Chad Harrison International

How packaging executives can drive the adoption of plant-based coatings

Raine Thompson — Tue, 27 May 2025 13:21:05 +0000

The packaging industry is navigating a period of significant change. As environmental concerns gain prominence and expectations from consumers, regulators and investors evolve, interest in plant-based coatings is steadily increasing. This interest is not driven solely by ecological considerations—it reflects a broader assessment of risk, reputation, and long-term commercial sustainability. For senior leaders across the packaging value chain, engaging with this shift is not just a matter of technical awareness. It requires a willingness to reassess entrenched systems, anticipate regulatory change, and work collaboratively across departments and with external partners.

The case for plant based coatings

Traditional plastic packaging, which is primarily derived from fossil-based resources, is facing growing scrutiny. In response, plant-based coatings—developed from renewable materials such as starch, cellulose, proteins, and certain fungi—are being explored as a potential complement or alternative. These coatings are not a replacement for plastic itself, but rather a way of modifying packaging surfaces to deliver specific functional benefits, such as improved moisture or oxygen resistance, grease barriers, or compatibility with recycling and composting systems.

As recent industry analysis has pointed out, these coatings may allow converters and brands to maintain the performance of current packaging formats while addressing regulatory or consumer concerns. In some applications, they could enable packaging to become more widely recyclable or help remove certain petroleum-based additives. However, they are not a one-size-fits-all solution, and their technical capabilities vary significantly depending on the source material, application process, and end-use requirements.

Integrating plant-based coatings into packaging strategies is not a plug-and-play solution. It involves aligning innovation with business goals, understanding the constraints of supply chains, and assessing how new materials interact with existing infrastructure. It also means balancing environmental ambitions with commercial realities. Some coatings may be costlier or require different processing equipment, while others may present challenges in terms of shelf life, performance, or consumer perception.

For executives, the shift towards plant-based materials is as much a leadership issue as a technical one. While plant-based coatings offer genuine potential, their integration requires clear communication across teams, close engagement with suppliers, and an ability to weigh environmental benefit against practical feasibility. It also means engaging with evolving regulation—such as Extended Producer Responsibility schemes and plastic reduction targets—which may accelerate interest in materials that support recyclability or reduce dependence on fossil inputs.

This is not an area that can be tackled in isolation. Procurement must assess the viability of new supply sources; R&D teams need to test coatings under realistic conditions; marketing must convey benefits transparently and without overstatement; and sustainability teams must ensure that new materials genuinely improve environmental performance across the lifecycle.

Collaboration with innovators, research institutions and even competitors is often key to progress in this space. Many plant-based coatings are still emerging technologies, and scaling them often requires joint investment, shared learning, and practical feedback from the market. At the same time, constructive engagement with regulators can help shape standards that reflect real-world capabilities rather than idealised assumptions.

All of this points to the importance of leadership that understands complexity and is comfortable with change. Roles such as Heads of Packaging, Chief Sustainability Officers and ESG-focused procurement leaders have an important part to play—not necessarily in driving rapid adoption, but in ensuring that strategic decisions are made on a sound technical and commercial basis.

Plant-based coatings are not yet a standard feature of packaging operations, nor are they a silver bullet for sustainability challenges. But they represent a credible and growing area of interest that companies cannot afford to ignore. With the right expertise and the right leadership, these materials may offer both environmental value and competitive differentiation in the years to come.

Sources:

Packaging Gateway

The post How packaging executives can drive the adoption of plant-based coatings appeared first on Chad Harrison International.

What boards really look for in executive leaders today

admin — Mon, 03 Mar 2025 09:23:25 +0000

Boardroom priorities have fundamentally shifted. The executive selection criteria that dominated leadership appointments even three years ago have been quietly but definitively rewritten. This analysis explores the emerging trends reshaping executive recruitment and what forward-thinking leaders must to adapt and succeed.

Why traditional leadership models are failing in the post-pandemic economy.

The business space of 2025 bears little resemblance to pre-2020 paradigms. Recent industry analyses show that organisations are systematically redefining leadership requirements in response to three converging forces:

Accelerated digital transformation requiring leaders fluent in both technology implications and human dynamics
Sustainability imperatives that demand authentic integration into core business strategy rather than peripheral ESG initiatives
Workforce expectations that have permanently shifted regarding flexibility, purpose, and organisational culture

These forces have created a leadership selection environment where past performance in stable conditions has become a less reliable predictor of future success.

The rise of the poly-functional executive.

Perhaps the most significant shift in executive recruitment is the declining value of single-domain expertise at executive levels. According to the Harvard Business Review’s 2024 leadership study, 62% of successful C-suite appointments in the past 18 months involved candidates who demonstrated substantive leadership across multiple functional areas rather than deep vertical specialisation.

This represents a marked departure from traditional career paths where executives rose through singular functional hierarchies. Industry observers note that boards increasingly value leaders who have successfully navigated cross-functional challenges and demonstrated the ability to synthesise diverse organisational perspectives.

As reported in a recent Financial Times interview, one FTSE 30 chair stated: “We’re no longer looking for the best finance or operations leader—we need executives who understand how these functions interconnect and can orchestrate them as an integrated system.”

Beyond resilience: Antifragility as the new leadership imperative.

Resilience—the ability to withstand disruption—has been a leadership buzzword for years. However, recent McKinsey research indicates boards are now seeking something more: antifragility, or the capacity to actually strengthen through volatility.

In practical terms, this manifests as executives who:

Treat business model innovation as continuous rather than episodic
Build organisational capabilities that improve rather than degrade under stress
Demonstrate comfort with strategic pivots informed by rapid market feedback

Industry data suggests that executives who can demonstrate specific examples of converting market turbulence into competitive advantage are significantly more likely to secure senior appointments.

The misalignment between executive self-perception and board expectations.

The 2024 Spencer Stuart Board Index reveals a troubling gap: while the majority of executive candidates emphasise their strategic vision and industry expertise, boards increasingly prioritise learning agility and contextual intelligence—the ability to quickly decode the unwritten rules of new environments.

