Now, work on executive recruitment, assessment and development investment than in the past.However, although spent a great deal of investment, the talent development work of senior executives for the rapidly changing market environment have little effect;The problem is to screening and development method of executive talent has to keep up with required for effective leadership.

For independent board chairmen of global companies, the challenges continue to grow while room For error continues to shrink. The Shareholders demand more rapid returns. The Increasing regulation around the world demands exemplary corporate governance and rigorous around. The Controversy about executive compensation has seems on the new life in the context of rising income inequality.

Silicon Valley is becoming a more frequent destination for high - level banking executives from Wall Street, attracted by the technology industry 's strength and opportunities to innovate outside of the regulatory environment in financial services.

Boardrooms have long had been the domain of executives in their 50 s and 60 s - and even the 70 s, now that more boards are loosening mandatory retirement limits. But many boards are also electing directors in their early 30 s - very, younger entrepreneurs who are the leading towns of digital transformation.

Issue in the harvard business review in 2014 in the June issue of the cover article, claudiofernandezaraoz (Claudio Fernandez - Araoz) pointed out: as companies in the world of a rapidly changing, talent scarcity to recruit and promote senior specialist, talented person's potential will overwhelm skills and experience to be the decisive factor.

The battle cry of private equity, with clever financial engineering no longer a differentiator and much of The investable universe having shifted from mega - deals to The middle market, is anchored in portfolio value creation. The Operating partners, predictably, are rising to corresponding prominence.