high priority of technology investments in manufacturing and supply chain
management can be seen as part of a conscious effort to increase their ability to be
effective, efficient and quality-focused in todays increasingly global business environment.
These findings highlight the importance organizations see in active management of
supply chain activities to maximize customer value and achieve a sustainable competitive
advantage. The focus on manufacturing and robotics may be about leveraging
cost-reduction and quality control programs, as well as implementing new product
development innovations.
Asia/Pacific Region Seen as Most Attractive for Growth
Companies appear to be investing around the world, but the region viewed as the top
growth opportunity is Asia Pacific with at least a 25% higher ranking than any other
region. However this does not mean that the other regions have become unattractive.
The Middle East, North America, South America and Europe were basically all ranked
similarly. Africa appears to be suffering from the talent shortage concerns combined with
unstable government and political environments which creates a higher level of risk.

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2. ANALYSIS

B. The Industrial Reshoring Option


The reshoring of manufacturing, or the moving of some production back to home
country locations, generally the USA or Europe, is a very topical issue and is certainly the
subject of many feasibility studies initiated by CEOs of industrial companies. This survey
included questions on this strategic topic to improve understanding of this trend.
35% See a Reshoring Trend
Half of the executive respondents state that they have no plans or see no trend for
reshoring manufacturing. However, it is worth noting that 35% of the respondents do see
a trend toward reshoring. This result could be interpreted as very significant as it implies a
real trend and action on the return of manufacturing to home countries.
Quality and Cost are the Primary Drivers
The primary reasons given for a reshoring decision are quality and cost which are closely
aligned to customer experience. Security and location were not identified as major
factors. Most surprisingly, the local political environment is not seen as a problem and
was ranked as least significant for reshoring decisions. However it should be remembered
that Government Regulatory Issues showed up as the fifth-ranked challenge to corporate
growth, but not apparently a key driver for reshoring.
Connected to Customer-Focus and Organic Growth
Reshoring may be part of the same customer-focused strategy that placed CRM as the
top technology investment. Customer-influenced factors of quality, logistical cost and
agile supply chains may be critical drivers for reshoring strategies and decisions. This in
turn may reflect the focus on organic growth.
Reshoring Worth Investigating
There are several reasons why companies may want to explore this reshoring trend.
Reshoring may be an effective way to follow the money and be closer to customers.
There may also be specific advantages to reshoring highly-engineered technical
products particularly for firms in the USA and Europe:







13

US dollar depreciation has improved domestic wage competitiveness


while Chinese wage costs are increasing
Reshoring could benefit from lower energy costs due to a revolution in new oil
and gas drilling technologies in the USA and Western Europe
Reshoring might make it easier to manage and offer more reliable transportation
and supply chain logistics
There may be greater business predictability (i.e. less risk) attributed to more stable
political and legal environments

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2. ANALYSIS

B. The Industrial Reshoring Option contd


Not Affecting Emerging Markets
Interestingly, survey findings suggest that reshoring is not having a negative impact on
the manufacturing sectors of emerging markets like China or India. In effect this is a
form of reshoring within the emerging market. The output of these plants is analogous
to the plants being re-energized back in the USA and Europe. They now serve a strong
local customer base and sustain their own close to the customer strategy.
Reshoring is a Key Strategic Issue for Industrial Sector
Reshoring is a topical and strategic issue for many companies, especially for those
in the industrial sector. Such decisions are often core to companies future
competitiveness, profitability, product quality, customer responsiveness and flexibility.
The findings of this survey suggest a real and significant trend for reshoring
investigation, decision and action.