This misalignment explains why technically competent executives often falter in selection processes despite impressive credentials. The executives who successfully navigate modern selection processes demonstrate three distinct qualities:

Intellectual humility that balances confidence with genuine curiosity
Comfort with strategic paradoxes rather than binary thinking
The ability to articulate how their leadership approach evolves in different contexts

How successful candidates are reframing their executive narratives.

The most effective executive candidates have moved beyond traditional achievement-focused narratives. As noted in recent Deloitte research on leadership transitions, successful executives demonstrate what analysts term “reflective leadership”—the ability to extract meaningful insights from their experience and apply them to novel situations.

When board members evaluate executive narratives, they increasingly seek evidence of:

How candidates process complex information rather than just what they know
Their approach to decision-making under conditions of incomplete information
How they build organisational capabilities that outlast their tenure

Recent interviews with selection committee members published in the Director magazine revealed: “We’re less interested in hearing about what candidates accomplished and more interested in understanding how they think about what they accomplished—what they would do differently, what surprised them, and how it shaped their approach.”

The changing relationship between boards and executive talent.

Perhaps most fundamentally, the relationship between boards and executive talent is evolving from transactional to developmental. The 2024 PwC CEO Survey indicates forward-thinking organisations now view executive selection not as episodic recruitment but as continuous cultivation of leadership capacity.

This shift manifests in three significant trends:

Earlier engagement with potential executive talent through structured advisory relationships
More transparent conversations about succession planning with internal and external candidates
Increased board involvement in leadership development rather than delegating it entirely to sitting executives

What this means for your executive journey.

For executives navigating their career progression in this evolving landscape, several implications emerge:

Cultivate substantive experience across multiple functional domains rather than optimising for vertical progression
Develop the ability to articulate your leadership approach as a coherent philosophy rather than a series of accomplishments
Build relationships with boards before formal recruitment processes begin
Invest in understanding the specific strategic tensions facing prospective organisations rather than generic industry knowledge

Industry experts recognise that preparing for senior leadership is no longer about accumulating the right experiences but developing the right sense-making capabilities to navigate unprecedented complexity.

Looking ahead: The continuing evolution of executive selection.

As we look to the future, industry analysts anticipate further evolution in executive selection priorities. Early indicators suggest growing emphasis on:

The ability to navigate geopolitical complexity and shifting regulatory environments
Sophisticated understanding of AI governance and ethical deployment of emerging technologies
Leadership approaches that balance innovation imperatives with wellbeing and sustainability

For both executive candidates and the organisations seeking to secure top talent, success will increasingly depend on understanding these evolving expectations and adapting accordingly.

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Eight workplace trends that will shape the executive landscape in 2025

admin — Tue, 03 Dec 2024 14:04:40 +0000

The world of work is evolving faster than ever. For senior leaders and C-suite executives, keeping pace with these changes is no longer optional—it’s essential. The workplace of 2025 will be shaped by the interplay between technological advancements, shifting employee expectations, and global dynamics. Success in this new era will require more than just adapting to change; it will demand leading it.

Here’s a comprehensive look at the trends that will define the executive landscape in 2025 and what they mean for leadership.

1. Hybrid working evolves into the default

Hybrid working has shifted from being a short-term solution to a long-term expectation. For senior leaders, the challenge in 2025 will be finding the right balance between flexibility and connection. While employees value the freedom to work remotely, organisations must maintain strong team dynamics, a unified culture, and clear accountability.

C-suite leaders will need to craft strategies that foster collaboration and innovation, leveraging tools that make hybrid arrangements seamless and productive. The ability to lead effectively across physical and virtual spaces will be a defining trait of successful executives.

2. Reskilling and upskilling drive organisational success

As AI and automation transform industries, the demand for new skills is rising. Reskilling and upskilling initiatives are no longer just about employee growth—they’re critical to organisational resilience. Leaders must prioritise the development of their teams, ensuring the workforce is equipped to navigate the challenges and opportunities that come with rapid technological advancements.

For executives, this trend also highlights the importance of their own continuous learning. Staying ahead in an evolving landscape requires a mindset that embraces adaptability and a commitment to professional development at every level of the organisation.

3. Empathy becomes the cornerstone of leadership

The role of leaders is undergoing a transformation. As AI takes on administrative and operational tasks, leaders must shift their focus to building relationships, inspiring teams, and fostering resilience. Empathy, emotional intelligence, and adaptability are becoming essential traits for executives navigating complex and uncertain environments.

In 2025, successful leaders will balance a people-first approach with the strategic vision needed to drive results. This shift represents a move away from traditional, task-oriented management to a model where relationships, trust, and engagement are at the heart of leadership.

4. AI enhances decision-making at the executive level

Artificial intelligence is increasingly becoming a critical tool for executives. By handling data-heavy processes, AI enables leaders to focus on high-level strategy and creative problem-solving. From predictive analytics to optimising workflows, AI offers insights and efficiencies that can elevate decision-making.

However, technology alone isn’t enough. The most effective leaders will use AI to complement their skills, blending data-driven insights with the intuition, judgment, and emotional intelligence that define strong leadership. It’s not about replacing human input but amplifying it.

5. The four-day workweek challenges traditional expectations

The four-day workweek is gaining momentum globally, and its potential benefits are hard to ignore: happier, healthier employees and productivity levels that rival traditional schedules. For senior executives, implementing this model requires careful planning to ensure output remains high while allowing teams to enjoy a better work-life balance.

Executives who explore this trend will need to rethink organisational structures, workflows, and KPIs to ensure they align with a condensed schedule. Those who successfully navigate these challenges will position their organisations as forward-thinking, attractive employers.

6. Immersive technologies reshape collaboration and training

Virtual and augmented reality tools are transforming how organisations approach remote work, training, and collaboration. Imagine virtual boardrooms where leaders from around the world can meet as though they’re in the same room or immersive training environments tailored to real-world scenarios.

