IESE Standout

CEO transitions in disruptive times

IESE Standout — Tue, 24 Feb 2026 10:34:12 +0000

In a world of relentless change and rapidly emerging new challenges, the CEO role has never been more demanding. The result? More CEOs are leaving their posts — and more boards are confronting high-stakes succession decisions.

The data tells a clear story. CEO departures in the largest listed firms reached a new global record in 2025, rising 16% from the previous year and 21% above the eight-year average, according to indices tracked by Russell Reynolds Associates, a U.S. headhunting firm.

Meanwhile, the length of time CEOs remain in the role has dropped to an average of seven years from just over eight years in 2021.

The bottom line is that CEO tenures are getting shorter, while expectations are rising – and tolerance for missteps is diminishing. In unpredictable times like these, the need for boards to have robust succession plans in place is a strategic imperative.

Many departures are the result of disciplined planning, as companies take the opportunity to enact orderly and carefully thought-out transitions.

But companies should think hard about the trend for increased and more rapid CEO turnover and their response to it, says IESE Professor Guido Stein.

“The turnover has a lot to do with the culture of the company – if we prioritize short-term results then we get short-term CEOs,’’ he says.

Once they make their choice of CEO, companies must work with that person so that they can grow in confidence and become as effective as possible in the role as quickly as possible, says Arturo Llopis, a partner at Spencer Stuart who holds an MBA from IESE.

“Adaptation is one the biggest issues in high level appointments,” says Llopis, a former professional basketball player for FC Barcelona.

Why the right choice of leader matters more than ever

Professor Jordi Canals, who leads IESE’s Center for Corporate Governance, argues that shorter CEO mandates reflect the challenges stemming from increasing technological, and also geopolitical, disruption.

Choosing the wrong successor can damage earnings, morale and reputation. Selecting the right one can reposition the company for its next chapter.

Yet success is far from guaranteed. Research cited by McKinsey shows that two years after CEO transitions, between 27% and 46% are considered failures or disappointments. That’s a sobering statistic for boards — and for executives aspiring to the top role.

As IESE Professor Josep Tàpies notes, the goal of a successful transition should be continuity of purpose, combined with renewal. Each CEO change should be an opportunity to redefine what kind of leadership the company needs next, says Prof. Tàpies.

To that end, boards should ask:

What stage of development is the company at?
What capabilities will be required over the next five to ten years?
What kind of predecessor is stepping aside — and what kind of successor is emerging?
Is the company itself prepared for succession in terms of governance structures, management systems and clarity of roles?

Practical steps for handling leadership change

So, what can board members do to prepare for, enact and ensure smooth and successful leadership transitions? Here’s a list of Llopis’s recommendations:

1. Have a clear role specification

Determine what the role is, what you want the CEO to accomplish, what experience and skills the ideal candidate has, and what specific leadership capabilities the person will need.

2. Identify internal candidates

At least two years before the CEO transition takes place, identify who in the organization has, or might develop, the selection criteria you need.

3. Develop internal candidates

After measuring your candidates’ potential to grow and evolve, craft a development plan for them. As well as skills such as strategic thinking and people management, focus on specifics such as politics and board management.

4. Check the market benchmark

About developing your internal candidates for about 18 months, it’s time to check what external CEO candidates might offer. Compare the level of potential internal, and external, leaders.

5. Choose the right successor

After completing and reviewing the previous steps and carefully assessing your internal, and, if relevant, external options, it’s time to make your choice.

6. CEO acceleration

As well as managing the company’s team, culture, strategy and the board, new CEOs also need to manage themselves carefully, especially in the first six months in the job. Adaptation is key to a new leader’s success, and boards should be ready to support them through this process.

A responsibility for everyone

A change in leadership is not just a boardroom issue – it affects executives at every level. Understanding how leadership transitions are managed within your organization — and how talent is developed — is critical for anyone on the executive ladder.

Companies that treat CEO succession and executive development as a strategic priority will have a decisive advantage. Handled well, a successful leadership transition equips organizations to renew themselves — and to lead confidently into the future.

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Feeling held back at work? When your potential outgrows your role

IESE Standout — Wed, 26 Nov 2025 11:03:09 +0000

Many leaders don’t feel stuck because their work is monotonous, but because they sense that their own potential is evolving faster than the opportunities implicit in their current role. Recognizing that gap can be a first step toward progress.

Monday morning. You walk into your office, look at the week ahead and know you can handle every challenge ahead of you. And yet, something feels off. You’re performing well — even exceptionally — but you don’t feel a real sense of progress. That hesitation before you begin doesn’t come from fatigue. It comes from the intuition that you could be contributing far more than your current role allows.

