Where are the future leaders? (Nobody knows…)

Posted by Jim Stroud

December 3, 2007

According to a major new IBM (NYSE: IBM) study of over 400 human resource executives from 40 countries released today, more than 75 percent of HR executives say that they are concerned with their ability to develop future leaders. Given the explosive growth in emerging markets, and the retirement of experienced personnel in more mature economies, the study suggests that companies are placing their growth strategies at risk if they cannot identify and develop the next generation of leaders.

The study shows that leadership issues are surfacing worldwide, with organizations in every corner of the globe being impacted. Companies in the Asia Pacific region are most concerned with their ability to develop future leaders (88 percent); followed by Latin America (74 percent); Europe, Middle East and Africa, (74 percent); Japan (73 percent) and North America (69 percent). The Global Human Capital Study titled “Unlocking the DNA of the Adaptable Workforce” was developed by IBM Global Business Services’ Human Capital Management practice and the IBM Institute for Business Value (IBV), with assistance from the Economist Intelligence Unit (EIU). Human Resources executives participated in a structured interview, with many of them face-to-face, designed to capture insights on the subject of workforce transformation.

“In today’s business environment, organizations worldwide need to have a pipeline of future leaders who can deliver on today’s commitments, drive workforce and enterprise transformation, and lay the groundwork for future growth,” said Tim Ringo, Global Leader, Human Capital Management, IBM Global Business Services.

“Effective leadership not only guides individuals through turbulent business conditions, but creates a climate that attracts and retains high performers, who will be in increasingly short supply in the future.”

Read: IBM Global Human Capital Study: Looming Leadership Crisis, Organizations Placing Their Companies’ Growth Strategies at Risk