These technologies allow leaders to overcome the limitations of traditional remote work, fostering deeper engagement and connection. For executives, embracing immersive tools will be key to maintaining a competitive edge in a world where flexibility and digital innovation are paramount.

7. The gig economy matures, attracting senior-level talent

By 2025, the gig economy will no longer be limited to freelancers or entry-level roles. High-level professionals are increasingly choosing project-based work for the autonomy, variety, and challenge it offers. This shift presents both opportunities and challenges for organisations.

Executives will need to adapt by creating roles and opportunities that appeal to this dynamic workforce. Leveraging gig workers for specialised projects or transformative initiatives can bring fresh perspectives and expertise, but it requires a flexible and agile approach to talent management.

8. AI transforms executive recruitment and retention

AI is revolutionising how organisations find, assess, and retain top talent. From predictive hiring models to tools that enhance employee engagement, AI is streamlining processes and providing deeper insights into what drives success.

For senior executives, this means using AI not just for operational efficiency but to make smarter, more strategic decisions about talent. Balancing the precision of AI with the human touch required to attract and retain high-level professionals will be a key leadership challenge in 2025.

Leading into the future

The trends shaping 2025 offer immense opportunities for organisations and their leaders, but they also require careful navigation. Success at the executive level will hinge on the ability to embrace change, leverage technology, and inspire teams through purpose and empathy.

At Chad Harrison International, we specialise in identifying and connecting organisations with the leaders they need to thrive in this dynamic landscape. Whether you’re looking to enhance your leadership team or seeking guidance on navigating these trends, we’re here to help you stay ahead.

The post Eight workplace trends that will shape the executive landscape in 2025 appeared first on Chad Harrison International.

Strategic considerations for the C-suite: navigating a successful 2025

admin — Wed, 13 Nov 2024 11:03:20 +0000

As we approach 2025, C-suite executives and VP-level leaders face an increasingly complex business landscape. From economic volatility and technological advancements to heightened demands for transparency and sustainability, leaders must be both visionary and pragmatic to secure growth and resilience. Here’s a look at some key considerations, potential pitfalls, and essential actions for executive teams in the coming year.

1. Prioritise agility over predictability

In an era of rapid change, agility is no longer optional—it’s imperative. Executives must recognise that traditional long-term planning models are often too rigid for today’s fast-paced environment. Instead, focus on creating an adaptable strategy that allows the organisation to pivot as circumstances evolve. This means fostering a culture of innovation and responsiveness across all levels, from the boardroom to the front line.

Consideration: How flexible are your current business models, and how prepared is your team to respond to unexpected shifts?
Potential pitfall: Over-investing in a single, rigid plan without considering alternative scenarios.
Action: Conduct regular scenario planning sessions and empower your teams to make decisions quickly. Agility should be a core value, not just a buzzword.

2. Leverage data responsibly and effectively

In 2025, data is more powerful than ever, but it comes with responsibility. Executives need to balance data-driven decision-making with data privacy and ethical considerations. While it’s tempting to invest heavily in data analytics, leaders must also ensure that the insights generated align with the organisation’s ethical standards and regulatory requirements.

Consideration: Is your data strategy both robust and ethical?
Potential pitfall: Focusing solely on data quantity rather than quality, and risking breaches of privacy or public trust.
Action: Implement a clear data governance framework that prioritises privacy and compliance while enabling insightful analytics. Invest in secure, scalable data infrastructure and ensure all departments are aligned on data ethics.

3. Cultivate a culture of transparency and trust

Today’s workforce and consumers demand transparency at all levels. In 2025, building trust through open, authentic communication is essential for long-term success. Leaders should ensure that information flows openly, without jeopardising confidentiality, and that employees and stakeholders feel informed and valued.

Consideration: How transparent is your organisation with its employees, clients, and partners?
Potential pitfall: Overlooking the importance of open communication, leading to disengaged employees or wary stakeholders.
Action: Build transparency into every aspect of your leadership style. Hold regular town halls, publish transparent reports on key initiatives, and encourage two-way communication with your team.

4. Balance sustainability with profitability

Sustainability is no longer just a talking point—it’s a core business metric. As environmental, social, and governance (ESG) criteria become increasingly critical to investors, consumers, and regulators, leaders must find ways to align sustainability with profitability. This is a delicate balance, but one that can yield significant long-term returns.

Consideration: How sustainable is your current business model, and are there areas where environmental or social improvements could align with financial goals?
Potential pitfall: Viewing sustainability initiatives as purely philanthropic rather than as strategic investments.
Action: Embed ESG considerations into your corporate strategy and regularly measure the impact of these initiatives. Not only will this future-proof your business, but it will also appeal to a broader set of stakeholders who prioritise sustainable practices.

5. Invest in leadership development and succession planning

For an organisation to remain resilient and adaptable, it must have a robust pipeline of future leaders. C-suite executives should prioritise identifying and nurturing talent within the organisation, preparing the next generation of leaders who can navigate the challenges of a fast-evolving market.

Consideration: Do you have a clear leadership development and succession plan in place?
Potential pitfall: Failing to invest in leadership development, leading to talent shortages or disruptions when key leaders depart.
Action: Develop a structured leadership development programme that identifies high-potential individuals and provides them with growth opportunities. This may include mentorship, cross-functional projects, or tailored executive education.

6. Stay ahead of technological disruption

In 2025, staying technologically competitive means more than just keeping up with industry trends—it’s about actively seeking innovation and being willing to disrupt your own business model. Leaders must have a thorough understanding of emerging technologies, from AI and automation to cybersecurity and blockchain, and consider how these can be leveraged or mitigated to advance the organisation’s objectives.

Consideration: Is your team proactively exploring how new technologies could impact your industry?
Potential pitfall: Falling behind in technological adoption, making it difficult to compete with more digitally savvy organisations.
Action: Establish an innovation committee or task force dedicated to researching and implementing relevant new technologies. Encourage leaders to stay informed and invest in digital literacy across the organisation.