These moments often emerge after a period of success, once you’ve already proven your value but still feel constrained by a role that isn’t evolving at the speed you think it could. It may be a lack of strategic opportunities, limited autonomy, or the sense that your leadership skills are not being tested to their full extent.

But in the rush of daily execution, it’s difficult to know whether you’re truly stuck or simply transitioning into your next phase of growth.

This short questionnaire is designed to help you pause and assess your situation with clarity. It will help you identify early signs of stagnation, understanding where your current ceiling might be, and determining whether you need a significant shift or just a small adjustment to regain momentum.

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Data strategy for AI success: Winning the race against time

IESE Standout — Fri, 19 Sep 2025 12:46:34 +0000

Want to champion AI? Start with your data

How can you win the race against time to mine your companies’ data resources and translate them into higher efficiency and productivity?

That is one of the defining challenges facing executives as they seek to harness Artificial Intelligence (AI) for business growth. While AI promises to transform industries, its power ultimately depends on the quality of the data that fuels it.

“Data is the gasoline of artificial intelligence,” explains IESE Professor Luis Ferrándiz. “If you incorporate into your algorithms data that isn’t good enough, the outputs won’t be good enough either.”

Why data quality matters

Investments in digital tools will fall short if the underlying information is inconsistent, incomplete, or poorly structured.

When AI models are trained on flawed data, the resulting decisions are fundamentally compromised. That’s why your company must not only review the quality of its existing data sets but also examine the robustness of the processes it uses to collect and administer information.

“High-quality, consistent, and well-governed data is the essential foundation for building reliable and scalable AI models that can deliver real business value,” says Ainhoa Alonso, an IESE Executive MBA holder who is now Chief Data and AI Officer at PagoNxt, a payments firm.

Five steps to put your data plan on track

Here are some steps that managers like you can take to align your organization with a strong data strategy:

1. Create a data-driven culture

Cultivating a corporate culture that recognizes the importance of reliable data is critically important, says Ferrándiz. That means making sure data is accessible on a company-wide basis and making sure employees are properly incentivized to use it. Only then can firms plan investments with confidence and take the bold decisions needed to execute a long-term digital strategy.

2. Educate and empower staff

Companies need to move beyond pilots and embed AI into business processes and work practices, according to a team including IESE Professor Evgeny Káganer at MIT’s Center for Information Systems Research. Creating AI-ready teams means providing opportunities and resources for reskilling. Breaking down silos between departments and ensuring data sources are seamlessly linked is also key.

3. Deploy the right systems

Take care to put in place the right modular, interoperable platforms and data ecosystems to enable a free flow of intelligence across the organization, urges Káganer. Choosing the right architecture is a strategic decision that will shape the flow and reliability of data.

4. Establish consistent definitions

Make sure to put in place and maintain a common semantic framework that standardizes data definitions across all business units, says Alonso of PagoNxt. This will enable consistency, interoperability, and a shared understanding of key business and operational concepts across the company.

5. Strengthen data governance and quality

Reinforce the data governance framework to guarantee accuracy, lineage, and trust in the information that powers decision-making and AI models, says Alonso. Governance and ownership of data administration should be in the hands of Chief Data Officer, with a clear mandate to implement rules and oversee levels of access, urges Ferrándiz.

From strategy to competitive advantage

For business leaders, the data challenge is both technical and cultural. Winning organizations will be those that invest in robust processes, empower employees to value data, and act decisively before competitors outpace them.

In today’s environment, where AI is reshaping competitive advantage, the question is not whether to act, but how quickly you can turn your company’s data into a catalyst for productivity and growth.

Hungry to know more about the AI transformation, or prepare to take your career to the next stage? IESE’s Artificial Intelligence for Executives focused program, held at our Munich, Madrid, New York and Barcelona campuses, will help you sharpen your skills and learn how to become a more effective leader in the age of AI.

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How teams can flourish by harnessing the skills of different generations

IESE Standout — Wed, 25 Jun 2025 09:18:09 +0000

How do you manage the dynamic between younger and older team members to build stronger and more productive collaboration?

It’s a challenge that leaders like you have always faced – but now the task becomes trickier. With AI advancing rapidly, many of the roles once filled by junior staff are being automated. And that shift comes with a hidden cost.

If those early-career roles disappear, so does a vital learning channel—the transfer of experience and know-how from senior professionals to the next generation. Without it, you risk losing not just technical continuity, but the very culture and identity that make your organization unique.

“Having that range of ages helps you pass on institutional knowledge – if you don’t maintain this flow, there are clear downsides,” says IESE Prof. Sebastian Reiche. “The only way to survive and develop as an organization is to have new junior staff learning the culture and adapting it – that’s how you keep the culture alive and dynamic.”

