CEO
FMW – Future Manager World already present in 40+ countries and 5 continents, since the Dubai event held in October 2022 the FMW Federation decided to undertake an expansion plan to enhance the already global capability of the Group in some crucial Countries and more specifically in the USA. FMW is then proud to announce another important step that greatly improves its already established presence in the USA. Mr. Kevin Naylor, who since 2017 has been our Japan Country Manager at “En World”, is leaving Japan after more than 27 years to relocate to Dallas, Texas and bring “globality” to the USA as CEO of our FMW office in America. He will be officially on the ground in Dallas from August 1st, 2024 but is already working from Japan to set up the business development for FMW US. We are all very excited by the new opportunities that this important achievement of FMW US will bring to the future of FMW Federation.
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Author: Future Manager Research Center A company does not always have the right person within it who can handle certain situations or who is able to make significant changes. In a context of extreme necessity, it is important to act quickly, without wasting months in a recruitment process. Even having to deal with the planned or sudden absence of one of its employees can be a deeply disabling factor for a company. To remedy these particular situations, companies are increasingly turning to temporary managers, figures who work in a company as part of a specific project, for a limited time period sometimes not well defined, joining a group of work already well-established. It is therefore essential that he or she has exercised managerial functions, in order to handle a team that this manager has not recruited himself and of which he takes control at short notice. Given the particular circumstances in which he operates, the profile of the ideal temporary manager must necessarily be of the highest level: managerial and analytical experience more than consolidated, with great practicality and propensity to achieve early results. In addition to the fundamental technical skills, it certainly cannot be lacking in aptitude. Above all, these character peculiarities typical of a temporary manager make his intervention in a company potentially advantageous. Unlike the permanent manager, who is used to thinking from a business continuity perspective, a TM CEO is hired for a precise project and he totally focuses on it, without having the concern to protect the duration of his stay in the company. The benefits for the company manifest themselves in the form of optimization of activities, but also in the form of economic benefits. In fact, in many cases, hiring an interim manager is less expensive than keeping a full-time manager. It is as if this professional figure were a concentrate of effectiveness, operations and results, all completed in a relatively short period of time. Change certainly does not scare a temporary manager, indeed these challenges stimulate him to do more and more.
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Author: Future Manager Research Center For all the ambitious young women who want to follow in the footsteps of Mary Barra, Indra Nooyi or Ginni Rometty the road will not be easy. However, aspiring CEOs can equip themselves with a “survival kit” useful to beat the male competition. The first point concerns the timeline: when is it better to start or how long do you need to delay before trying to make the leap in quality? Both men, but even more women, are always very inclined to find an excuse to postpone the fateful moment of the turning point. Waiting to finish a project, waiting for a greater economic stability letting ourselves bound by those we love and by family. These are all aspects that are not mandatory to set aside, however it is vitally important not to miss unrepeatable opportunities because the right time is often now or, as the Latins used to say, “hic et nunc”. The career woman should not think that emotionality is an obstacle for her, sensitivity will certainly be put to the test, but if the emotions are well channeled and supported by the family and work entourage, there is nothing to fear. Starting to look around and find inspiration in other established CEOs will allow you to understand that you will not be alone, because a support (of any kind) is one of the fundamental components of success. Being part of a minority doesn’t necessarily have to be a negative point if you know how to manage it. Women who manage to fill roles of the highest responsibility are more likely to attract the attention of the media an element that can be a springboard to stand out. If someone speaks positively about a CEO, his company will benefit as well. We often have a caricatured vision of the entrepreneur and the CEO as the conqueror, the excellent salesman and the relentless leader who has no doubts. Another myth to dispel, everyone has doubts, men and women and this will not make you less valid leaders. In a nutshell, a woman whose dream is to become a CEO must dare, aim high, give herself the best of possibilities and ambitions to her company, but she must also know how to manage her personal and professional balance.