7. Champion diversity, equity, and inclusion (DEI)

Diversity, Equity, and Inclusion are no longer optional—they’re essential to a thriving, innovative organisation. C-suite executives and VPs need to be champions of DEI, embedding these principles in hiring practices, culture-building, and strategic decision-making. Not only does a diverse workforce offer varied perspectives, but it also attracts talent and customers who value inclusivity.

Consideration: Is DEI a core element of your organisational strategy, or is it treated as an afterthought?
Potential pitfall: Paying lip service to DEI initiatives without implementing meaningful change.
Action: Set measurable DEI goals and track progress regularly. Build an inclusive culture that supports all team members and enables diverse voices to contribute to the company’s success.

8. Foster resilience through mental health and well-being initiatives

The health of an organisation’s leadership directly impacts its resilience. Leaders at the top must not only care for their own well-being but also champion mental health initiatives across the organisation. High-performance cultures are supported by balanced, healthy individuals who feel supported, valued, and empowered.

Consideration: What initiatives are in place to support the mental well-being of your team?
Potential pitfall: Ignoring mental health, leading to burnout, high turnover, and decreased productivity.
Action: Build a well-being strategy that supports employees at all levels, provides access to mental health resources, and fosters a culture where seeking help is normalised.

9. Strengthen crisis management and business continuity plans

As we move into 2025, having robust crisis management and business continuity plans is essential. From supply chain disruptions to cyber-attacks, the C-suite must be prepared to address unexpected events that could impact operations.

Consideration: Is your business continuity plan comprehensive and up-to-date?
Potential pitfall: Waiting until a crisis occurs to assess vulnerabilities.
Action: Regularly review and update crisis management protocols. Conduct drills and scenario analyses to ensure all leadership teams are equipped to handle potential disruptions.

10. Anticipate political and economic shifts following the US election

The recent US election and Donald Trump’s return to office bring the potential for significant shifts in policies that could reverberate globally. Executives must be prepared for changes in areas such as trade, regulation, and taxation, which may impact everything from supply chains to international market dynamics. Businesses with US ties or dependencies should stay informed and adaptable as policies evolve, particularly in areas like labour, climate initiatives, and cross-border relations.

Consideration: How might upcoming policy changes in the US influence your organisation’s operations, strategic plans, or market position?
Potential pitfall: Underestimating the impact of political shifts, leading to unpreparedness for regulatory and economic changes.
Action: Monitor US policy developments closely and assess potential impacts on your industry. Build flexibility into your strategy, and engage in scenario planning to stay agile in the face of shifting global dynamics.

Final thoughts...

In conclusion, for C-suite executives and VP-level leaders, 2025 will require a blend of adaptability, ethical responsibility, and forward-thinking strategies. By proactively addressing these challenges and opportunities, leaders can position their organisations for a successful, resilient year ahead. The future belongs to those who are prepared not just to survive but to lead in a world of complexity and constant change.

The post Strategic considerations for the C-suite: navigating a successful 2025 appeared first on Chad Harrison International.

Why sustainable POP displays are reshaping industry economics

admin — Wed, 06 Nov 2024 09:29:40 +0000

The point of purchase (POP) industry stands at a fascinating crossroads. In our daily conversations with industry leaders, we’re witnessing an intriguing transformation: what began as a sustainability mandate has evolved into a powerful catalyst for innovation and profit. The contradiction is striking – while the industry faces mounting pressure for sustainable solutions, it’s discovering that environmental responsibility and commercial success are increasingly intertwined.

Beyond environmental window dressing
The landscape of retail display is shifting beneath our feet. Major retailers aren’t simply paying lip service to sustainability; they’re fundamentally restructuring their supplier relationships around it. Walmart’s Project Gigaton and Tesco’s sustainability agenda represent more than corporate virtue signalling – they’re harbingers of a new business reality that’s rapidly reshaping the industry’s competitive dynamics.

The material revolution
The outdated perception that “eco-friendly” necessarily means compromising on visual impact or durability is being thoroughly debunked. Today’s material innovations are proving that sustainability can actually enhance display performance. New-generation recycled PET is achieving clarity that surpasses virgin materials, while bio-based polymers are demonstrating superior impact resistance. These advances aren’t just environmental wins – they’re transforming the economics of display manufacturing.

The economics of change
The financial implications of this shift are compelling. Forward-thinking manufacturers in our network are reporting transformative results from their sustainability initiatives. Rather than increasing costs, smart material selection is driving significant reductions in shipping and storage expenses. More importantly, these companies are winning premium contracts specifically because of their sustainable innovations.

Navigating real-world implementation
Let’s address the challenge that keeps industry executives awake at night: cost. The initial investment in sustainable solutions has traditionally been a significant barrier. However, innovative companies are rewriting this narrative through sophisticated approaches to cost amortisation. Modular systems that can be repurposed across multiple campaigns are proving particularly effective, while hybrid solutions allow strategic deployment of sustainable elements for maximum impact.

The supply chain imperative
Recent global disruptions have added another dimension to the sustainability equation. Local and sustainable material sourcing isn’t just environmentally sound – it’s becoming a crucial component of supply chain resilience. Industry leaders are forging partnerships with local recycling facilities and investing in in-house recycling capabilities, creating robust, circular supply chains that are less vulnerable to global disruptions.

Technology’s role in sustainable display
The integration of technology into sustainable displays represents perhaps the most exciting frontier in the industry. Smart displays equipped with low-power digital elements are extending product lifecycles while enabling real-time inventory monitoring and dynamic content updates. This convergence of digital and physical display is opening new possibilities for both environmental and commercial performance.

Exemplars in sustainable innovation
The theory behind sustainable POP is being powerfully demonstrated by leading retailers. Lush Cosmetics has pioneered modular bamboo displays that exemplify the circular economy in action. Their rapidly renewable bamboo units can be reconfigured for different product lines, with individual components easily repaired or replaced. When units reach end-of-life, they’re either composted or repurposed, creating a zero-waste display solution.

