increasing Findings In the Australian context, the collaboration (75%) and reinforcing and are commonly ‘investment’ ‘strategic’ corporate culture (57%). used by senior executives in connection with building executive and organisational Objectives: To respond effectively capability. However the hard evidence to these key influences, executive that the sentiments implicit in the use of development programs and these terms is actually being reflected in activities are being designed to practice has to date been limited. For the accelerate the first time respondents to this survey have development of potential’ ‘high provided the strongest possible indication managers (82.6%), improve the with reference to the broadest range of capability of individual leaders (74%) – issues and factors defining executive and increase bench strength3(65%). development Hot topics: The hot topics in executive policy and practice that rhetoric and – development managing human – reality may be converging. performance (83%), building If there is one theme defining and leadership capability (78%), leading / linking the study’s major findings it is managing change (70%) and strategy that large Australian firms are execution (70%) reflect a balance – increasingly focused on making their between addressing the practical executive development challenges’ of modern ‘people investments strategic. This is consistent organisational life and making with the longer term global trend, identified investments in professional by EDA in its 2004 study, a development payoff through delivery “toward more strategic use of executive of improved development”2. business performance. ‘bottom-line’ Learning methods: Action learning The major findings by report section are as follows: (74%) learning through working in – on current business problems or The Future of Executive opportunities and externally sourced Development in Australia – executive coaching support (74%) Influences: The overwhelming majority emerge as the most popular learning of respondents identified changing methods. This is consistent with the business strategies (87.5%) as the need for learning and development major influence on their organisations’ delivery mechanisms to evolve in executive development efforts. This response perceived to the more, complex, dynamic and need for greater strategic agility was unpredictable internal and external balanced by the importance of organisational environments confronting
Findings In the Australian context, the ‘investment’ and ‘strategic’ are commonly used by senior executives in connection with building executive and organisational capability. However the hard evidence that the sentiments implicit in the use of these terms is actually being reflected in practice has to date been limited. For the first time respondents to this survey have provided the strongest possible indication – with reference to the broadest range of issues and factors defining executive development policy and practice – that rhetoric and reality may be converging. If there is one theme defining and linking the study’s major findings it is that large Australian firms are increasingly focused on making their executive development investments strategic. This is consistent with the longer term global trend, identified by EDA in its 2004 study, “toward a more strategic use of executive development”2. The major findings by report section are as follows: The Future of Executive Development in Australia Influences: The overwhelming majority of respondents identified changing business strategies (87.5%) as the major influence on their organisations’ executive development efforts. This perceived need for greater strategic agility was balanced by the importance of increasing collaboration (75%) and reinforcing corporate culture (57%). Objectives: To respond effectively to these key influences, executive development programs and activities are being designed to accelerate the development of ‘high potential’ managers (82.6%), improve the capability of individual leaders (74%) and increase bench strength3(65%). Hot topics: The hot topics in executive development – managing human performance (83%), building leadership capability (78%), leading / managing change (70%) and strategy execution (70%) – reflect a balance between addressing the practical ‘people challenges’ of modern organisational life and making investments in professional development payoff through delivery of improved ‘bottom-line’ business performance. Learning methods: Action learning (74%) – learning through working in on current business problems or opportunities – and externally sourced executive coaching support (74%) emerge as the most popular learning methods. This is consistent with the need for learning and development delivery mechanisms to evolve in response to the more, complex, dynamic and unpredictable internal and external organisational environments confronting
AusExecTrendsReport_2007_Final.docx