Criticaleye : The Network of Leaders

We have filmed all our themed Forums for the last four years. The expert speakers followed by a lively Q&A session from the floor.

We have interviewed CEOs asking them pertinent questions ranging from leadership advice to the complexities of working in a fast changing multi-polar world.

What has been the impact of increased shareholder power on board decisions?

How much focus is placed on an individual’s skills and experience during the appointment process?

How do you get more competency and professionalism onto UK Boards?

How would you describe a well-performing Board?

Do you think that NEDS are able to perform their role properly as Board directors?

Do you agree that this is the primary function for the Board?

Should Board members be minders or strategists?

The justification is that one year terms will make directors more accountable to shareholders, but do you think it will make them too concerned with shareholder interests?

How has your role as a Board director changed since the credit crisis?

In a downturn, does innovation cease? When should it start again?

Has the downturn impacted your leadership style?

How has the downturn affected organisations’ strategies for developing their people?

Is a particular organisational structure more suited to a negative market than a positive one?

Has the downturn changed the way that companies deal with their suppliers?

Have organisations’ and consumers’ views on sustainability changed as a result of the downturn?

When is the time to look to grow again?

What are your tips for aspiring CEOs?

How should you think and behave differently as a CEO (compared to previous roles)?

Who inspires you as a leader?

What were the critical steps for your first 100 days? With hindsight, what support do you wish you had?

What are the critical talents, strengths and values necessary to be a successful CEO?

What inspired you to become a CEO? Was the role as you imagined it would be?

As a CEO, what keeps you awake at night?

What were your critical steps to becoming a CEO?

If you were to look back, what advice would you offer yourself? Would you have done anything differently?

In light of the current economic climate, what have been the most significant changes for businesses operating in the global environment?

During these tough times, what can leaders/companies do to turn a threat into an opportunity?

In an increasingly globalised business environment, will there be a change in the skills that leaders need?

How are you preparing your organisation for the challenges of a multi-polar world?

How do you think different parts of the world will respond to the current business climate? Which regions will be the winners and which the losers?

What can we learn from emerging markets multinationals about innovation?

How will emerging markets and emerging multi-nationals change the business landscape?

How has the downturn impacted globalisation?

Do you believe that the downturn has demonstrated a gap in executives' assessment of risk? Do you think this will now change?

Are you seeing increased revenue from a global perspective?

How will the current climate change the relationship between banks and customers?

What are the barriers to a multi-polar world?

What advantages do organisations in emerging economies have over their Western Counterparts?

What innovations has your company introduced in response to the pressure of globalisation?

Criticaleye has partnered with Accenture, Penna, American Express and Eversheds to bring members a series of filmed interviews and answers to questions covering a range of topics focused on leadership.

To view the films, click on one of the questions on the left to view a selection of answers below. Continue visiting our Q&A section as more interviewees will be added regularly.

Will the recommendation that FTSE 350 board directors serve one year terms make them too concerned with shareholder interests?

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