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Heidrick & Struggles’ latest Board Monitor examines how the most recent cohort of Fortune 500 board appointments is shifting the landscape in board composition, diversity, and talent.
A new breed of highly sought after (and hard to find) global leaders is integrating cultural and commercial fluency to generate superior results.
Watch the McKinsey interview with Heidrick & Struggles’ CEO Tracy Wolstencroft on the art and science of leadership in an uncertain world.
Too often, boards of directors neglect the impact of talent strategy on corporate health. Asking the right questions can help ensure sufficient leadership competencies and smooth transitions.
The CEO of multinational biopharma company UCB describes how its focus on patients is creating business opportunities and instilling a deeper sense of purpose across the organization.
Research into leadership behavior identifies 8 archetypes that can help senior executives better understand their strengths, weaknesses, and blind spots.
Heidrick & Struggles sponsored the 21st Annual Stanford Directors’ College June 21-23 in conjunction with the Stanford Law School.
Leaders cast visible “shadows” over the cultures of their organizations — for good or ill. Only when the top team lives and breathes the changes it wants and expects from the organization will change succeed.
By understanding various thinking styles and preferences, boards can build and strengthen their diversity of thinking—and make better decisions.
From the unexpected arrival of activist investors to the unexpected departure of a key director, boards face an array of situations where they may be caught flat-footed on matters of board succession. Smart boards employ four approaches to better prepare themselves.
Generational change offers boards the opportunity to improve their performance and increase diversity. A survey of global board members suggests there is little consensus on how to seize the opportunities.
In this Boardroom Briefing, we explore the outlook for future women leaders in the UK, providing our perspective on what can and should be done collectively to create a sustainable talent pipeline.
Strong customer strategies arise from strong customer cultures. Leaders can better shape — and sustain — them by adhering to five principles.
The market for talent in Asia Pacific is tight, and highly competitive. Organizations can differentiate themselves from their rivals by developing a strong employer brand.
The CEO of Methodist Healthcare describes how an effort to enhance a patient and family–centered culture of compassion helped the company improve associate satisfaction, patient experience, and clinical outcomes.
Persuasive and charismatic leaders may drive strategies that achieve remarkable results in the short term. But unless change is embedded in the fabric of the business, it won’t endure.
The Taiwan Stock Exchange Corp. is taking steps to improve board governance among listed companies.
Lisa Hook, President and CEO of data-analytics provider Neustar (and an experienced non-executive director), discusses the differences between corporate governance in the UK and the US, and outlines important challenges associated with improving board diversity.
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.