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Energy CEOs take on the challenge of shifting to a low-carbon economy

CEOs are writing a new chapter in organizational resilience — one that focuses on agility and targets growth. Risk comes from all angles — climate change, disruptive technology and territorialism. While CEOs are very confident about their own businesses’ prospects, confidence in the global economy is falling. And, with business model lifecycles shortening, the ability to be agile and actively self-disrupt will be critical.

To build the resilience needed to capitalize on disruption, CEOs must put their organizations under pressure to change and adapt continually. They are looking to create and sustain a culture of innovation, drive agility by rethinking the operating model, and assess whether their current leadership team has the mindset and capabilities to deliver their priorities.

To master resilience, CEOs are driving an organization-wide digital reinvention. They are building cyber resilience so that concerns over security threats do not derail digital innovation. They are masterminding a fundamental reboot of skills and technology, accelerating the adoption of advanced technologies and undertaking wholesale upskilling of their people.

The contribution that CEOs are expected to make to the growth and development of their companies is changing. Leaders need to be agile — adjusting their actions to respond quickly to changing customer needs, shifting technology innovations and the pace of change. They also need to keep themselves open to new ideas, so that they can challenge entrenched management and organizational thinking.