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Author: Future Manager Research Center Temporary Managers are now taking on more and more strategic importance in corporate realities, not only as lifeline in times of crisis. Although their external intervention involves a rather high expense (albeit limited in time), it is worth considering the actual benefits and the value contribution that temporary management can make. The world of work today requires extreme flexibility as an indispensable requirement and that is why temporary management is increasingly a consolidated reality rather than a simple momentary trend or a working model of the future. According to statistics, the number of CEOs who would like to undergo permanent contracts again is decreasing: many of them, once they become Tman, do not come back. There are several reasons that push managers to undertake a temporary path. First, many executives decide to become Tman in order to put their specialist knowledge at the service of any kind of company for a short period of time. The main reason that pushes a path of this kind is that the Temporary Managers enjoy greater autonomy and freedom, not being bound by permanent contracts with the companies for which they provide services. By playing this role, they feel free to express their opinion without any kind of restriction and in an objective manner and they organize their work independently. An additional advantage for Temporary Managers is the economic one: on average, a Tman has a high income. In recent years, the daily rates have steadily increased in favour of these professionals. Usually, the companies that hire them prepare an extra budget dedicated to the temporary management of projects or particular initiatives. It is above all medium-sized companies in difficulty or in a phase of change that ask for their help, since their technical know-how and innovative ideas bring to satisfactory results extremely quickly.
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Author: Future Manager Research Center The temporary manager, a high-profile figure halfway between a consultant and a company director, is becoming a solution that many companies are relying on. The administration of a company takes a lot of time, therefore it cannot be only managed by the entrepreneur, who should, instead, focus on forecasting the market trends. In this type of context a much in demand professional figure fits in: the CFO (Chief Financial Officer), who, due to his knowledge in the economic & financial field and to his wide experience, represents a modern solution regarding crisis resolutions as well as company development and growth. Finance, in fact, plays a necessary role in a company, but it needs techniques and experience to avoid mistakes that could be difficult to repair. The Financial Director deals with everything that regards the financial activities administration, basing their intervention on actual needs and limiting costs. This way, small businesses that cannot afford to permanently hire a CFO in their company, can benefit from the help and experience of this figure too. By using tools like business plans and feasibility analysis, the CFO points out the company’s real needs and then he/she develops, plans and monitors strategies that aim to solve financial problems or to promote thegrowth of the company. A temporary CFO represented in many cases the safety net for small companies that could not permanently own this kind of figure due to a lack of budget and that this way were risking to lose opportunities or to fail. Having a manager always available for short periods of time, when the company actually needs it, made this kind of solution particularly effective and popular in different contexts.
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Author: Future Manager Research Center Nowadays, is there any company that do not implement technology in their business strategies? Given the technological revolution that has caught on in the world economy, greater familiarization with the technical language becomes essential for the CEOs of any business. Precisely for this reason, the CTO figure emerges powerfully in the business and economic landscape. We are talking about a sort of technical strategist who uses IT tools and technology to optimize business processes, activities and risk management of a company. The era in which techies found themselves mostly isolated in the IT department is over: they are actually more involved in the decisions and projects of the boards of directors. Given the continuous technological transformations that underlie the change in today’s economy, these professionals are strategically very important. Therefore, the acquisition of technical skills turns out to be a fundamental requirement for a successful CEO and, vice versa, an entrepreneurial background and business knowledge are an asset for any CTO or CISO. It is expected, in fact, that the CTOs will no longer be exclusively experts in practical and technological aspects, but will also be coordinators and managers at the head of technical teams, thus assuming a managerial and guiding role, typical of the CEO. In addition to fostering a greater interweaving between corporate and technical roles, adopting a placement rotation system within the C-Suite is crucial: it allows your company or business to become increasingly dynamic and open to technological changes. The mix of technical and executive roles, perfectly interchangeable with each other, and the convinced adoption of a job rotation organizational model generate, therefore, a hybrid C-Suite able to cope with variable business needs and to face multiple problems and issues.