The Body Shop’s innovative approach to ocean-bound plastic demonstrates how sustainability can enhance brand storytelling. Their distinctive blue-tinted display units, created from recovered coastal plastic, integrate solar-charged digital screens for product information. This marriage of sustainability and technology doesn’t just reduce environmental impact – it creates a compelling narrative that resonates with conscious consumers.

More traditional retailers are also making significant strides. Marks & Spencer’s FSC-certified cardboard displays showcase how clever design can eliminate the need for adhesives while reducing transport volume by 70% through smart flat-pack engineering. Their use of water-based inks and natural dyes, combined with QR codes linking to product sustainability information, creates a seamless blend of environmental responsibility and consumer education.

IKEA’s bio-composite display system represents perhaps the most innovative approach to sustainable materials. By utilising agricultural waste materials, they’ve created displays that are 60% lighter than traditional units while maintaining durability through naturally antimicrobial properties. Their modular design enables seasonal updates without full replacement, while end-of-life units are processed into new display components, creating a genuine circular economy.

Meanwhile, Boots has tackled the challenge through supply chain innovation. Their closed-loop acrylic system, built on partnerships with local recycling facilities, maintains material quality through advanced processing while reducing virgin material use by 85%. This transparent supply chain tracking provides a blueprint for industry-wide transformation.

The new metrics of success
Success in this evolving landscape requires a more sophisticated approach to measurement. Beyond traditional ROI calculations, leading companies are developing comprehensive frameworks that account for total lifecycle costs, carbon footprint, and material recovery rates. This broader perspective is revealing opportunities for value creation that traditional metrics might miss.

Building competitive advantage
The most successful companies in our network aren’t viewing sustainability as a compliance issue – they’re leveraging it as a powerful differentiator. By developing innovative solutions to environmental challenges, they’re building stronger client relationships and creating significant barriers to entry for competitors. The expertise required to deliver truly sustainable solutions is becoming a valuable currency in itself.

The strategic imperative
As executive search specialists deeply embedded in the POP and retail display sector, we’re witnessing sustainability expertise become a critical differentiator in hiring decisions. The companies that are thriving are those that have recognised sustainability not as a burden to be managed, but as a catalyst for innovation and growth.

The transition to sustainable POP doesn’t require a complete operational overhaul, but it does demand strategic vision and committed leadership. The most successful implementations we’ve seen have started with focused initiatives in high-impact areas, supported by smart partnerships with material suppliers and recyclers. These companies are demonstrating that sustainability and profitability aren’t competing goals – they’re increasingly inseparable aspects of business success.

Looking forward
The future of POP displays is being written by companies that understand this fundamental shift in the industry’s dynamics. The question isn’t whether to embrace sustainable solutions – it’s how to do so in a way that strengthens your business today while positioning you for tomorrow’s opportunities. As the industry continues to evolve, those who master this balance will find themselves leaders in an industry transformed.

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How to master the senior-level interview

admin — Mon, 14 Oct 2024 13:45:09 +0000

When interviewing for a senior-level role, thorough preparation is your secret weapon. At Chad Harrison International, we’ve guided countless senior professionals through high-stakes interviews. Today, we’re sharing our top tips to help you shine when vying for those coveted corner office positions.

1.Get to know the company inside and out
Gone are the days when a cursory glance at the company website sufficed. To truly impress at the senior level, you need to become a veritable expert on the organisation.

Dive deep into recent annual reports and investor presentations
Analyse the company’s market position and competitive landscape
Understand the challenges and opportunities facing the industry
Review recent press releases and media coverage
Research key executives and board members

Pro tip: Set up Google Alerts for the company and its top competitors in the weeks leading up to your interview. This ensures you’re up-to-date on any breaking news or developments.

2. Craft your narrative
At senior level, interviewers are looking for more than just a list of achievements. They want to understand your journey, your leadership philosophy, and how you’ve navigated complex business challenges.

Prepare anecdotes that illustrate your problem-solving skills and strategic thinking
Be ready to discuss how you’ve driven change and innovation in previous roles
Practice articulating your leadership style and how it’s evolved over time
Consider how your unique experiences align with the company’s current needs and future goals

Remember, it’s not just about what you’ve done, but how you’ve done it and what you’ve learned along the way.

3. Demonstrate strategic vision
Senior roles require big-picture thinking. Show that you’re not just focused on day-to-day operations, but that you can chart a course for the future.

Come prepared with ideas for the company’s growth and development
Be ready to discuss industry trends and how the company might capitalise on them
Show that you’ve thought about potential challenges and how you’d address them

However, strike a balance – you want to demonstrate vision without appearing presumptuous. Frame your ideas as thoughtful suggestions rather than critiques of current strategy.

4. Master the art of conversation
Executive interviews often feel more like high-level discussions than traditional Q&A sessions. Practice the art of engaging in meaningful dialogue.

Listen actively and ask insightful questions
Be prepared to think on your feet and engage in intellectual discourse
Show curiosity about the company’s challenges and opportunities
Demonstrate emotional intelligence in your interactions

Remember, they’re not just assessing your skills, but also evaluating how well you’d fit into the executive team dynamic.

5. Prepare for curveballs

At the senior level, expect the unexpected. Interviewers may use unconventional techniques to assess your ability to handle pressure and think creatively.

Be ready for case studies or hypothetical scenarios
Practice answering behavioural questions using the STAR method (Situation, Task, Action, Result)
Prepare for questions about failures or setbacks – focus on what you learned and how you grew
Stay calm and collected, even if thrown off balance. Your ability to handle unexpected challenges with grace is itself a valuable leadership trait.

