If organizations want to thrive through this disruption, they will need more than sophisticated Executive Leaders-ones who lead vertically, direct employees, and drive strategic planning, decision making, and business outcomes for their business unit or function. As a result, CEOs, C-suite leaders, and other senior executives must now respond to multiple stakeholders simultaneously, all while they handle challenges more complex, situations more ambiguous, and duties more significant than their predecessors faced. Indeed, over 85% of CEOs interviewed by Korn Ferry for the CEOs for the Future study told us the historical РІР‚СљlineРІР‚Сњ between business and society is ever more porous. The global environment is more volatile, more interconnected, and more competitive than ever before. What is the Enterprise Leadership Framework? But for companies to implement these agendas successfully, we need a different kind of leader-one who has the capabilities to both perform and transform, along with the capacity and agility to pivot dynamically between the two, all in order to create impact across and beyond the enterprise and broader ecosystem. Today, however, more and more organizations are creating Perform-Transform strategic priorities in order to meet the needs of this increasingly complex and uncertain environment. But these top-performing CEOs were once seen as the exception to the business rule. Indeed, many enterprise leaders have sat at the helm of highly transformational companies that delivered extraordinary results. ItРІР‚в„ўs about maximizing both capabilities-and not at the expense of one or the other. An enterprise leader can perform as much as possible and transform as much as possible. Rather, they are simultaneous, ambidextrous, and symbiotic-they are true and actionable at once. Even though the traditional business mindset puts these capabilities at opposite ends of one spectrum, they are not, in fact, mutually exclusive. Think of todayРІР‚в„ўs demand as a constant sway between performing now and transforming next. In reality, they are two sides of the same coin. If leaders focus on transformation only, they risk failing to hit their numbers if they focus on performance only, they risk falling behind their competitors. On the surface, these pressures seem paradoxical. Scale the company or focus on the core customer. Seek big and bold ideas or continue with the current strategy. Keep employees safe or maintain efficient operations. But the current landscape has only accelerated this need. This expectation that CEOs will transform the business while they maintain strong performance is not exactly new itРІР‚в„ўs a trend that has been on an upward trajectory for years. Yet even while driving change amidst all this uncertainty, they need to keep the trains running on time. CEOs today are leading in a world moving through crisis and disruption-where challenges have no known solutions, or if they do, there are far too many choices and few clear ones.

Spectral core full convert enterprise