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Patrice Merrin, a non-executive director on the board of Glencore, discusses various elements of board leadership and diversity on Heidrick & Struggles' LeadershipTV®.
A joint Forrester/Heidrick & Struggles survey of chief marketing officers (CMOs) sheds light on how the role is changing—and what CMOs should do about it.
Disruption is here to stay, and many companies are failing to keep pace. A multiyear research effort highlights ways companies, teams, and leaders can mobilize, execute, and transform with agility.
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.
How can HR leaders ensure their units are meeting the strategic talent needs of the organization and operating with an edge? Build a strong HR “top team” around four key roles.
Scarce—and, in some cases, unprepared—management talent is hampering the growth ambitions of some multinational companies in Asia. Forward-looking organizations are rejuvenating their internal and external talent programs.
Domestic Chinese companies are often held back by their lack of HR savvy. By identifying HR challenges, local firms and multinationals can put themselves firmly on the road to success.
Boards can secure valuable competitive advantage by addressing the factors that speed up, or delay, organizational performance at each stage of a merger or acquisition.
Heidrick & Struggles sponsors the 22nd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
Chief executives in the UK hospitality industry discuss their concerns around the economy, consumer confidence, and the upcoming EU referendum.
New regulation is reshaping the landscape for US financial-services players, yet many of them approach regulatory strategy in a decidedly nonstrategic way. Time to stop playing catch-up.
Outstanding audit chairs exhibit three leadership attributes that together help them thrive in an environment of heightened risk and increasing responsibility for oversight.
Research indicates that women leaders hone valuable strategic capabilities by cultivating foresight, courage, resilience, and openness to diverse views.
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.
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.