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Global acumen as the flux for modern leadership

By Rob Starr, Big4.com, Content Manager

It shouldn’t be any surprise if you’ve been following trends in the business world that a new report, “Fast take on Talent Innovation: Capability models,” from PwC stresses that organizations should learn to ride the wave of constant disruption in a boat built with the stuff of persistent innovation. Where leadership is concerned, the report focuses on the need for a new capability model with leaders in every transaction, manning oars in every role. Mary Lyons, PwC, Principal and Talent Innovation Practice Leader, talked about this requirement that delivers more value and often responds to the needs of customers right on the spot.

“Businesses are continuing to reshape as a result of many of the global trends around us,” she said. “What we see and hear a lot about is these organizations really need the capability to move at this new velocity of business.”

In turn, the new pace of constant change necessitates leadership suffusing down to every level

Mary Lyons

Mary Lyons

to be effective. Being able to place leaders all through the ranks demands a shift in behavior and thinking, a movement away from building leaders by intuition to creating them through intention.

Technical capabilities

“A decade ago, technical capabilities were what was focused on,” Lyons said adding that while these still matter to understand the position and what you’ll be accountable for, today’s organizations need what she calls a “global acumen” from their people.

“What businesses really need now from the newest entry onto the team or new joiners into the workforce through to freelancers and even the leaders is a need to understand the world around them and the corresponding unique operating levels in an organization .”

New Capability

This proposed new capability model has four tenets—that it be aligned with the current business strategy, that it ties to the attributes that matter most to clients, that it’s simple and can be universally applicable through the organization. Lyons also points out how some of the more traditional principles have taken on a bigger role with this leadership capability model.

“Being able to put together a team and understanding that none of us knows everything means that you need to get the right people in the right place at the right time and those people need to know how to collaborate and communicate,” she said.

Finally, Lyons touches on an area she’s termed “creative problem solving” that encompasses analytics and involves some good advice to anyone looking to set themselves apart in the disruptive world of modern business.

“Those that understand how the business is reshaping and can adjust how they bring value to the organization, the firm or the team are the ones that are treasured today.”

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