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Executive Job Outlook

The AESC’s BlueSteps survey of 508 senior executives worldwide finds more executives are feeling optimistic about the year ahead versus their outlook last year.

Digital and mobile are givens, but the medium is nearly irrelevant

The beginning of the year – any year – is filled with reviews and forecasts: what worked, what didn’t, what will, and what’s next. It’s all bloviation.
 

In the 2013 BlueSteps Executive Job Trends: Industrial & Manufacturing Report, senior-level executives who work in the industrial & manufacturing sector gave their predictions for 2014. These predictions included the top 5 factors that would influence the sector (cost reduction, human resources, automation, energy efficiency and onshoring), company preparedness for the effects of digital transformation, priority skills for executives working in this sector and their top career concerns.

What does it take to become a successful Human Resources Executive? Did most of the top HR executives attain higher education beyond a Bachelor's Degree? How long did it take most of these executives to reach the senior level? How many companies did most senior-level executives work for before reaching the senior level?

The Peter Felix, AESC and BlueSteps President and CEO, recently had the opportunity to speak with Dr. Henry Wang, President of the China Global Talents Society, about current global executive search trends in China and the upcoming China Global Executive Talent Forum.


Peter Felix: Good morning, Henry, it’s a pleasure to talk to you this morning; you’re in Beijing, I’m in New York and look forward to our conversation this morning. Thank you for taking the time to speak with the AESC and BlueSteps about talent management and the shortage of executive talent in China.

The AESC and BlueSteps recently had the opportunity to speak with 5 top AESC member executive search consultants, about executive search in Germany. Interviews were conducted with Christine Stimpel, from Heidrick & Struggles, Klaus Hansen, from Odgers Berndtson, Thomas Becker, from Russell Reynolds Associates, Franco Parodi, from Parodi & Associates, and Richard Fudickar, from Boyden. Below is a sample of one of the expert Q&As with Klaus Hansen from Odgers Berndtson.
 

Exceptional findings from a recent BlueSteps survey reveal that senior-level marketing executives are concerned about the impact new technologies have on the role of the Chief Marketing Officer (CMO). The survey demonstrated that many executives (68%) believe that their marketing teams are not equipped to handle the fast-paced changes in digital marketing; and as a result, those executives who learn how to adapt will be best positioned for new executive opportunities.

The role of the Chief Marketing Officer (CMO) changed rapidly over the last few years. This has been due to numerous factors including the emergence of new digital marketing channels and the recent focus on data-driven results. The 2013 Future of the CMO Role Survey was conducted to learn more about the current conditions for global executives in the senior marketing function.