6. Close strong
The end of the interview is your opportunity to leave a lasting impression.

Prepare thoughtful questions that demonstrate your strategic thinking and genuine interest
Reiterate your enthusiasm for the role and the company
Clearly articulate why you’re the ideal candidate and what unique value you bring

Examples of impactful end-of-interview questions for senior roles

As a senior candidate, your questions should reflect your strategic mindset and leadership potential. Here are some examples:

“What do you envision as the most significant challenge facing this department/company in the next 3-5 years, and how do you see this role contributing to addressing that challenge?”
“Can you elaborate on how the company’s current strategic initiatives align with its long-term vision? I’m particularly interested in understanding how this role would influence that alignment.”
“In your view, what defines exceptional leadership within this organisation? How does the executive team foster and develop these leadership qualities?”
“I’ve noticed [specific industry trend or recent company announcement]. How is the company positioning itself to capitalise on this, and what role would this position play in that strategy?”
“What are the board’s top priorities for this role in the first year? How will success be measured?”
“Can you share an example of how the company has successfully navigated a recent major change or transformation? I’m keen to understand the change management approach at the executive level.”
“How would you describe the dynamics of the executive team? I’m interested in understanding how diverse perspectives are leveraged in decision-making processes.”
“What do you see as the biggest opportunity for innovation within the company, and how open is the organisation to disruptive ideas from new leadership?”
“In your opinion, what has been the most impactful decision made by someone in this role in recent years? What made it so significant?”
“How does the company approach talent development and succession planning at the senior level? I’m particularly interested in how you nurture and retain top executive talent.”

Don’t be afraid to ask about the next steps in the process – it shows you’re proactive and serious about the opportunity.

Final thoughts…
Interviewing for senior-level positions is as much an art as it is a science. By thoroughly researching the company, crafting a compelling narrative, demonstrating strategic vision, and mastering the art of executive conversation, you’ll set yourself apart from the competition.

Remember, at this level, they’re not just hiring for skills and experience – they’re investing in a leader who can drive the organisation forward. Show them that leader is you.

Best of luck in your interviews. With the right preparation, you’ll be well-equipped to impress and land that dream role.

The post How to master the senior-level interview appeared first on Chad Harrison International.

Redefining competitive advantage through regenerative business model

admin — Tue, 17 Sep 2024 14:41:45 +0000

In the evolving landscape of corporate sustainability, mere compliance or incremental improvements are no longer sufficient. As C-suite leaders, you’re now challenged to push beyond the boundaries of traditional sustainability practices and embrace regenerative business models. This paradigm shift represents not just a moral imperative, but a significant source of competitive advantage in a world grappling with resource scarcity and climate volatility.

The limits of sustainability-as-usual

While the past decade has seen sustainability become a boardroom priority, many organisations find themselves trapped in a cycle of diminishing returns. The low-hanging fruit of efficiency gains and waste reduction have largely been harvested. Now, forward-thinking executives are asking: How can we move from doing less harm to actively restoring and regenerating the systems upon which our businesses depend?

Regenerative business: the next frontier
Regenerative business models go beyond sustainability by creating net-positive impacts on ecosystems, communities, and economies. This approach requires a fundamental rethinking of value creation, moving from linear “take-make-waste” models to circular systems that mimic natural cycles of renewal and regeneration.

Key principles of regenerative business

Systems thinking: Recognising the interconnectedness of economic, social, and ecological systems
Biomimicry: Emulating nature’s time-tested patterns and strategies
Circular value creation: Designing out waste and pollution, keeping products and materials in use, and regenerating natural systems
Stakeholder capitalism: Prioritising value creation for all stakeholders, including the environment

Case studies in regenerative innovation

Interface: The carpet manufacturer’s “Factory as a Forest” initiative aims to create manufacturing facilities that provide the same ecosystem services as high-performing forests.
Natura &Co: The Brazilian cosmetics giant has committed to regenerating 3 million hectares of Amazon rainforest by 2030, integrating local communities into their value chain.
Danone: Through its regenerative agriculture programme, Danone is working with farmers to implement practices that enhance soil health, increase biodiversity, and improve water cycles.

Implementing a regenerative strategy: A roadmap for C-suite leaders

Redefine value creation:
- Conduct a comprehensive assessment of your company’s impacts and dependencies on natural and social capital
- Develop metrics that capture regenerative outcomes, not just reductions in negative impacts
Innovate business models:
- Explore product-as-a-service models that incentivise longevity and circularity
- Investigate symbiotic relationships with other industries where waste streams become valuable inputs.
Cultivate ecosystem partnerships:
- Engage in landscape and watershed-level collaborations that transcend traditional industry boundaries
- Partner with indigenous communities and local stakeholders to tap into generational knowledge of ecosystem management
Invest in regenerative technologies:
- Explore applications of synthetic biology for carbon-negative materials production
- Leverage blockchain and IoT for full-cycle product traceability and circular economy enablement
Nurture regenerative leadership:
- Develop leadership competencies in systems thinking and biomimicry
- Create governance structures that represent the interests of future generations and non-human stakeholders
Advocate for policy innovation:
- Engage with policymakers to create regulatory frameworks that incentivise regenerative practices
- Support the development of standardised accounting methods for natural and social capital

The competitive advantage of regeneration
Early adopters of regenerative business models are already reaping significant benefits:

Enhanced resilience: By strengthening the health of the ecosystems they depend on, companies reduce their vulnerability to climate-related disruptions and resource scarcity
Innovation leadership: The constraints imposed by regenerative thinking are driving breakthrough innovations in materials science, biotechnology, and circular systems design
Brand differentiation: In a market saturated with sustainability claims, truly regenerative practices offer a powerful differentiator that resonates with consumers and B2B customers alike
Talent attraction: Purpose-driven organisations that demonstrate a commitment to regeneration are winning the war for top talent, particularly among younger generations
First-mover advantage: Companies that master regenerative practices now will be well-positioned to thrive in a future where such approaches become the norm

The path forward
The transition to regenerative business models represents both a profound challenge and an unprecedented opportunity for C-suite leaders. It requires us to fundamentally rethink our relationship with the natural world and our role in the broader ecosystem of stakeholders.

