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1、2012Number3Leadinginthe21stcentury2012Number3ThisQuarterThisissueofMcKinseyQuarterlyexaminesthechangingnatureofleadership.Frontandcenterarereflectionsfromsixdiversegloballeaders—JosefAckermann,formerlyofDeutscheBank;CarlosGhosnofRenault-Nissan;MoyaGreeneofRoyalMailGrou
2、p;EllenKullmanofDuPont;PresidentShimonPeresofIsrael;andDanielVasellaofNovartis.Theyprovidefirsthandperspectivesonhowdifferenteverythingfeelsfromjustadecadeago:theenvironmentismoreuncertain,thepacequickerandunre-lenting,theforcesatworkmorecomplex,andthescrutinyoftheirac
3、tionsmoreintense.Thewaysinwhichtheseleadersconfronttoday’schallengesarefascinating,andIhavetried,alongwithmycolleaguesAndrewGrantandMichelleHorn,toamplifyandextendtheirthinkingaboutthecriticalskillsleadersneednow.Oneoftheprimaryforcesbuffetingleaderstodayistherapidreba
4、lancingofglobaleconomicactivityfromdevelopedtoemergingmarkets—atectonicshiftthatpresentsbothleadershipandorganizationalchallenges.Inaseriesofarticles,MartinDewhurst,SuzanneHeywood,andseveraloftheircolleaguesinMcKinsey’sorganizationpracticefirstframethetensionsfacingglo
5、balcompaniesastheirfootprintsgrowinemergingmarketsandthenpresentideasforrespondingbyimprovingtheeffectivenessoforganizationaldesignandtalentmanagement.Inaddition,IESEBusinessSchoolprofessorPankajGhemawat,analumnusofMcKinsey’sLondonoffice,debunkssomecommonmythsaboutwhat
6、itmeanstocreategoodgloballeaders.Uncertaintimesplaceapremiumonstrategicleadershipascompaniesseektostayaheadofemergingopportunities,respondquicklytounexpectedthreats,andmaketimelydecisions.In“Managingthestrategyjourney,”mycolleaguesChrisBradley,LowellBryan,andSvenSmitsu
7、ggestthatcompaniescanrespondmoreeffectivelytorapidchangebyboostingthefrequencyoftheirstrategicdialoguewhilebroadeningthegroupofseniorexecutivesengagedinit.Atmanycompanies,expandingthestrategic-leadershipteammeanssomeexecutiveswillneedhelphoningtheirskillsasstrategists.
8、In“Becomingmorestrategic:Threetipsforanyexecutive,”MichaelBirshanandJayantiKaroffersomeadviceonhowtodoso.HarvardBusin
