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Often overlooked by the international media, Indonesia is the world’s fourth largest country with a diversified economy underpinned by a dynamic private sector and has experienced years of positive economic growth. Its geographic position between China and India sometimes masks the scale and dynamism of this South East Asian behemoth, but the shifting sands of globalization are drawing this giant out of the shadows. AESC recently hosted a session in Jakarta on the future of executive search in Indonesia. What are the opportunities and challenges that Indonesia offers senior executives? Let’s take a look at some key points made during our Jakarta visit and what this means for executives considering positions in Indonesia.  

You’d need to have spent six months living on the moon to have avoided hearing talk of China’s economic slowdown. China’s new normal has been providing headlines for much of 2015. While China’s growth rate is still good by global standards, it’s nonetheless a big drop in the context of an economy as big and powerful as China. Let’s take a look at the possible impacts of China’s slowdown on executive jobs. No doubt China’s new normal will have an impact on executive employment, but the effects will be uneven and will impact expatriate executives, returning Chinese, and local executives differently.
 

For more on the AESC's position on diversity, download the "Diversity as a Business Imperative" white paper.

Diversity matters. Most people know this inherently but introducing real and lasting change can be difficult. Issues relating to diversity are multi-layered and complex and require changes to culture, values, and decision-making processes at both the individual and organizational level. While diversity is an important business consideration for companies and political issue for governments, for individuals from underrepresented groups, it is of more personal, fundamental and lasting significance.

Asians are poorly represented in senior roles across the West. Research by the Diversity Council of Australia (DCA) shows that a measly 1.9% of senior executives in ASX200 companies were of Asian descent even though they represent 9.6% of the general population. This situation is mirrored in other countries, including the USA and Canada. Asian Americans account for just 1.4% of Fortune 500 CEOs and 1.9% of corporate officers overall. So what are the causes and what can be done?

The last few years have seen increased Japanese investment in South-East Asia and India, spurred on in part by turbulent domestic economic conditions in Japan and ongoing geopolitical tension with China. The impact is being felt in boardrooms across the region.

Edward Lorenz coined the term the butterfly effect to refer to how small changes in weather patterns can lead to more significant changes over time. When Chinese/Japanese relations deteriorated in the wake of the Diaoyu/Senkaku Islands dispute, few could predict that it would lead to a surge in growth in South-East Asia, but the effect is clear. So strong is the connection, you could call it the Japan effect

We live in an increasingly globalized world and one where good talent is of huge value to business success. Long gone are the days when talented individuals were exclusively gobbled up by universities and businesses in London and New York. Now Shanghai, Seoul, Dubai and Sao Paulo, among many others, are well known business locations and truly on the map for candidates seeking relocation. But what about those cities that are less well-known, yet still need to attract talent to grow and prosper? How do they attract executive talent ‘off the map?’

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