IIC Partners
Sectoral Insights &
Global Perspectives
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 | Focusing Your Executive Search
So, you need a new CFO. Does your job profile provide a real focus on priorities for the position? Or does it simply fall back on calling for a combination of Superman, Mahatma Gandhi and Winston Churchill with an accounting degree? Our experts offer clarity.
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 | Changing Dynamics in Global Higher Education
Academic institutions throughout Europe and North America are facing a demographic time bomb of leadership turnover — with a leadership development model drawn from the academic traditions of the Middle Ages. In this article, Jeff Harris, leader of the Higher Education Practice Group of IIC Partners, proposes a new model for developing academic leaders.
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 | Doing Business in China
BEIJING — Don’t be fooled by the burgeoning glass-and-steel business districts of Beijing and Shanghai — doing business in these cities is not the same as in New York or Paris.
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 | Family Matters
New technology, global competition, international supply chains, and rapidly rising costs have combined to force family owned businesses into change mode, and changed they have. Today family-controlled businesses can be among the strongest in their industries, successfully recruiting some of America’s best leadership talent.
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 | Leadership in IT
Hiring the right executive to lead your information technology department starts with settling on the right job description. Often that’s a question of knowing whether your company needs a unit vice president or a C-level member of the executive leadership team.
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 | Leadership in Crisis Situations
If the axiom is true, that a good crisis should never be wasted, the urgent question is how to make the best of the current economic meltdown. Crises call for a special brand of leadership, whether the theatre of operations is commercial or military, says Martin Vine, chief operating officer of IIC Partners.
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 | Leading in Tougher Times
Clients have begun asking us where they should focus their time and attention during this uncertain period. We have reflected on our past experience and consulted best practice models. In the following pages, you will find our prescription for leading in tougher times.
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 | Leading multicultural work groups
HELSINKI - In any multicultural workforce, the 'default setting' between cultures is distrust, says former Brigadier-General Martin Vine, now Chief Operating Officer of IIC Partners, Executive Search Worldwide.
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 | Global Perspectives - Poland
With nearly 39 million people, Poland is the largest of the Eastern European countries that joined the European Union in May, 2004. First to shake off the Soviet satellite system, Poland is now benefiting from nearly 20 years of determined economic and political transition.
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 | Global Perspectives - Russia
Covering an area of 17.1 million square km, Russia is the largest country in the world, extending over much of northern Eurasia. With its enormous size comes a wealth of natural resources including oil, natural gas, coal, aluminum, iron ore, nickel, zinc, titanium and timber.
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 | Offshoring evolves - and grows
Industrial production has been migrating to locations of comparative advantage ever since the Industrial Revolution. As economists have been at pains to make clear, offshoring is business as usual. But they've also warned that, with the technologies of the 21st Century, changes will likely be faster and more far reaching than ever before.
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 | The New Science of Board Audit
At its best, the business of assembling a board of directors has been a fine art. At worst, it has all too frequently been a cynical exercise in patronage and empire building. Now, as a matter of necessity, board making is becoming a somewhat more exact science.
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 | Global Perspectives-Canada
Canada is a G-8 country with a trillion-dollar annual gross domestic product (GDP), an internal market of 33 million people and tight integration into the massive United States economy. The second largest national landmass after Russia, Canada is richly endowed with natural resources including aluminum, iron ore, nickel, zinc, copper, gold, lead, molybdenum, potash, diamonds, silver, fish, timber, wheat, coal, petroleum, natural gas and hydro power.
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 | Global Perspectives-Romania
Romania began the transition from Communism in 1989 with a largely obsolete industrial base and a pattern of output unsuited to the country's needs. In recent years, integration into the larger European and global economy has accelerated.
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 | Global Perspectives-India
India is the worlds fastest growing major economy, with a GDP growth rate of 9.2 per cent and a domestic market of a billion-plus people. About 65 per cent of the population is of working age the youngest in the world and foreign exchange reserves are close to $200 billion US.
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 | Global Perspectives-Peoples Republic of China
A tenfold increase in GDP since 1978. Average annual GDP growth of nearly 10 per cent over the same period. A market of 1.3 billion people. And 14 straight years as the world leader in foreign direct investment. China is the market it seems no one can resist.
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 | Global Perspectives-Australia
Australia is both a country and a continent, the sixth largest national land mass in the world (after Russia, Canada, the United States, China and Brazil). As a consequence of its status among the geographic giants, Australia is rich in natural resources including; coal, gold, aluminum, iron ore and natural gas. Not surprisingly, its leading mining companies are now among the worlds largest.
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 | Global Perspectives-Thailand
Thailand has a rapidly growing auto assembly complex, global stature in rice exports and continuing strong foreign investment. But the country that looked like one of Asia's big winners in the 1980s and 90s is losing some of its luster due to entrenched interests and ongoing political turmoil.
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 | Making Sense of Outsourcing
During the first stage of strategic thinking concerning the opportunity of launching an outsourcing process, four divisions need to be involved: the general management, human resources, the management of the department to be outsourced (or its director, depending on whether or not he agrees with the approach) and the finance division.
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 | Beyond compliance
With the thanks of the Chair, that last, long-serving friend-of-a-well-connected-friend is finally leaving the board of directors and a replacement must be found. Increasingly, there's a realization - and a genuine resolve - that new board members had better bring more to the table than those departing good-old-friends ever did.
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 | The War for Talent
The largest and most lasting damage caused by the Enron debacle is happening right now, says Paul Dinte, a director of IIC Partners, Executive Search Worldwide. Enron's failure wiped out billions of dollars of investor equity in 2000, destroyed both itself and the venerable Arthur Andersen consulting company and most importantly heralded the end of the First War for Talent. Enron was the foremost exponent of the ''War for Talent'' (as first promoted by McKinsey & Co.) and the company's stunning collapse signalled, in many minds, the concomitant bankruptcy of the talent-war philosophy.
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 | The Energy Staffing Crisis
THE PROBLEM: The average age of oil field engineers has risen to 48 and above 50 in the US and there are not enough recruits to sustain the $200 billion planned investment in expansion over the next 15 years. Why is this? Well, the giant oil companies have shed over one million employees since the previous oil peak in 1981. While there have been huge efficiencies and improvements in technology which have allowed for a reduced level of staffing, cost reduction programs have had a dramatic impact on headcount and the knock-on affect is substantial.
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