Showing 1 - 10 of 19
Succession planning and CEO accountability
Business, Sorayuth Vathanavisuth, Published on 27/10/2023
» Succession planning is one of the most important action points on which boards and top executives have to focus. Most organisations usually say they already have a plan in place, but as we are aware, the devil is in the details.
Ethical practice and sustainable performance
Business, Sorayuth Vathanavisuth, Published on 01/05/2021
» It's no exaggeration to say that we are in living in a "do whatever I want" world. For example, riding against the traffic is the norm for motorcyclists, especially delivery drivers seeking to cash in on the huge spike in Covid-era demand. You may also have noticed more car drivers going the wrong way just to save a few seconds in closed spaces such as shopping mall parking lots.
Becoming a high-performance team
Business, Sorayuth Vathanavisuth, Published on 14/02/2020
» Rapid changes in the competitive landscape and consumer behaviour, along with new business opportunities, compel organisations these days to change continuously to become more effective and customer-driven.
Finding quality successors with growth potential
Business, Sorayuth Vathanavisuth, Published on 03/07/2018
» An organisation is a gathering place for people from all walks of life. When the organisation has the right combination of people, it excels. If not, it fails. The critical factor is always having the right people at the right time. In reality, this is rarely possible; people coming and going is a fact of corporate life. Hence, it is more practical to have the right successor on hand when the organisation needs one.
The right coaching approach for success
Business, Sorayuth Vathanavisuth, Published on 26/05/2018
» In order to groom successors for top positions in an organisation, the CEO usually faces one critical question: should they be developed by enhancing their strengths or closing the gaps in their weaknesses?
Low-potential people also deserve an opportunity to grow
Business, Sorayuth Vathanavisuth, Published on 05/10/2017
» It is a common belief that taking good care of people in a business organisation will encourage them to deliver excellent performance in the long term. However, not all executives practise what they preach. This may reflect a number of factors, including heavy work pressure, the inability of the subordinates themselves, or their low perceived growth potential.
Understanding IT professionals
Business, Sorayuth Vathanavisuth, Published on 21/09/2017
» It is common knowledge, especially in corporations, that working with technical professionals is not easy. Since they are experts in a specialised area, they tend to be tough and stand firm on their opinions. If we could turn back time, we would see that they behaved this way even when they were young.
Developing talent to secure the future
Business, Sorayuth Vathanavisuth, Published on 10/08/2017
» Recently I had a conversation with a client who is a senior executive with a large multinational corporation. He told me that several top executives who have participated in my leadership development programmes have been promoted or rotated to higher responsibilities, in domestic as well as overseas locations. Thanks to this company's continuous dedication to managing talent and succession, it has never encountered a shortage of managers or top executives.
Board composition: the importance of personality factors
Business, Sorayuth Vathanavisuth, Published on 13/07/2017
» At the very top of the corporate pyramid sits a group of experienced members of the board who are perceived by management and shareholders as the right people for the right jobs. Generally speaking, they have the skills, experience and expertise to monitor and supervise the company's chief executive and top management.
Three simple steps towards an effective talent programme
Business, Sorayuth Vathanavisuth, Published on 08/09/2016
» Imagine that you are the CEO of an organisation. Besides business performance, you have to take care of many important people issues, and succession planning for important positions is second to none in this respect. What most top executives and board members often forget or ignore is the importance of participation from all related parties. Everyone wants to have a say in this crucial process. As a CEO, it is your duty to ensure that all the executives concerned are involved.