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VC-backed companies need a board optimally composed, structured and incented for each stage of a fast-moving development cycle. There are unique challenges that have to be met.
As governments, payers, and healthcare providers rapidly move toward a health system that focuses on outcomes rather than products and services, pharmaceutical companies are feeling their way toward a new business model: patient-centricity.
Manufacturing companies have a strong history of driving innovation and productivity through process improvement and a rigorous focus on quality, cost and delivery. A growing number of organizations are recognizing that creating the right kind of culture and mindset is the key enabler to performance improvement and competitiveness.
To gain an insider perspective on the rapidly changing business models confronting Australian companies today, we invited some of our most forward-thinking business leaders to discuss the role played by corporate culture in individual, team and organisational effectiveness.
In the fall of 2013, The Institute of Executive Development and the Rock Center for Corporate Governance at Stanford University conducted in-depth interviews with executives and directors at 20 companies regarding their succession and executive development practices.
How should CFOs considering a career change - or remotely thinking about it - approach the search process?
This year’s edition of the annual Board of Directors Survey conducted by Heidrick & Struggles and WomenCorporateDirectors (WCD) represents both a real departure from previous surveys and the latest chapter in an ongoing story.
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 2014, which is being held on March 14 at Stanford University. The one-day summit drew more than 450 CEOs, private equity and venture capital investors and senior policy investors.
The manufacturing sector comprises a wide range of industries, techniques and activities. Alongside established industries such as automotive, aerospace, electronics, capital equipment, food, beverages and pharmaceuticals, new industries are beginning to develop based around emerging technologies. These include low carbon, nanotechnology and advanced materials such as composites.
Introvert or extrovert: The age-old debate never seems to go away. Which are you? And which is better, particularly for advancing your career?
Forrester and Heidrick & Struggles fielded a global survey of 212 CMOs in July 2013 to assess their current remit and how they prove their value as business and strategy leaders. In this report, Forrester reviews the state of the evolved CMO for 2014 based on these responses and interviews with CMOs across industries. The results show progress in taking action to build a better marketing organizat
Advice about how to secure a position at a new company is plentiful, but little has been said about how to leave your current company the right way. How you handle the transition can have an enormous impact on how you are subsequently viewed – not only in your former company, but throughout your industry and beyond.
In 2013, as in our previous survey, we wanted to know what senior leaders in the industry see as their top priorities for the coming years, their biggest concerns, and, more specifically, how they view the issues around talent that will be critical for their success.
The old certainties about leaders and leadership practices – if they ever existed – no longer hold. Leadership has changed because both the environment in which leadership is practiced and our expectations of leaders have fundamentally changed.
Over the last decade corporate governance – how companies are directed and controlled – has entered the mainstream. After the ethical scandals from Enron to Worldcom at the start of the new century, greater attention than ever before has been paid to corporate governance both inside and outside corporations. A host of regulations, standards, initiatives, programmes, and much more have emerged; fro
Our work with leaders and organizations throughout the world has enabled us to identify a small handful of must-have qualities: empathy, business judgment, self-awareness, adaptability, integrity, passion, and courage. Based on our experience, a leader with these core attributes has a remarkably higher probability of success, regardless of what context they are thrown into.
“Everybody has a strategy, until they get punched in the face.” That line, once muttered by former heavyweight boxing champ Mike Tyson, was borrowed by Mark Weinberger, chairman and CEO of global consultancy EY, as he made the point that successful business leaders need to demonstrate courage and fortitude, in addition to authenticity and agility. “You can’t change your strategy every time there i
Heidrick & Struggles is proud to participate for the seventh 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.
As the risk function has shifted from a largely back-office operation with little influence to be more strategic, regulatory agencies are insisting that these functions be structurally independent and staffed with strong talent.
Global manufacturers have long exploited China’s low-wage environment. But salary inflation, pollution in the coastal manufacturing hubs, and intellectual property issues, are prompting a search for alternatives.