As we navigate this transition, we must be prepared to challenge deeply ingrained assumptions about growth, value creation, and the purpose of business itself. The organisations that will thrive in the coming decades will be those that can successfully integrate regenerative principles into every aspect of their operations, creating value not just for shareholders, but for the entire web of life upon which our economies ultimately depend.

The question before us is no longer whether we can afford to embrace regenerative practices, but whether we can afford not to. The future of business—and indeed, of our planet—depends on our answer.

The post Redefining competitive advantage through regenerative business model appeared first on Chad Harrison International.

Redefining business leadership: the avant-garde of corporate sustainability

admin — Mon, 05 Aug 2024 10:33:40 +0000

In an era where the term “sustainability” has become ubiquitous, truly visionary business leaders are pushing beyond conventional wisdom to redefine what it means to be a sustainable enterprise. The sustainability landscape of 2024 demands a radical rethinking of business models, a deep integration of advanced technologies, and a proactive approach to shaping regulatory frameworks. For C-suite executives and board members, the challenge is no longer about implementing sustainability initiatives, but about fundamentally reimagining the role of business in society and the global ecosystem.

The paradigm shift: from sustainability to regeneration
Forward-thinking executives are now embracing the concept of regenerative business models. This approach moves beyond the goal of merely sustaining current conditions to actively restoring and enhancing the social and environmental systems in which a business operates. Companies like Patagonia and Interface have long been at the forefront of this movement, but we’re now seeing this philosophy permeate industries from finance to heavy manufacturing.

Consider the case of Ørsted, the Danish energy company that transformed from one of Europe’s most fossil fuel-intensive utilities to a global leader in offshore wind power. Their journey didn’t stop at carbon neutrality; they’re now focusing on net-positive biodiversity impact, aiming to create more viable habitats through their offshore wind farms than existed before their intervention.

The implications for business leaders are profound. It’s no longer sufficient to mitigate negative impacts; the new benchmark is creating positive externalities as a core business function. This requires a fundamental re-evaluation of value creation, moving from a extractive to a generative model of capitalism.

Quantum sustainability: leveraging cutting-edge tech
The intersection of sustainability and emerging technologies is creating unprecedented opportunities for innovation and impact. Quantum computing, for instance, is poised to revolutionise areas like materials science, enabling the development of more efficient solar cells, better energy storage solutions, and novel carbon capture technologies.

Artificial Intelligence and machine learning are already being employed to optimise energy grids, predict climate-related risks, and design circular supply chains. But the truly transformative potential lies in combining these technologies. Imagine AI-powered quantum simulations that can model complex ecosystems and predict the cascading effects of business decisions on global systems.

For C-suite executives, this means not only investing in these technologies but also fostering cross-disciplinary collaboration between sustainability experts, data scientists, and quantum physicists. The companies that can effectively harness these synergies will be best positioned to solve complex sustainability challenges and create new markets in the process.

The new metrics: quantifying the previously unquantifiable
As our understanding of sustainability evolves, so too must our methods of measurement. Traditional ESG metrics, while valuable, are increasingly seen as insufficient to capture the full spectrum of a company’s impact. Innovative firms are now developing more sophisticated ways to quantify previously intangible factors.

For instance, the emerging field of social return on investment (SROI) aims to place a monetary value on social and environmental outcomes. Similarly, the concept of “integrated profit and loss” statements seeks to provide a more holistic view of a company’s true value creation or destruction.

Moreover, advancements in satellite imagery, IoT sensors, and blockchain technology are enabling real-time tracking of environmental impacts across global supply chains. This level of transparency and accountability was unthinkable just a few years ago.

For executives, this means rethinking how success is measured and reported. It requires developing new key performance indicators that align with regenerative principles and investing in the technological infrastructure to gather and analyse this complex data.

Proactive policy engagement: shaping the rules of the game

In an increasingly complex regulatory environment, leading companies are moving beyond mere compliance to actively shaping policy frameworks. This proactive approach recognises that well-designed regulations can drive innovation and create competitive advantages for first movers.

Take the example of the auto industry’s engagement with electric vehicle policies. Companies like Tesla and BYD haven’t just adapted to changing regulations; they’ve actively lobbied for more stringent emissions standards and incentives for EV adoption, effectively reshaping the competitive landscape in their favour.

For C-suite leaders, this means developing sophisticated government relations strategies that align with sustainability goals. It involves collaborating with policymakers, NGOs, and even competitors to create industry-wide standards and push for progressive legislation.

The cognitive revolution: sustainability as a complex systems challenge
Perhaps the most critical shift for business leaders is recognising sustainability not as a set of discrete issues to be addressed, but as a complex systems challenge that requires a new way of thinking. This cognitive revolution draws on fields like systems dynamics, complexity theory, and even evolutionary biology to develop more holistic approaches to sustainability.

Companies at the forefront of this movement are employing tools like causal loop diagrams and agent-based modelling to map the intricate relationships between business decisions, social outcomes, and environmental impacts. They’re fostering organisational cultures that prize cognitive diversity, bringing together experts from disparate fields to tackle sustainability challenges.

For executives, this means cultivating a systems-thinking mindset throughout the organisation. It involves creating decision-making frameworks that can handle ambiguity and non-linear relationships and developing the capacity for long-term, multi-stakeholder strategising.

Final thoughts: The imperative for radical innovation
As we navigate the complexities of the Anthropocene, the role of business in shaping our collective future has never been more critical. For C-suite executives and board members, the imperative is clear: radical innovation in how we conceive of, implement, and measure sustainability.

This isn’t about incremental improvements or following best practices. It’s about reimagining the very foundations of business and its relationship to society and the planet. It requires a level of creativity, courage, and foresight that goes beyond traditional notions of corporate leadership.

The executives who can rise to this challenge—who can effectively integrate regenerative principles, harness cutting-edge technologies, reshape metrics and policies, and foster new ways of thinking—will be the ones who define the next era of business. They will create organisations that don’t just weather the storms of global change, but actively contribute to a more resilient, equitable, and flourishing world.