The transformations wrought by AI mean companies face challenges that can’t be solved with software alone. As firms confront the urgent need to redefine skills for a new era, they face a challenge that goes beyond adopting new technologies, according to a new study by IESE’s María Luisa Blázquez, Mireia Las Heras, and Jordi Canals.

Here are some of the steps you and your company can take to make sure teams work effectively as you tackle the disruptions, and grasp the opportunities brought by AI:

1. Rethinking the role of teams

If firms have teams fully staffed by juniors doing technical work, it’s time to rethink that model, says Reiche. Managers should look at opportunities to ensure teams include junior and more experienced staff to ensure that the learning and mentoring process works in both directions.

2. Reverse mentoring

Pairing tech-savvy novices with expert staff who may have less knowledge of how to apply AI is a way to make sure that new ideas get circulated and experience is shared, says IESE Prof. Evgeny Kaganer. Firms may want to look at pairing up younger and more seasoned staff in a formal “buddy system” so that knowledge can circulate, says Reiche.

3. Reimagining work design

The traditional model in many firms has been for junior staff to carry out simpler, more technical roles of the kind that can be done by AI, but it doesn’t have to be that way, says Reiche. One solution could be to encourage more opportunities for juniors to carry out more project-based work that enables them to broaden their contacts and develop a broader set of skills more quickly.

4. More flexible career paths

Companies and employees need to be more flexible as they consider future career paths, says Reiche. Those in the early stage of their careers can try to build up their skills with project-based work in different companies that they can later transfer to larger organizations. Under this more patchwork model, younger workers can build up a portfolio of skills to take with them into new corporate roles.

5. A sense of adventure

More experienced staff members should ask themselves how they can explore the potential of technologies like AI by thinking of new ways of doing their job with the powerful new tools at their disposal, says Reiche. This means encouraging a more experimental mindset where older workers are encouraged to see AI not as a threat but as an opportunity to be exploited in a creative and fruitful way.

Here are some tips for people at different stages of their careers trying to navigate the evolving landscape of work:

Leverage your AI and digital skills
Become fluent in AI and think hard about how you can use it in a work setting. “Try to bridge the gap between how things are currently done and your knowledge of the way they could be done if they could be infused with the new ways,” says IESE Prof. Sebastian Hafenbrädl.
Take a hard look at your skill set
The question everyone needs to ask themselves is are they going be a complement to AI or will they get substituted by it, says Kaganer. One aspect to consider is that AI is effective at comprehending knowledge and applying it to solve problems and even carrying out creative tasks – but is less competent when it comes to using judgement to evaluate challenges and solutions.
Develop your soft skills
Amid the focus on AI, develop your capacity for critical thinking, problem-solving, communication, adaptability and teamwork – soft skills such as these will always be valued by employers, says Reiche.
Think creatively
Younger staff can deploy their AI skills to deploy business-linked projects while they scout for a formal position. “Potential entry-level employees have huge resources they can use to showcase themselves to organizations,” says Hafenbrädl.

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5 qualities top recruiters are looking for

IESE Standout — Mon, 24 Feb 2025 16:05:29 +0000

If you’re on the hunt for a new job, you may have notice how the hiring process has entered a more stable phase. Following the hiring boom seen in the wake of the COVID-19 pandemic—particularly in industries like consulting and technology—economic trends have leveled out. However, with global uncertainty still a factor, companies are now taking a more strategic and measured approach to signing up fresh talent. As a result, hiring trends are shifting, with recruiters placing greater emphasis on adaptability, digital expertise, and an international mindset.

The competencies companies want

A major trend reshaping recruitment is the move toward skills-based hiring over traditional function-based roles. Rather than focusing solely on job titles, more employers are prioritizing specific competencies and transferable skills, making the hiring process more fragmented, and in some cases, more time-consuming. As a job seeker, you’ll need to understand what recruiters are looking for and make sure you position yourself to ensure you stand out in this evolving landscape.

Stay ahead of the competition by focusing on these five must-have qualities that recruiters are actively looking for.

1. Skills-based hiring

Traditional hiring models that focused on job titles and a linear career path are being replaced by skills-based hiring. As well as individuals who can demonstrate adaptability, dependability, and the ability to tackle complex business challenges, companies want leaders with specific technical and leadership skills, with the focus increasingly on digital and AI fluency. There’s growing demand for candidates with proven technical know-how, and those who can integrate sustainability into business models.

2. AI fluency and the digital transformation

The integration of artificial intelligence (AI) into business processes is creating demand for tech-savvy professionals, and it’s up to you make sure you tick all the right boxes. Companies want candidates with a deep understanding of AI’s potential, not just from a technical perspective but also in terms of making sure it gets embedded in corporate strategy. As Prof. Javier Zamora explained in a recent article, there’s a need for roles who “orchestrate the cultural shift necessary for this technology to be integrated across the organization.”

