Keller Executive Search

DORA became applicable on 17 January 2025, establishing a harmonized set of regulations in the EU on managing tech and cyber risk in finance. It covers 20 types of financial entities and their ICT third-party providers, with obligations spanning risk management, third-party oversight, resilience testing and incident reporting to competent authorities. Most financial services leaders know DORA (The Digital Operational Resilience Act ) is here. But for those in the know, how many have answered the question of accountability? Who is actually in charge of turning new  regulatory requirements into structured operational procedures that integrate  seamlessly into the various technology, risk, compliance, and executive environments that your company functions through? This is where leadership capability and organisational design become inseparable from compliance. The right structure, and the right leaders within it, shape how effectively a firm can operationalise DORA rather than just document it. If you are ready to find out how to build a leadership team that can adapt to an ever shifting compliance environment, visit us at : https://lnkd.in/dTQ2KNK7 #ExecutiveLeadership #DORA #OperationalResilience #RiskManagement #DigitalOperationalResilience #FinancialServicesLeadership

 The most valuable executive skill isn't knowing every answer, it's about having the judgement to make the right call whenever the question changes. When employers were asked which skills matter most heading into 2030 the top answer wasn't a technical one: it was analytical thinking. The ability to reason through a hard problem was named as the most essential capability by 7 out 10 companies asked. Right behind it: adaptability and leadership. There's a reason these types of skills rank so highly. Nearly 40% of the skills we rely on today are expected to be outdated by 2030. When the ground keeps shifting, what a leader already knows matters less than how they think when the situation is unfamiliar. That should change how we assess leaders. If you want leaders who hold up when things get complex, assessment has to test this right from the start. See how we assess executive talent for judgment, not just experience → https://lnkd.in/dTQ2KNK7 #ExecutiveAssessment #LeadershipJudgment #CSuiteHiring #TalentStrategy #LeadershipDevelopment

Only about 8% of companies can show real ROI on AI usage, despite nearly everyone investing in it. The gap isn't the technology; almost every organization now has access to the same tools. What separates the 8% is people: leaders who can redesign and optimize task pipelines, set directions for human teams using AI tools, and turn raw capability into measurable results. AI is abundant, but experienced judgment to deploy it in the correct way is still scarce, and that's exactly where the advantage lies. So which side of that gap is your organization on? Drop your take in the comments. If you're rebuilding your team around human teams who can use AI effectively, start with the leaders who can incorporate these automation tools smartly → https://lnkd.in/dTQ2KNK7 #AIAtWork #WorkforceStrategy #ExecutiveSearch #DigitalTransformation #LeadershipInnovation

Only 12% of organizations plan their workforce more than three years out. The rest treat every resignation, every retirement, every sudden growth target as an emergency. Workforce planning deserves the same discipline as capital allocation. And it doesn't require an enterprise-wide rollout, focusing on one critical function is enough to start the ball rolling. So: which roles, if vacated tomorrow, would stall your strategy? If the answer isn't immediate, the plan doesn't exist yet. https://lnkd.in/gk-5ZyQ4 #WorkforcePlanning #TalentStrategy #Leadership

About 4 out of 10 leaders struggling with intense stress have considered walking away from leadership altogether. The role has changed faster than the support around it. Leaders are absorbing constant restructuring, AI uncertainty, and eroding trust from their teams, often with less authority and less recovery time than the job demands. That pressure doesn't stay contained at the top. When senior leaders start eyeing the exit and the people behind them watch the toll up close, the next generation quietly decides the promotion isn't worth it, and the pipeline thins from both ends before anyone notices a vacancy. So we want to hear it from you: is your organisation actually building leaders, or just quietly burning through them? Drop your take in the comments. If your succession plan assumes your best people still want the corner office, it may be time to pressure-test that assumption → https://lnkd.in/dTQ2KNK7 #LeadershipBurnout #SuccessionPlanning #ExecutiveSearch #LeadershipPipeline #HRStrategy

What a candidate can do is starting to outweigh where they studied. Employers are quietly rewriting the hiring playbook around capability. For leadership teams, this shift changes the economics of talent acquisition. It widens the applicant pool and reduces the risk of overlooking high performers. It also ties hiring criteria more closely to on-the-job results. See how a capability-first approach reshapes executive search: https://lnkd.in/dTQ2KNK7 #SkillsBasedHiring #TalentStrategy #ExecutiveLeadership #HR #WorkforcePlanning

Trust is one of the biggest opportunities in leadership today. The Edelman Trust Barometer found that 6 in 10 people worldwide want institutions to act more visibly in their interest, a clear signal for leaders ready to close that gap. The organizations pulling ahead aren't the loudest. They're the most consistent, those that have a corporate hierarchy whose actions match their promises, day after day. Trust isn't a soft skill. It's a core executive competency, and it starts with who sits at the top. Discover how we find strong leadership who can help build trust that lasts: https://lnkd.in/dTQ2KNK7 #ExecutiveLeadership #StakeholderTrust #TalentStrategy

Disengaged employees rarely have a motivation problem. They have a job-design problem. It's easy to read low engagement as a people issue: the wrong hires, the wrong attitude, a generation that "doesn't want to work." But in some situations, disengagement isn't always about the person. It could also be about the “shape” of the role they've been handed. People lean in when they can see the whole of what they're building, when they have real room to make decisions, and when they can tell their work actually matters to someone. They check out when a role is narrow, when ownership is unclear, and when feedback disappears. This isn't a new idea. The Job Characteristics Model laid it out decades ago: skill variety, task identity, task significance, autonomy, and feedback, the building blocks that turn a set of tasks into a job an employee can be proud about. The question for leaders isn't "how do we get people more engaged? It should be: "have we actually designed roles worth engaging with?" We revisited the model and what it means for leading modern, distributed teams here 👇 🔗 https://lnkd.in/eXup8-G7 #Leadership #TalentStrategy #EmployeeEngagement #FutureOfWork #ExecutiveSearch

In just two years, the average FTSE 100 COO has lost more than a third of their time in the role, down to only 2.7 years. What was once a role about keeping operations steady has become one about leading change everywhere at once, from AI to supply chains to geopolitical pressure. With 88% of new COOs facing all of that for the first time, few stay long. Is the modern COO role simply being asked to do too much, too fast? Share your perspective in the comments. The operational leaders who can thrive under this pressure are rare, and finding them is exactly what we do. See how we help companies secure the right ones: https://lnkd.in/gCSjUZRr #COO #OperationalLeadership #CSuiteStrategy #ExecutiveTalent #BusinessTransformation

Some of the best executives for a role are unreachable before a search even starts. Not because they would say no, but because a search firm is contractually barred from calling them. This is the effect of off-limits agreements. To protect existing clients, search firms agree not to approach their leaders for a set period. Every company under that protection is a slice of the talent market removed from consideration. The broader and longer the policy, the smaller the field becomes for the next critical search. The strongest policies protect client relationships without quietly narrowing access to talent #ExecutiveSearch #TalentStrategy #LeadershipHiring #HRLeadership #CandidateAccess