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Author: Future Manager Research Center For companies dealing with enterprise customers or B2B companies, it is important to engage the decision-makers who influence the buying decision. However, those who belong to the C-Suite will be your toughest customers, and most salespeople simply don’t know how to engage them in a peer-to-peer conversation. A 2012 Harvard Business Review article reported that more than 90% of Executives acknowledged they hardly ever respond to cold calls or e-mail blasts. Despite this discouraging fact, do not lose hope of connecting and engaging C-Level executives. But, what does it take to capture and keep the attention of today’s crazy-busy executives? Regardless of your business positioning, it is highly unlikely that you will be able to speak with an individual from the upper echelons with whom you have never had the opportunity to do business, by telephone or in person without first establishing a correspondence relationship. When the first approach is via email, it is essential to respect the etiquette of electronic communication (also known as “e-mail netiquette”). Basically, you need to find the right balance between formal register and slightly more relaxed tone, all combined with the clarity of the contents. In case you succeed in getting a meeting, don’t make the mistake of deceive yourself: don’t rest assured that they will certainly ask for your products, solutions or services. The right approach is to consider this meeting as a potential opportunity, nothing more. In general, there are some small tips that can be useful to prepare you to face a “giant” of the C-Suite: draw up some key topics, some priorities that you absolutely want to share with the manager, this is because you must be prepared for the fact that the executive may devote a very limited amount of time. During the exhibition use the proper language and do not forget to mention evidence-based data if you have it. Obviously these are just generally applicable tips, keep in mind that decision-makers are people and as such they have a character, a personality and reactions that are difficult to predict. Each situation is unique, the important thing is that you are sure of what you are proposing, if you are professional and if your services are valid and competitive you can sleep soundly. Receiving a sharp “no” is not always considered a failure
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Author: Future Manager Research Center One of the priorities of a CEO or, in general, of any business leader, is certainly the desire to project their business into the future. Crisis of an economic nature or, as in the case of Coronavirus, of a health nature, can undoubtedly hinder this desire for change and innovation. In these situations of extreme emergency, the company’s top management do everything possible to plug up the gaps that have arisen; however, nothing prevents them from intervening by providing support to their human capital. Worrying about the management of one’s employees is in fact one of the first steps towards the smooth functioning of the company, in order to increase its competitiveness. The component of sustainability can be added to the generic desire for renewal: it is a type of evolution that is increasingly directed towards a model of sustainable development of its business that starts from a radical revolution of the corporate culture, of the individual subjects who operate there, to then reach the entire organizational group. Specifically, there is a management method known as Green Management, a concept that contains important values for a corporate community such as transparency, respect, responsibility and fairness. We recognize the same values shared by the Corporate Social Responsibility (CSR) ethics, which has now become a priority in the strategies of the major global corporations. The decision-makers of most companies have finally realized that in the future it will almost be mandatory to move towards business choices that propose sustainability objectives, summarized in the acronym ESG (Environmental, Social and corporate Governance), the only strategy able to give new impetus to business to get out of the post-pandemic economic crisis. We find confirmation in a survey conducted by the World Economic Forum where emerges that, globally, 9 out of 10 citizens hope to live in a more sustainable and equitable way in their new daily life after COVID-19, and that 72% of them expect a transformation in their style of life, with completely new habits. Exercising green management policies by applying them to your collaborative system means respecting your staff, knowing their limits and not expecting more than they can give since, under extreme pressure, the performance of employees could have negative impacts on the performance of the entire company . In addition, the advantages that companies can derive from the implementation of Green models are evident: increase in the efficiency of production systems, greater competitiveness on a global scale and the ability to attract new consumers who are increasingly attentive to sustainable issues and social values, thus increasing the corporate reputation. In essence, CSR is more important than ever and CEOs must be the standard-bearers of this new business paradigm.
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Author: Future Manager Research Center For various reasons, by the end of the year a significant number of Executives could temporarily exit the job market. Often, but not always, this happens to those managers who are in the last decade of activity before their retirement and it is a phenomenon that does not spare even those who have a decades-long career behind them during which they have gained a high level of experience. However, this eventuality does not represent an irreversible tragedy for them. It is certain that each situation is independent and presents completely subjective case studies but, in principle, the possibilities to be explored in circumstances like this are quite similar. Job loss can also be sudden and unexpected for a CEO and more generally for a C-Level, but the bright side of the matter can be highlighted. This condition could even represent a good opportunity to turn around your career. Having abandoned the concept of the fixed role, in fact, a substantial percentage takes the path of consulting. Others, on the other hand, decide to consider a path that until a few years ago was the least beaten and that in recent times is becoming a concrete solution, namely that of Temporary Management. In a situation of global crisis affecting the world of work and business, many companies are faced with scenarios that change rapidly, thus creating the need to continuously evolve their adaptation strategies to the market. In practice, companies often experience permanent start-up situations. Therefore, it is better to understand why it is a golden period for Temporary Management and, consequently, capable managers who are in a position to embrace new challenges are a very precious resource for effectively managing turnarounds, repositioning market or company bailouts at the last minute. It is not only large companies that resort to this type of service but now also small and medium-sized companies (sometimes lacking in management skills) appeal to Temporary Managers who, notoriously, must have a wealth of experience of all respect. Listening to the testimonies of managers who have dived into the world of Temporary, you can see how they consider their choice much more stimulating than ordinary administration. This is because it is necessary to enter quickly the heart of a company in difficulty or in transition, in order to provide immediate results and solutions. After a Temporary Management experience, about 50% prefer to continue on this path while the remaining 50% go back to being a corporate C-Level.
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