Organizations need leaders who can leverage AI tools to enhance decision-making, assess talent, and drive innovation. But more companies also want managers both with the technical competencies to exploit the new technology and the leadership skills to direct the human teams that are deploying it.

3. Agility and entrepreneurial mindset

Startups and scale-ups have long favored candidates with hands-on experience and a proactive approach to business challenges. Now, larger corporations are also seeking individuals who embody an agile entrepreneurial mindset. This means being comfortable with ambiguity, taking ownership of projects, and proactively identifying growth opportunities.

Companies will expect you to show you can respond quickly to a changing business environment as they face increasing volatility and disruption in their industries. Volkswagen, for example, says it wants “versatile profiles and people full of energy, willingness to learn new things, able to face everyday challenges. There are a lot of positions where we need the combination of soft skills, product/project management and technical knowledge.”

4. Generalist expertise

While specialist skills are key, companies will also expect you to show a broad range of competencies and prove you can adapt to multiple roles and challenges. As industries evolve rapidly, employers find that generalists who possess a diverse knowledge base and know how to think critically often become the most effective professionals. As strategic thinkers with a broad perspective, they know how to break silos, adapt across industries, and make the most impactful decisions.

MANGO, for example, says it values the global vision, leadership and analytical skills of IESE’s MBA students, as well as their training in strategy and decision-making. “They bring innovation in sustainability, operations, and customer experience.”

5. Global business exposure

Another aspect you should be aware of is how recruiters, in an increasingly global market place, are putting a high premium on international experience. Professionals who have worked across different markets, managed cross-cultural teams, or studied in diverse environments bring unique perspectives to organizations.

Skills that are particularly valued include:

Cross-cultural communication
Understanding international regulations and market dynamics
Ability to adapt strategies for different global audiences

Advice for MBA talent

In today’s competitive job market, MBA students must stay ahead of evolving recruitment priorities and adapt their skill sets accordingly. Companies are continuously refining their hiring strategies and placing ever greater emphasis on new competencies and technologies.

According to IESE’s Career Development Center, here are some of the steps you can take to prepare your strategy for navigating the job market:

Highlight transferable skills: Showcase your ability to work across functions, solve complex problems, and lead diverse teams.
Leverage AI and digital expertise: Demonstrate familiarity with AI tools and digital business trends to hone your appeal to potential employers as an innovative thinker.
Emphasize global experience: An international background helps you to stand out from the crowd. Highlight your language skills and your ability to adapt and thrive in different cultures.
Network strategically: Engage with your industry peers through alumni networks and business events, and make full use of tools such as LinkedIn to promote and refine your personal brand.
Adopt a lifelong learning mindset: Employers favor candidates who continuously develop their skills through certifications, micro-learning programs, and hands-on experience.

The future of recruitment

As recruitment continues to evolve, job candidates must adapt to a shifting landscape that prioritizes flexibility, technological literacy, and a global outlook. Companies are seeking individuals whose skills extend beyond purely technical expertise, and who can demonstrate resilience, collaboration, and an entrepreneurial mindset.

As you hunt for a job, make sure you stay competitive by embracing continuous learning, leveraging AI tools, and cultivating a strong mix of soft and hard skills. The hiring process may have become more fragmented and take longer in some cases, but for those who can navigate its challenges, the opportunities have never been greater.

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The role of the Chief AI Officer (CAIO): a guide to leading the transformation toward artificial intelligence

IESE Standout — Thu, 19 Dec 2024 11:54:22 +0000

A decade ago, artificial intelligence (AI) seemed like a futuristic concept reserved for science fiction books. Today, AI is a transformative reality that not only optimizes processes but also redefines how businesses operate. In this new paradigm, a key figure has emerged: the Chief AI Officer (CAIO). But what exactly does this new leader do? And more importantly, why is their role essential to an organization’s success?

To answer these questions, we spoke with Javier Zamora, a professor at IESE and an expert in digital transformation. Zamora provides a clear vision of the responsibilities, challenges, and opportunities of the CAIO (or similarly named roles like Chief Data Officer, with overlapping responsibilities) in a world increasingly driven by AI.

Why is a Chief AI Officer necessary?

“AI is the new electricity,” says Zamora. Just as electricity revolutionized industries at the beginning of the 20th century, artificial intelligence is positioning itself as a general-purpose technology that impacts all sectors and functions within an organization.

Until recently, data served to generate dashboards and monitor operations. Today, it has become the raw material for innovation. But to harness this potential, organizations need more than just technology—they need leadership. This is where the CAIO comes in.