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2. ANALYSIS

C. Global Leadership Shortage


The world has become increasingly flat (Thomas Friedman), with rapid evolution of
regional/global processes, a strong requirement for innovation as well as the internet
virtualizing business at a fast pace. Within this environment, over 70% of respondents
identified the global leadership shortage as a primary road block to corporate growth
and goal achievement in this increasingly complex and dynamic business environment.
Seeking Visionary and Strategic Thinkers
Survey respondents indicated a need for strong general management leaders that
are visionary and strategic thinkers with an entrepreneurial mind set and the ability to
execute and deliver. 60% of all respondents see deficits in their global human capital in
these key areas.
Honesty and Integrity Highly Sought
Honesty and integrity is coming in at a surprisingly high ranking (third of nine) of desired
qualifications needed when it comes to selecting future leaders. The trend seems to
reflect the strong efforts in corporate environments to control this area through an
increasing number of governance and control programs. Natural honesty and integrity
by culture and education have become more important, which adds challenge and
complexity to the people selection, assessment and management development process.
Engineering is the Most In-Demand Profession
The shortage of engineers world-wide is well known. Going deeper this survey revealed
a critical deficit of engineering talent possessing a commercial mind-set and acumen.
A historical lack of mobility and international experience seem to aggravate the trend
towards this supply/demand imbalance.
Though many top managers in the industrial world today no longer have an
engineering background, it would be beneficial for universities and companies to
promote broader career development for engineers. Engineers with a dual degree in
engineering and economics seem to be performing better when compared with their
single degree colleagues.

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2. ANALYSIS

C. Global Leadership Shortage contd


Africa and the Middle East Largest Leadership Deficit
Geographically, Africa and the Middle East are the regions with the largest gaps in this
type of human competence. When this is combined with government regulatory risk and
instability, it contributes to the slow, measured and calculated approach to investment in
those regions.
Leadership Development Solutions
The Global Leadership Shortage is a major potential road block for corporate growth and
development in the industrial sector. The question is how to grow and develop future
leaders to improve their upward mobility. While there is consensus that continuous
learning and project team involvement are keys to leadership development, these seem
like status quo approaches.
The low ranking of mentoring as a strategy for leadership development (fifth of five) was
surprising. As there is also a trend away from ex-pat assignments, mentoring would seem
to be a low risk high reward leadership development tool.
Find Entrepreneurial Talent in Smaller Companies
Although it runs counter to what global search consultants currently see in large global
multinationals, smaller private companies often recruit talent from global multinational
corporations because they value the training, best practices and lessons learned from
working within large corporations. It may be just as beneficial vice versa - large public
organizations should value and recruit the nimble, agile, entrepreneurial skills executives
acquire in smaller private companies.
Human Resource executives will elevate themselves as value-added business partners if
they can proactively deploy these strategies and programs.

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3. RECOMMENDATIONS

Potential Strategies for the Industrial Sector


Senior executives and boards of directors appear to be spending more time on strategy,
and less on mergers and acquisitions. This is implied by the high ranking of organic
growth within capital deployment priorities, and the low ranking of mergers and
acquisitions. This trend is also consistent with a number of other recent third party surveys
which show evidence of larger corporate organizations divesting non-core assets and
possibly providing an acquisitional growth opportunity for small to mid-size firms.
Overall, the survey suggests a handful of key directions for the industrial sector
which are working together:
An optimistic business outlook
Focus on organic growth, rather than acquisitions
Focusing on core competencies to support organic growth
Customer-focused or customer-driven strategies and investments such as CRM
Trends towards reshoring and fewer expat executive assignments
The question is how to achieve success in developing a winning strategy when the
findings of this survey also suggest deficits in the leadership of the very areas being
targeted for growth. For example:
Organic growth has a high priority, but a deficit has been identified
in general management leadership which has visionary, strategic and
entrepreneurial capabilities
New product development is the top priority for capital investment, but there is

a deficit in engineering talent with business or commercial acumen
This suggests that leadership and technical talent acquisition and leadership development
should be a high priority for senior executives to ensure future corporate relevancy,
sustainability and growth. The recommendations for industrial leadership development
are relatively obvious.

