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US companies of all stripes can benefit from more diverse senior management with a broader range of cultural experiences and cognitive skills. Developing such leaders will be a competitive necessity in an increasingly complex world.
Five leadership skills can help oil and gas companies weather the current downturn in oil prices, and transform the energy renaissance of recent years into a global energy reformation.
If you wait until the first 90 days to begin laying the groundwork for success, you may be too late.
Few board issues are more sensitive than moving directors out to make room for new directors. How did these two technology companies manage their board transitions — smartly and without rancor? By adopting these principles and practices.
This collection brings together five of our 2014 Board Governance Letters from Directors & Boards magazine, offering both a look back at critical corporate governance challenges and a look forward at ways to address them.
Forward-looking companies are seeking—and developing—leaders with a broader range of global experiences and skills. In this episode of Heidrick & Struggles’ LeadershipTV®, learn how two global organizations are seeking to translate these skills into a winning edge.
Heidrick & Struggles was among a high-profile group of influential business and government leaders as a sponsor of the Stanford Institute for Economic Policy Research (SIEPR) Economic Summit 2015, which will be held on March 13 at Stanford University.
Diversity on boards—including not only ethnic and gender diversity but diversity of experiences as well—is limited today. Companies can take five steps to help ensure more diversity in their boardrooms.
In this video interview, Belgacom CEO Dominique Leroy describes the cultural transformation underway at the Belgian telecommunications giant.
The CEO of the Belgian telecommunications giant describes how the effort to transform the company’s culture is empowering employees, fostering collaboration, and helping return the organization to growth.
In November and December 2014, Heidrick & Struggles conducted an online compensation survey among global and regional private equity funds operating in Asia Pacific.
A global study of more than 150 CEOs explores the challenges of leading in a rapidly changing business environment, and highlights the competencies that will be required to master it.
In January in Davos, Switzerland, site of the World Economic Forum, The CEO Report is released.
Heidrick & Struggles is proud to participate for the eight year as a strategic partner of The World Economic Forum. We closely identify with the Forum's mission of improving the state of the world and contribute by sharing unparalleled insight into the leadership issues facing organizations throughout the world.
Our dark side, blind spots, derailers, shortcomings… regardless of the terminology or what we do for a living, we all have them. Those who manage to keep such traits in check tend to do more to enhance their reputations amongst constituents, translating into greater professional and personal performance.
CIOs can no longer simply make an annual trek to Silicon Valley and expect to remain ahead of the technology innovation curve. Today, companies from across industries are opening offices in the tech valley and moving key roles there in the hopes of harnessing innovation, establishing brand recognition and attracting premiere technology talent.
The Heidrick & Struggles survey, Foundations and Building Blocks for High-performing Boards, Asia Pacific Governance Report 2014, identified four capabilities of top boards, with nine drivers feeding into those capabilities.
Imagine that the board of a successful company, facing no apparent crisis, approaches the date of a long-planned CEO succession and finds, to its surprise, that no internal candidate is fully ready to assume the top job.
By adhering to these recommended principles and practices — objectivity, dialogue, appropriate involvement of management, attention to major investors, and prudent use of outsiders — boards can more adequately and accurately respond to an activist’s approach.
This paper highlights the key priorities of medical technology companies in Europe and discusses the dynamics of doing business in the postcrisis environment.