“The CAIO not only drives AI adoption but also orchestrates the cultural shift necessary for this technology to be integrated across the organization,” Zamora explains.

Key functions of the CAIO: more than just data and algorithms

The Chief AI Officer’s role extends far beyond overseeing technological projects. According to Zamora, the CAIO must fulfill three critical functions:

1. Defining the organization’s AI ambition

Much like digital transformation, adopting AI must align with the company’s mission and strategy. Zamora summarizes it this way: “It’s essential to define a portfolio of AI initiatives, some more exploratory and others focused on scaling organizational capabilities.” This involves identifying pilot projects, prioritizing resources, and deciding which technological and organizational capabilities need to be developed to industrialize AI use.

2. Driving cultural change and skill-building

Implementing AI requires more than technology; it demands new ways of working and specific professional profiles. However, the necessary cultural shift doesn’t happen overnight. “Organizational culture doesn’t change at the exponential pace of technology. We need to introduce new work practices that gradually reshape the organization’s beliefs and habits,” Zamora explains. Moreover, the CAIO must democratize AI access within the company, training employees and fostering “data literacy.”

3. Acting as a bridge between technology and business

AI should not be seen as an isolated tool but as an integrated solution addressing the organization’s real problems. Here, the CAIO plays a mediating role between functional areas and business units. “It’s crucial to involve teams in designing AI solutions. When projects are perceived as imposed by a central committee, resistance to adoption increases significantly.”

Challenges for the chief AI officer: ethics and responsibility

AI implementation also raises ethical challenges that cannot be ignored. According to Zamora, there are four major risks grouped under the acronym FATE:

F: Fairness. AI models can perpetuate biases present in the data they were trained on.
A: Accountability. Who is responsible if an AI model fails in a medical diagnosis or financial decision?
T: Transparency. The opacity of certain algorithms makes it difficult to explain how conclusions are reached.
E: Ethics. AI can face ethical dilemmas, such as those encountered by autonomous vehicles in critical situations.

“It’s essential for organizations to have an ethical governance framework to ensure AI is used responsibly and aligns with their values,” Zamora emphasizes.

Are organizations ready for AI?

Despite the enthusiasm surrounding AI, many companies are still in the early stages of adoption. As Zamora notes, there is a mismatch in pacing: technology advances exponentially, but organizational culture evolves linearly.

“The only way to address this gap is for top management to prioritize AI adoption as a strategic element, providing resources and fostering a culture open to change,” Zamora concludes.

The CAIO must also lead an evangelization effort within the company, training teams and promoting AI adoption as a common language throughout the organization.

The future of the chief AI officer

The role of the Chief AI Officer is here to stay. This position will be key not only to integrating AI into companies but also to building more agile, innovative, and responsible organizations.

However, as Zamora points out, we are in the early stages of this transformation. Current AI still requires human oversight, but the evolutionary horizon presents challenges as exciting as they are daunting.

“We’re facing a technological wave we don’t fully understand yet. As leaders, our mission is to guide this transition responsibly, ensuring AI has a positive impact on organizations and society.”

How are you preparing your organization for the age of artificial intelligence? Discover how IESE’s executive programs, especially this program focused on AI, can help you lead this transformation and acquire the skills needed for the future.

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Elevator pitch for a job interview: how to condense 20+ years into 3 minutes

IESE Standout — Mon, 18 Nov 2024 11:26:02 +0000

You walk into an important job interview after two decades of experience, and you need to deliver an elevator pitch—a concise speech that sums up who you are and sells yourself. What a challenge! It can be a double-edged sword: while you have a wealth of achievements and lessons that set you apart, condensing them into a three-minute speech is no easy task.

This elevator pitch exercise is crucial for capturing your interviewer’s attention from the start and maximizing your chances of success. In this article, we’ll explore how to design a powerful three-minute pitch that clearly and effectively summarizes your 20+ years of experience.

1. What is an elevator pitch and why does it matter in an interview?

An elevator pitch is a brief, direct presentation that summarizes your professional value in the time it takes for an elevator ride. In an interview, a strong elevator pitch can help you:

Make a positive first impression.
Steer the conversation toward your strengths and experience.
Highlight what sets you apart from other candidates with similar backgrounds.

This approach is particularly valuable for executives and professionals with long careers, as it allows you to present your most relevant accomplishments without overwhelming your interviewer with details.

