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A survey of senior executives in the Asia Pacific region examines companies’ willingness to retain or change reporting-line structures, and the talent factors driving these important decisions.
A wave of bankruptcies looms in the US natural-resources sector. For the unfortunate companies that succumb, restructuring begins with a new slate of directors. The most successful of these will embody seven characteristics.
Despite Fortune 500 boards filling a record number of seats with independent directors in 2015, diversity among new directors stalled. Learn more about trends in board composition in the 2016 Heidrick & Struggles Board Monitor.
Former New York Fed supervisor Sarah Dahlgren describes how failures in company culture contributed to the financial crisis—and why improvements now might help banks better weather the next one.
Research indicates that women leaders hone valuable strategic capabilities by cultivating foresight, courage, resilience, and openness to diverse views.
A closer look at the unique dynamics of Asian boards suggests ways that boards in the region can improve their diversity of thinking—and their impact on corporate performance.
As Rome’s leaders found, talented individuals are the lifeblood of successful teams—but they must be united in a common purpose, lest the blood is spilled on the wrong side of the battleground.
A look at three of William Shakespeare’s well-known historical dramas highlights leadership archetypes that have relevance for 21st-century CEOs.
A closer look at the works—and business career—of William Shakespeare offers lessons for contemporary leaders of all stripes.
A survey of 204 private-equity executives in Asia Pacific highlights the most recent compensation data and trends for a range of investment professionals across the region.
The founder of Australian theater company Bell Shakespeare reflects on the importance of forging a strong team, embracing a culture of learning, and, when necessary, dealing with people who put the organization at risk.
Shakespeare’s literary and economic success depended more on business-model innovation and collaboration than most contemporary readers imagine, explains noted scholar James Shapiro.
By studying clear and concise board reports, companies can learn to communicate a more complete picture of their business, thereby differentiating themselves in the market.
Dynegy CEO Robert Flexon discusses a culture ‘restart’ that helped restore a once-mighty Houston energy company to the power elite.
For many financial-services organizations, rebuilding trust with customers will require a focus on culture—not just compliance. Two forward-looking banks are leading the way.
If you are considering joining a board, proceed with caution and do your research to make sure it is the right fit before you begin the interview process.
Overwhelmed institutions can tap this role to help them manage data overload and develop a cohesive data strategy.
Dynegy CEO Robert Flexon discusses a successful turnaround strategy that included a culture ‘reset’ as a critical pillar to create a winning, agile mind-set that has propelled three-fold growth.
A survey of more than 500 trade and professional association leaders looks at how they make decisions, approach challenges, and transform their organization in an era of turbulent change.
Four trends emerging from the 2016 JP Morgan Healthcare Conference highlight the accelerating pace of change and increased emphasis on performance throughout the industry.