We not only know the best professionals who successfully lead the functions of HR, finance, legal support, IT, technology, marketing and communications in our organizations, but also know how to identify and evaluate those who are most likely to become successful leaders in a new role and new organization.
The technological and digital revolution erases the usual boundaries between industries and the familiar content of corporate functions. Cross-functional transitions help companies acquire the necessary competencies that were not previously characteristic of them or were the "weak link" of the business. At the same time, a thorough knowledge of the functional specifics - finance, personnel management, marketing, communications - is still a serious advantage in choosing a leader. To find the necessary balance between the depth of knowledge and openness to the new, between the ability to systematically build processes in their functions and adopt new ones - this is one of the tasks underlying the successful search and formation of a successful team.
CEO
According to management theory, the main function of the CEO is to be the link between the company (shareholders, top team) and the external environment (society, economy, technology, markets and consumers). Together with the Board of Directors, the CEO determines the business development strategy and its implementation
Empart base their search decisions, CEO selection or succession planning decisions on state-of-the-art research, international best practice and a deep understanding of Kazakhstan's country profile.
CFO
Empart offers a full range of solutions to create a competent financial management - from the services of searching for leaders that are part of the functional block, assessing their competencies and leadership potential to developing leadership development programs, both at the team and individual levels, and planning succession of key managers.
In the new fast digital world, CFOs' risk appetite for risk assessment is balanced by a new competency - the ability to see opportunities and become drivers of change in their organizations. It is CFOs who are the first contenders for the role of CEO and that is why it is so important to provide for systemic succession procedures for financial function managers.
СHRO
Chief Human Resource Officer
Modern personnel management more than any other corporate function is focused on innovation, especially in the field of talent development. The role of HR is to integrate a business based on values, employee involvement, accurate assessment and development of their competencies and is based on the latest technological and scientific developments, digital solutions. Together with the CEO, the Board of Directors and stakeholders, he or she implements a development strategy for specific people. This level of tasks requires HR flexibility, openness to change, the ability to search for innovative solutions, technological awareness and innovation, and at the same time, a deep understanding of the fundamentals of business.
A wide network of professional contacts gives us and our clients access to information on international trends that will determine the next step in the development of the HR function in Kazakhstan.
CMO
Chief Marketing Officer
The Hhead of the Marketing function is the catalyst for change and the carrier of customer focus DNA. He acts as an intermediary between the Board of Directors and CEO, various functional units, building a strategy and interaction around clients - no matter what industry is involved.
The success of organizations is increasingly being born at the junction of traditional markets, the latest technology, and innovative approaches. Marketers are expected not only to custom solutions, the ability to anticipate the emergence of new factors, technologies, needs, but also a deep understanding of how certain actions affect the entire business of the company. The head of the marketing function combines two very significant competencies - the ability to understand people, interact with them, exert influence, build relationships and receptivity to new technologies, the ability to master and use new mathematical, technological solutions - from the analysis of Big Data, to the principles of neuropsychology.
CDO
Chief Digital Officer
IT management has gone beyond a service that supports business infrastructure. IT leadership goes to the level of strategic change management. Priorities in the competencies of successful leaders are shifting towards receptivity to technological innovations and leadership qualities such as the ability to build interaction with employees of various functions, exert influence, inspire, involving various departments of the organization in complex processes of introducing innovations and changes.
The desire to build long-term trusting relationships with each of our clients or candidates gives us the opportunity to turn to talented managers in different countries of the world in order to anticipate the trends that will come to Kazakhstan.
CSO
Chief Security Office
High-speed technology development brings new sources of threats to business stability and sustainability. Security management requires an increasingly tight interaction with shareholders and business owners, boards of directors and CEOs on the one hand and various functional departments of the organization on the other hand - the speed and accuracy of communications becomes critical, the ability to anticipate the technological risks associated with digitalization is no less critical. . We see that success in this role increasingly depends on the leadership competencies of the leader - the ability to build relationships between different levels of the organization. All these qualities complement the core competencies - managerial courage, attention to detail and the ability to defend one’s position.