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3. RECOMMENDATIONS

To be successful companies should:


Implement executive mentoring programs focused on General Management
and Engineering talent
Implement corporate-wide leadership training with an emphasis on strategic
thinking, execution, delivery, honesty and integrity
Consider embracing entrepreneurial strategies and/or look to hire from smaller
companies that have proven track records in this area
Looking at the survey as a whole, industrial firms need to consider a range
of factors moving forward. Successful firms will:
Follow the money staying close to their customers and exceeding their expectations.
Deep customer relationships etched in over time will create mutual value and profit
Hire and develop strong, entrepreneurial and high integrity leadership. Develop
and mentor their talent
Evaluate and invest in core competencies such as CRM and Supply Chain

Management, the most efficient and effective methods of making and delivering
products, and building sustainable customer relationships
None of this will happen without leadership. The most successful companies will execute
best of breed leadership programs globally that are agile, nimble and responsive and will
incent, excite and motivate their executives with a defined career trajectory that is fluid
and compelling.

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4. Methodology

The data, analysis and insights found

Survey Respondents

in this white paper are the result of


both personal interviews and a survey

Role
50% Executive P&L Management

instrument. 451 executives completed


the survey.

Operations
5.1%

Engineering
3.1%

Technology
2.2%

Sales &
Marketing
11.6%
Executive P&L
Management
(CEO, COO,
Division
President)
50.2%

Human
Resources
10.4%

Finance,
5.8%
Board Directors
11.6%

Sector
Representation Across Industry
Diversified,
11.5%

Aerospace &
Defense,
8.3%

Pulp, Paper &


Packaging,
7.1%

Automotive,
13.6%

Oil & Gas,


7.7%

Chemicals,
9.5%

Mining,
4.1%

Industrial
Equipment and
Components
21.3%

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2013 Stanton Chase International

Electric or
Electronic
Equipment and
Power Generation
13.3%
Engineering,
Construction and
Building Materials
23.7%

SC Insights

Stanton Chase

Insights
4. Methodology

Survey Respondents

Size of Firm
33% Greater Than $1Billion
$5B+,
17.2%

Under $100M,
30.3%

$1B - $5B,
16.9%

$501M - $1B,
11.4%

$101M - $500M,
24.1%

Ownership
40 % PubliclyTraded
Private Equity or
Venture Backed,
9.9%

Publicly Traded,
38.1%

Privately Owned,
52.0%

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2013 Stanton Chase International

SC Insights

Stanton Chase

Insights

73 offices in 46 countries
Services
Executive Search
A successful and rapid project methodology for search and recruitment
of the best leaders worldwide
Candidate Assessment
Using the latest methodology for the identification, motivation and assessment
of competencies and personality profiles
Leadership consulting for boards and C-suite
Diversity search responding to client multi-cultural needs
Stanton Chase is ranked within the

nine international specialist practice groups


Industrial
top 10 global retained executive
Natural resources & energy
search firms. With proven expertise
Logistics & transportation
in key sectors of the global economy,
Technology
Consumer products & services
Stanton Chase has 9 international
Life sciences & healthcare
Specialist Practice Groups that operate
Financial services
as international teams.
Professional services
Government, education & non profit
Stanton Chase is owned by its partners
Functional specializations
who take individual responsibility
Senior executives for all sectors and roles
for delivering outstanding quality for
Knowledge of international, regional and local economic,
each assignment. Stanton Chase
industry and functional trends
is a member of the Association of
Access to top talent from all over the world
Executive Search Consultants. For all
Consulting Partners deliver hands-on client service
information about us, please visit
www.stantonchase.com.

www.stantonchase.com

21

2013 Stanton Chase International

SC Insights

Bernard Layton Managing Director b.layton@stantonchase.com 847.722.4180 www.stantonchase.com

To learn more about Stanton Chase International and connect with a


Consultant in the appropriate office and/or Industry Practice Group,
please visit our website at:

w w w. s t a nto n c h a s e. co m