Korn Ferry Civil Aviation Practice ACI NA 2017 Ft. Worth, TX September 17, 2017
Attracting, retaining and engaging key digital talent presents challenges for many organizations Many organizations struggle with attracting this group on an employer branding basis and then see retention rates below 20%. When new digital challenges emerge, market supply and demand gaps result in professionals with the associated skill commanding often prohibitive premium for 18-24 months. Digital talent is often clustered in high-cost, competitive geographies. Attracting and retaining diverse digital talent adds another layer of complexity and difficulty for organizations. Emerging jobs are difficult to externally benchmark and internally value as they are evolving The same job (e.g., programmer) may require different skillsets (e.g., Java vs COBOL) with different market values. Company-wide incentive plans may not appropriately recognize and incent project-oriented digital staff. Creating an environment and culture where digital talent will flourish is a challenge. 2017 Korn Ferry. All rights reserved 2
CIO/CTO Trends and Dynamics MAXIMIZE BUSINESS IMPACT. CULTIVATE AN AGILE AND ENGAGED WORKFORCE. MITIGATE RISK. Current State CIOs and CTOs are working hard to address critical business priorities; balance of required strategic and operational efforts is essential to promote enterprise impact. Future Needs CIOs and CTOs are pivoting to a more progressive posture with greater emphasis on software development and potential revenue generation (B2B or B2C) requirements. Addressing the Gaps Based on scope and scale of critical function environments, support from BOD, CEO and others is critical to move with speed, investment and accuracy. Agile & DevOps Cyber Security & Risk Digital Transformation CIO/CTO Customer Data & Analytics Product Development Cloud/Infra Optimization 2017 Korn Ferry. All rights reserved 3
We ve studied the five characteristics that create sustained success for Chief Information Officers Discipline and Focus Can we make decisions and take action quickly? Openness & Transparency How easily is information transmitted through the organization? Empowerment & Alignment Do our people share a purpose and feel able to act on it? Agility How rapidly can we change course if needed? Connectivity How good are our links to the outside world and to each other? Source: Korn Ferry research 2017 Korn Ferry. All rights reserved 4
Diversity Our Performance vs. Fortune 500 Industry Snapshot: 2016 26% of CIOs across the Fortune 500 are diverse 17% of the Fortune 500 are female 44% of our placements are diverse 50% 45% 40% Diversity Placements 35% 30% 25% 20% 15% 10% KF CIO/CTO Diversity Placements (last 3 yrs) Diverse CIOs/CTOs in Fortune 500 5% 0% Technology Financial Consumer Industrial Healthcare Market Segment 2017 Korn Ferry. All rights reserved 5
CIO/CTO Board Presence The fastest growing addition to the boardroom is the CIO/CTO 78% increase in just two years at Fortune 100 companies Leadership & Character Work in the boardroom demands a particular set of values and cultural alignment. As the pace of change accelerates and unique business challenges arise, boardrooms around the world are welcoming the CIO/CTO for their functional expertise and perspective. 50% 40% 30% 20% 10% 0% Board Presence Healthcare Industrial Consumer Financial Technology https://hbr.org/2017/03/why-cios-make-great-board-directors 2017 Korn Ferry. All rights reserved 6
Zack Deming CIVIL AVIATION PRACTICE (CAP) Senior Client Partner 1201 W Peachtree Street NW Suite 2500 Atlanta, GA 30309 Tel: 404-222-4067 Mob: 770-841-5655 zack.deming@kornferry.com Zack Deming is a Senior Client Partner in Korn Ferry s Atlanta office, where he is a member of the, Logistics, Distribution and Transportation Services Sector within the Global Industrial Market and serves as co-head of the firm s P3 Public Private Partnership sector. Additionally, he serves as leader for the North American Airports & Aviation Sector. Within the Civil Aviation Practice, Mr. Deming focuses his time helping Airports, Aviation Infrastructure, Airlines & Operators, and Aviation Services companies with their overall talent strategy. Additionally, he has authored several thought leadership pieces including, most recently, Talent to Make Airports Soar. In the Firm s P3 practice, Mr. Deming and his colleagues have identified the Six Unique Human Capital Requirements of a P3 and has co-authored articles on the topic. He has built specialized human capital services to address these requirements. Mr. Deming brings considerable search experience to Korn Ferry, having recently served at another leading global executive search firm in the Global Logistics and Transportation sector. Additionally, Mr. Deming specializes in the local Atlanta market with clientele spanning across commercial & consumer banking, private equity, healthcare, and government relations. Previously, he worked in private wealth management with Morgan Keegan providing investment solutions for high net worth individuals and families, foundations, and corporations. Earlier, Mr. Deming worked on Capitol Hill in Washington, D.C. Mr. Deming received a master s degree in business administration from the Goizueta Business School at Emory University. He also earned a bachelor of business administration degree from the University of Georgia, where he also serves as a board member on the Terry College of Business Alumni Board. In addition, he serves on the Advisory Boards for Lanetix and Grab Mobile App. 2017 Korn Ferry. All rights reserved 7