2. Identify your value proposition: what makes you unique?

With over 20 years of experience, it’s easy to fall into the trap of listing multiple roles, achievements, and projects. However, the key is to identify your central value proposition: What can you contribute that few others can? Ask yourself:

What has been the overarching theme of your career? Think of a skill or focus that has been a cornerstone of your trajectory: crisis leadership, digital transformation, resource optimization, etc.
Which achievements or projects had the most impact? Highlight accomplishments that exemplify your unique skills and knowledge.
Which skills are most relevant to the role? Tailor your pitch to emphasize the skills and experiences that are most valuable for the position you’re seeking.

Example: “I’ve dedicated my career to leading operational transformations that deliver a positive impact on financial results and organizational culture. In my last role, I spearheaded a restructuring initiative that increased profitability by 30% without impacting headcount.”

3. Key structure for your elevator pitch in the interview

An effective elevator pitch follows a structure that organizes your narrative and keeps your audience engaged. Here’s a guide to structuring it in three main parts:

a. Opening: introduction and positioning

Start with a brief introduction that highlights your current role or specialization. Be clear and direct to grab attention. Avoid long titles or detailed descriptions of past positions; instead, use a powerful phrase that establishes your expertise.

Example: “I’m an executive with over 20 years of experience leading teams in [specific industry], where I’ve honed a unique ability to transform processes and improve organizational efficiency.”

b. Key achievements: showcase your results

This is your opportunity to present one or two specific accomplishments that demonstrate your capabilities and align with the position. Whenever possible, include metrics or measurable outcomes to emphasize the impact of your work.

Example: “In my previous role, I led a digital transformation project that reduced key process execution time by 40% and generated annual savings of $1 million for the company.”

c. Closing: connect your experience to the future

Conclude by explaining how your experience has prepared you for the role. Draw a clear connection between your abilities and the company’s challenges or goals, demonstrating alignment with their vision.

Example: “I believe my expertise in [specific relevant skill, like organizational change management] will allow me to bring immediate value to [company name] in its efforts to [mention a relevant company goal].”

4. Practice and refine: the importance of brevity

Once your content is defined, the next step is to practice—and practice again. Remember, the key to a great elevator pitch is fluency, which only comes with rehearsal. Here are some tips to perfect your presentation:

Be concise: Keep your speech to 2-3 minutes and avoid technical jargon or unnecessary details.
Use clear and confident language: Confidence in your message is just as important as its content.
Practice in front of a mirror or record yourself: This allows you to analyze your expression, pacing, and clarity.

5. Adapt your speech to your interviewer

Every interviewer and company has different priorities and cultures. Before the interview, research the company and the profile of the person who will interview you. Tailor your message to their interests and needs to show that you’re the missing piece for their team.

Tip: If the company emphasizes innovation, highlight your experience leading transformation projects or adapting traditional processes to new technologies.

6. Avoid common elevator pitch mistakes

In an interview, there are frequent pitfalls that can weaken your pitch. Avoid these missteps to ensure your presentation is clear and memorable:

Being too vague: Use specific examples to illustrate your skills.
Overusing jargon: Simplify your language so your message is clear and understandable.
Trying to cover everything without depth: Focus on two or three specific achievements relevant to the role. Less is more.

7. Prepare for follow-up questions

A strong elevator pitch will spark your interviewer’s interest and likely lead to additional questions. Be ready to expand on specific aspects of your accomplishments or skills. Have three or four additional examples prepared to complement what you’ve already shared, which you can elaborate on if asked.

Follow-up example: “In addition to the digitalization project I mentioned, I also led the implementation of a digital skills training program that accelerated the adoption of new tools within the team.”

Summarizing 20+ years of experience into three minutes is a complex task for a job interview, but not impossible. A well-structured elevator pitch that highlights your value proposition and key achievements can open the door to a deeper conversation about your capabilities and vision. Throughout the process, remember that clarity, confidence, and relevance are your greatest allies in standing out.

Are you ready to take the next step in your career? IESE’s executive programs can help you sharpen your skills and consolidate your leadership. Learn more about strengthening your professional profile in a global, transformative environment.

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How to start a speech impactfully: techniques to capture your audience’s attention

IESE Standout — Mon, 04 Nov 2024 13:25:52 +0000

Starting a speech in an impactful way is not just an art; it’s a critical skill for any leader. Conor Neill, a communication professor at IESE, explains that “the first few seconds are when tension and attention are at their highest.” In this article, we’ll explore tried-and-tested techniques to capture that initial attention, offering clear examples and practical strategies to make each of your openings resonate strongly with your audience.

The science of first impressions: the power of the first seconds

The opening of a speech is when you gain or lose your audience’s attention. As Neill mentions in his video How to Start a Speech, the first few seconds are crucial: “it’s when you have their maximum attention.” During this moment, attendees subconsciously evaluate whether what they are about to hear is relevant, interesting, and valuable to them. If you want to capture their interest and ensure they stay with you, you’ll need a well-planned, intentional opening.

