Developing Top Leaders for a Globalised Asia Lessons from best-practice organisations in Singapore
The rising economies of Asia are on an explosive growth trajectory and offer exciting opportunities, despite the global financial crisis of 2008-2009. China, India and other emerging economies are expected to drive global GDP growth through faster capital accumulation by workers and rising productivity. Emerging markets are predicted by many experts to grow from about 30 to 50 per cent of global market cap within 20 years, with Asia accounting for the majority of the expansion.
The challenges brought about by the speed of change and the scale of growth in Asia will require a new generation of leaders who are able to learn quickly and act wisely – both now and in the future. Market complexity and hyper-competitiveness raise the stakes even further. More effective strategies are needed to develop the next generation of leaders faster and on a larger scale than ever before.
A majority of Asian CEOs say leadership shortages are a critical problem. In addition, nearly half the CEOs in mature economies report difficulties in deploying people overseas. This clearly indicates a need for Asian organisations to identify and develop domestic talent more intentionally and to look at best and effective practices for accelerating top leader development.
The Center for Creative Leadership (CCL®) and the Human Capital Leadership Institute (HCLI) set out to investigate the
most impactful practices for developing future top leaders in a fast-moving and complex environment like Asia.
Developing Top Leaders for a Globalised Asia Lessons from best-practice organisations in Singapore
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