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As a prelude to the Heidrick & Struggles Board Dinner on Tuesday 18th November, Will Moynahan – Managing Partner and Fiona Woolf discuss the UK’s competitiveness and its ability to attract capital and talent from around the world.
The institutional fundraising environment across asset management remains fiercely competitive as we approach year-end 2014. Demand for experienced distribution professionals is very high, and a hiring market that stayed busy even during the financial crisis has become even more active and complex.
Today’s top CEOs now expect the CHRO to be adept in general management skills with broad business perspectives and a strategic mindset as a business leader.
Nonprofit boards across America are grappling with the countervailing forces of funding pressures and increasing demands for their services, with most saying they are unable to meet their community needs. To deal with these and other issues, board chairs are looking for deeper business expertise, greater diversity, and new skills on their boards to deal with new realities.
In June 2014 Heidrick & Struggles invited over 7000 executives working in the European Private Equity industry to participate in an online survey of compensation. This annual survey follows the successful 2013 edition.
When it comes to talent, entrepreneurial and smaller companies have little room for error. With lean staffs and sobering failure rates, every hire is critical – none more so than executives with large company experience. With such executives increasingly seeking the challenges of small-company life – and small companies needing their experience in order to scale – hiring managers must make sure
The talent acquisition paradigm is shifting in the financial industry. Learn the industry's new hiring practices on Heidrick & Struggles' LeadershipTV™.
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.
Putting substantive mentoring into practice is not easy, nor is it a short-term ad hoc solution. It requires commitment from the board, buy-in and support from the CEO, and careful pairing of board members with rising stars.
Five years ago, Heidrick & Struggles initiated the Board Monitor, designed to capture key characteristics of newly elected independent directors of Fortune 500 companies, track that data from quarter to quarter and year to year, and provide a springboard for discussion of board composition, diversity, and governance. Here is what that data has to tell us about trends in director appointments over
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.
In their October 2012 Harvard Business Review article, Tom Davenport and D.J. Patil called Data Scientist, “The Sexiest Job of the 21st Century.” The subject is clearly part of the zeitgeist: academics, industry analysts, consultants and executives all have debated issues such as the required experiences, need for academic training programs, the shortage (or not) of qualified data science talent,
It is a fact – technological advancements just keep accelerating. Digital technology has taken over our lives and digital convergence is within sight. If digital skill sets are not continually refreshed, they can rapidly become as obsolete as an old Nokia flip phone.
Consumer spending in Asia is expected to grow exponentially, much of it driven by a new generation of online shoppers. The number of people connected to the Internet around the world has grown from 1% of the global population in 1995 to 40% last year. By the end of this year, some 3 billion people will be online. Half of them will be in Asia.
Since the global financial crisis, operational risk failures globally have cost the financial services sector more than US$145.8bn. While the industry has recognized that operational risk is broken, attempts to fix it have tended to take a conservative approach, recruiting risk officers from within the industry, and the impact on operational risk culture has been limited.
The employment market for investment professionals is largely driven by fundraising but given the challenges faced by many firms over the past few years (and conceivably for a number of years to come), hiring remains muted.
Finding senior executives with the right set of skills, strong leadership competencies, an international mindset and extensive local know-how remains a challenge for many multinationals as well as local enterprises
Sharply rising demand for compliance talent, the absence of a clear career path in the discipline, and greater need for compliance executives with leadership and influencing skills are creating difficult challenges for organizations seeking to identify and retain talent in a world of increasing regulation.
Term limits and age limits are blunt instruments for addressing the real issue: creating and maintaining a high-performance board with the right mix of competencies.