5 effective strategies to open a speech with impact

1. Share a relevant personal story

Charismatic leaders often begin their speeches with a personal anecdote that contains a lesson or an emotional connection. A well-chosen story has the power to humanize you in front of your audience and build empathy. Neill says, “People remember stories because they evoke emotions.” By sharing an authentic experience, you help the audience see you as approachable and trustworthy, establishing a connection that goes beyond formality.

Example: If you are speaking on resilience in times of crisis, you might share a moment when you had to lead under pressure, highlighting the tough decisions and the lessons you learned. These types of stories, especially if they address situations everyone can relate to, immediately connect with the audience.

2. Ask a provocative question

A question is a powerful tool to actively engage the audience from the start. Neill suggests that asking a question “forces the audience to think and gives them a reason to listen.” A good question not only grabs attention but also stimulates interest and reflection within your audience. The key is to pose a question that ties into the central theme of your speech and is intriguing enough not to have an obvious answer.

Example: In a speech on innovation, you could start by asking, “What would you do if your main business disappeared tomorrow?” This unsettling question puts the audience on alert, creating the need to listen to find possible answers.

3. Use an impactful statistic

Neill also recommends using data as an effective opening method, especially if it’s surprising or revealing. Sharing a powerful figure allows the audience to visualize the magnitude of a problem or challenge, making it more tangible and relevant. This is particularly effective if you then connect that data point to a question or a call to action.

Example: In a speech on sustainability, you could begin by saying, “Every year, 18 million hectares of forest are lost—equivalent to 27 football fields every minute.” By providing a specific data point along with a relatable comparison, you trigger an immediate reaction and set a solid foundation to dive deeper into the topic.

4. Start with dramatic silence

It may seem counterintuitive, but one of the most effective ways to start a speech is with silence. A few seconds of pause before you begin creates tension and anticipation, capturing the attention of everyone present. Neill explains that silence “gives the audience time to focus on you; you capture their attention without saying a word.” This technique must be used confidently, as it conveys both authority and calm.

5. Quote a relevant person

Quoting a well-known person can add depth and credibility to your words. Choosing a quote aligned with the theme of your speech can provide your audience with a different perspective or reinforce an initial message. For example, if you’re speaking about leadership, you could open with a quote from great leaders like Mandela or Churchill and then connect their words to your message.

Common mistakes when starting a speech and how to avoid them

Avoid the predictable and boring

Starting with “Thank you for the opportunity to be here” is one of the least effective openings. Neill emphasizes that “formality can make you lose the audience’s interest.” Instead of a generic introduction, be brief and direct. Formalities can be important but should be quick and genuine.

Don’t start with statistics without context

If you decide to open with a data point, make sure it’s directly linked to the issue you’ll be addressing. A common mistake is throwing out figures that, without context, may confuse rather than inform. Always add a brief explanation or question to highlight the relevance of the data.

Avoid self-indulgence or excessive praise

The audience is there to hear ideas, not a list of personal achievements or lengthy acknowledgments. The most impactful leaders are those who come across as humble and focused on their message. Let your message speak for itself, and maintain modesty.

Final tips for a memorable opening

Mastering the art of starting a speech takes practice and authenticity. Here are some practical tips:

Know your audience well: Choose stories, data, or questions that will resonate with them. What works for a sales team might not be effective for a board of directors.
Practice the opening several times: Confidence in the opening shows and increases your credibility. Practice will allow you to deliver it naturally.
Be brief but powerful: The ideal opening should not exceed a couple of minutes. Aim to make a quick impact and then proceed to the central message.

The ability to start a speech with impact not only enhances your communication skills but can transform how your ideas and proposals are perceived. An effective start gives you control of the stage and ensures your audience is receptive to the message. As leaders, our voice and presence are powerful tools; developing them through effective openings strengthens our capacity to influence and guide.

IESE’s leadership programs provide the ideal space to perfect these skills and make every speech a memorable moment. To improve your communication techniques and learn to lead authentically, explore IESE’s executive and master’s programs.

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Collaborative Leadership Test: Assess your team-building skills

IESE Standout — Wed, 30 Oct 2024 14:14:38 +0000

In today’s dynamic business world, being a successful leader means much more than managing tasks; it’s about inspiring, collaborating, and empowering your team.

Take our Collaborative Leadership Test to evaluate your skills and receive personalized recommendations to enhance your leadership style. Whether you’re an experienced leader or an aspiring one, this test will help you discover your potential and elevate your team to new heights. Ready to uncover your leadership profile?

The post Collaborative Leadership Test: Assess your team-building skills appeared first on IESE Standout.

