For our research into automotive leadership, I was privileged to interview Johann Jungwirth, a truly visionary and disruptive leader I have long admired. I am delighted to share his rich insights with you.
In what could be considered an uncertain market given external economic factors it is encouraging to see the global aerospace and defence OEMs presenting positive outlooks to the market. Airbus announced that consolidated earnings were up to a positive $14m from $19m loss in the same period last year. Boeing, Lockheed and Northrop Grumman all posted positive Q1 results and raised their earnings outlook. An interesting report by McKinsey showed that the top-10 aerospace and defence companies had adopted a digital initiative and have said in order for them to remain at the top of their market a strong digital strategy is key. However, I am interested in how their supply chains are adopting new digital technology. Bert Stekampe
At the EEF Conference, Jeremy Corbyn’s speech was particularly interesting around challenges facing the Engineering and Manufacturing sectors in the UK. One factor which Corbyn raised was the lack of skills available. For many, there is a growing area of concern with the shortage of skills and talent, and it’s apparent at all levels within the Leadership Pipeline. I would argue there is an immediate talent solution available. Could a senior Interim Manager help businesses develop existing middle management into the leaders of the future? I've worked with interim executives where they've been used in a mentoring capacity for 3-6 months and the value added has been huge. An example of this comes from a conversation I had with a client to ascertain the impact an interim in my network had made on a previous assignment. The interim executive mentored the existing team, held them to account and helped problem solve on a key project. The client stated t