Mark Essex is the course director for KPMG’s Family Business Leadership Academy. This flagship programme helps the next generation to hone the skills to lead in a macro-economic environment very different from the one the previous generation faced.
Mark has a background in business modelling, strategy and public policy across sectors. Since 2016, he’s been helping clients with problems without a playbook - think Brexit, Covid and hybrid working. Now he helps clients attract and retain the best people in a seller’s market for talent.
For these challenges, there is limited data. Mark helps leaders to use other tools such as first principles analysis, systems thinking and looking to other times, sectors and markets for answers. And to use these plus imagination and courage to take decisions when the world is uncertain and ambiguous.
Mark is an experienced writer, thinker, keynote speaker and live broadcast panellist and presenter.
A peer group of fellow next-gen leaders has always been valuable, says KPMG’s Mark Essex.
Mark Essex, course director of KPMG in the UK’s Family Business Leadership Academy, talks about his key learnings from the past 12 months.
Employers can’t survive by constantly trying to push square peg employees into round hole positions. Instead, they need to look at what’s available to them in the talent market and conjure up a solution that meets their needs… Make your holes squarer, says Mark Essex, course director of the Family Business Leadership Academy, KPMG in the UK.
Succession in family firms has never been such a hot topic. Change is underway at the top of family businesses, triggered largely by the pandemic, says KPMG’s Mark Essex.
Take a look at one of your most important asset classes, your talent, and start to think about how you can improve the investment, says Mark Essex.
Helping the next generation learn leadership skills is possible in a virtual world. But it’s harder and we need to work harder at it, says Mark Essex.
In a tight labour market where talent is scarce, family business should make a virtue of their optionality and flexibility on this issue to attract talent, says Mark Essex.
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