Aya Sakai, aiming to break Japan’s glass ceiling. Success Stories

IESE Standout — Mon, 30 Sep 2024 14:02:12 +0000

Aya Sakai is a winner of an IESE Future Female Leaders Award 2024. She is currently on an MBA program at IESE in Barcelona, Spain, having previously worked for the Development Bank of Japan.

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A recent Kyodo News survey revealed that only 13 of Japan’s top 1,600 companies have female CEOs. What’s more, only around 15% of the country’s private-sector executives are women, according to the Organization for Economic Cooperation and Development (OECD). Aya Sakai is determined to help change those statistics.

“My mission is to be a leader in the Japanese renewable energy industry, which is a very traditional, male-dominated industry, and by being a leader in that industry, maybe I can change Japanese society a little bit,” says the current IESE MBA student (Class of 2026).

Her decision to do an MBA at IESE was an important step toward accomplishing that mission. “The opportunity to learn leadership skills and to work with teammates from international backgrounds in an intense environment will really help me when I go back to Japan,” she says.

A focus on renewables

Before embarking on an MBA, Sakai worked for the Development Bank of Japan (DBJ) in Tokyo and in London. One aspect of this organization that she valued highly was that it pursued not only profit but also social impact; that part of its mission was to support and help its customers.

As is common in many Japanese companies, Sakai gained valuable experience in many different departments and sections, from financial analysis to human resources, which was quite a challenge for her, having to quickly get up to speed in new fields every one or two years.

This employment policy did, however, give her the opportunity to work in the renewable energy sector, leading her to the conclusion that it was what she wanted to focus on in the future.

Much of the innovation in the renewable energy sector is being developed in Europe, another factor that attracted Sakai to studying in Barcelona. She wants to learn more about green energy technologies in Europe that can help change the energy landscape in Japan.

Teamwork and leadership

While at IESE, Sakai is also getting used to working with people from a wide variety of different backgrounds and cultures, something she has not had to do before. In her team there are students from Argentina, Brazil, Chile, Germany, Kenya, Saudi Arabia, Spain and the U.S., in addition to classmates from Japan, all with different management methods and communication styles, which naturally presents certain challenges.

For Sakai, the solution to those challenges is respect, both for people and for processes. “Individually we each have strengths and weaknesses, and we can all learn from each other,” she says. “And we have strict team rules, a contract that nobody breaks, and that helps us work together effectively in a comfortable manner.”

As an undergraduate, Sakai was a trainer for an American football team, where she enjoyed working for and with other people and achieving good things as part of a great team. And great teams need great leaders.

In her time working in different departments at the DBJ, Sakai had many different bosses. The best leaders, in her opinion, were “insightful, considerate, visionary and hardworking.” Bravery and having the courage to be disruptive are also values that she thinks are important. “A woman who dared to take the challenge of being the first female director in our company is someone I really respect,” she says.

A role model

As the winner of an IESE Future Female Leaders Award 2024, Sakai sees herself as being “a role model for younger female generations” in Japan. “In an environment where there are few female leaders or few female managers, women may feel a little uncomfortable. I want to show them that you can do it. Hopefully, my achievements and the good that I do will encourage and empower some people,” she says.

An achievement from her professional career up until now was, while working for the HR department at the DBJ, managing to increase the number of female applicants for certain roles that had been traditionally carried out by men. “Establishing a good work-life balance can be difficult in Japanese companies; maybe that’s one reason why there are so few female leaders,” she explains.

Less successful was her attempt to introduce reforms so that more men occupied positions that were seen as jobs for women. But that was a useful learning experience about how to manage change.

Looking to the future

Sakai is driven by a desire to “do good things for society,” especially in renewable energy. She envisions a future where the widespread use of clean energy technologies, some yet to emerge, will help achieve net-zero emissions, allowing people to enjoy the benefits of energy without harming the environment.

Sakai’s journey is set to be one of breaking barriers and inspiring change in a traditionally male-dominated society. Her experiences at the DBJ, her commitment to the renewable energy sector and the leadership skills she hopes to perfect at IESE reflect a powerful ambition not only to rise as a leader but to pave the way for future generations of women in Japan.

As she works to challenge the status quo, she embodies a new wave of leadership that is insightful, courageous and inclusive. Her example underscores the importance of diversity in driving industrial and societal change.

Are you a young professional woman with big accomplishments and even bigger goals? Apply to the next IESE Future Female Leaders Award. IESE will select a small number of young professional women who embody IESE’s mission, are focused on developing their careers and on making a positive impact in the world. The next IESE Future Female Leaders Award will take place on Jan. 28-30, 2025, on IESE’s Barcelona campus, coinciding with the Women in Business Conference.

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