The question for today’s business leaders is not whether they can afford to embrace this level of transformation, but whether they can afford not to. The future of business—and indeed, of our planet—depends on their answer.

The post Redefining business leadership: the avant-garde of corporate sustainability appeared first on Chad Harrison International.

Navigating a complex hiring challenge – packaging industry – US

admin — Mon, 29 Jul 2024 12:45:14 +0000

The challenge.

A client approached us with a unique and complex challenge. They needed to hire a sales professional in a specific location within the US. However, they were unsure if such talent existed in that area. This lack of information extended to several critical factors:

Market knowledge: The client had little to no knowledge about the local market, including the calibre of available candidates and their salary expectations.
Feasibility: They needed to determine whether recruiting from this area was feasible and cost-effective, as they had no prior data to guide their decision.
Cost concerns: The client was hesitant about engaging an agency on an exclusive basis due to the potential financial risk if they decided against hiring from that area. They were worried about the costs associated with a failed search and needed assurance that their investment would be protected.

The solution.

To address these challenges and mitigate the client’s concerns, we developed a customised approach that combined flexibility, thorough market analysis, and risk-sharing:

Retained basis agreement: We proposed working on a retained basis, which involved taking only a small portion of the fee upfront. The remainder of the fee would be invoiced only upon the successful placement of a candidate. This approach minimised the client’s financial risk and provided them with assurance that they would not incur significant costs without results.
Flexible fee transfer: Understanding the client’s hesitance, we offered to transfer the upfront fee to another role if they decided against hiring from the initial area. This ensured that there was no financial loss, regardless of the outcome.
Comprehensive market analysis: We conducted an extensive analysis of the local market to provide the client with a detailed breakdown of the following:
- Candidate pool: We identified the availability and calibre of potential candidates in the specified location.
- Salary expectations: We provided insights into the salary ranges and expectations of candidates in that area.
- Candidate motivations: We explored the reasons why candidates might be interested or disinterested in the role, helping the client understand the dynamics of the local talent pool.

The result.

The tailored and strategic approach yielded significant benefits for the client:

Informed decision-making: Armed with comprehensive market insights, the client was able to make an informed decision. They concluded that hiring from the specific location was not the best option and decided to recruit from another region in the US.
Seamless fee transfer: As per our agreement, the upfront fee was seamlessly transferred to another role within the company. This flexibility reassured the client and solidified their trust in our services.
Successful placement: We successfully placed a candidate in the newly identified region, demonstrating our ability to adapt and deliver results despite initial challenges.
Strengthened partnership: The successful placement and our risk-mitigated strategy enhanced our relationship with the client, leading to additional roles and successful placements.

This case study showcases our ability to navigate complex and unfamiliar markets while providing value-driven solutions that align with our clients’ needs. By leveraging a strategic, flexible approach, we ensured client satisfaction and established a long-term partnership based on trust and successful outcomes.

The post Navigating a complex hiring challenge – packaging industry – US appeared first on Chad Harrison International.

Breaking barriers: Female leaders transforming the food and beverage industry

admin — Tue, 25 Jun 2024 11:16:40 +0000

The business landscape is constantly evolving and we’re seeing a significant shift is taking place in the food and beverage manufacturing industry – the rise of female leadership. From London to Tokyo, women are driving change and achieving remarkable success in this traditionally male-dominated sector.

Let’s start with some context. Despite making up nearly half of the workforce in many countries, women remain underrepresented in leadership roles. The food and beverage sector reflects this trend, but positive change is underway. According to a 2023 report by Food Industry Executive, women now hold approximately 28% of senior management positions in the global food and beverage industry. While this represents progress, there’s still considerable room for growth.

In the UK and Europe, women are making their mark at the highest levels of the industry. Dame Fiona Kendrick, former Chairman and CEO of Nestlé UK and Ireland, stands out as a prime example. Under her leadership, Nestlé UK & Ireland sharpened its focus on nutrition, health, and wellness, demonstrating how diverse leadership can drive positive change in corporate priorities and strategies.

Turning our attention to the Asia-Pacific region, we find Makiko Ono, President and CEO of Suntory Holdings Limited in Japan. In a country where only 8% of managerial positions are held by women, Ono’s achievement is particularly noteworthy. Her commitment to sustainability and innovation is setting new standards in the beverage industry, illustrating how female leaders can pioneer progressive business practices.

In America, Michele Buck, the Chairman, President, and CEO of The Hershey Company, offers another inspiring example. Since taking the helm in 2017, Buck has expanded Hershey’s portfolio and strengthened the company’s commitment to sustainable cocoa farming practices. Her leadership demonstrates how women at the top can drive both business growth and corporate responsibility.

However, it’s important to acknowledge that the path to leadership for women in this industry is often challenging. Many face obstacles such as unconscious bias, lack of mentorship, and the complex balance of work and family life. Encouragingly, many companies are now recognising the value of diversity and actively working to create more inclusive environments.

The impact of female leadership extends far beyond individual companies. Women in top positions often bring fresh perspectives, driving innovation in product development and sustainability practices. They’re also more likely to mentor other women, creating a positive ripple effect throughout the industry.

As we reflect on these examples of female leadership, it’s clear that women are not just joining the ranks of top executives – they’re reshaping the industry itself. From the UK to Japan, from confectionery to beverages, women are demonstrating that diverse leadership is a key ingredient for business success.

The next time you encounter a product from a major food or beverage manufacturer, consider the possibility that a woman might be leading the company behind it. These leaders are not just running successful businesses; they’re nurturing the future of the industry.

Now, it’s our turn to contribute to this positive change. We can support and promote women in leadership roles through mentoring young professionals, advocating for inclusive policies in our workplaces, or simply recognising and celebrating the achievements of women in the industry. Progress in gender equality is a collective effort, and we all have a role to play.

Here’s to a future where leadership knows no gender barriers!

The post Breaking barriers: Female leaders transforming the food and beverage industry appeared first on Chad Harrison International.