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Forward-looking companies are seeking—and developing—leaders with a broader range of global experiences and skills. In this episode of Heidrick & Struggles’ LeadershipTV®, learn how two global organizations are seeking to translate these skills into a winning edge.
Heidrick & Struggles will be 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 2015, which will be held on March 13 at Stanford University.
Diversity on boards—including not only ethnic and gender diversity but diversity of experiences as well—is limited today. Companies can take five steps to help ensure more diversity in their boardrooms.
In this video interview, Belgacom CEO Dominique Leroy describes the cultural transformation underway at the Belgian telecommunications giant.
The CEO of the Belgian telecommunications giant describes how the effort to transform the company’s culture is empowering employees, fostering collaboration, and helping return the organization to growth.
In November and December 2014, Heidrick & Struggles conducted an online compensation survey among global and regional private equity funds operating in Asia Pacific.
A global study of more than 150 CEOs explores the challenges of leading in a rapidly changing business environment, and highlights the competencies that will be required to master it.
Heidrick & Struggles is proud to participate for the eight 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.
Our dark side, blind spots, derailers, shortcomings… regardless of the terminology or what we do for a living, we all have them. Those who manage to keep such traits in check tend to do more to enhance their reputations amongst constituents, translating into greater professional and personal performance.
CIOs can no longer simply make an annual trek to Silicon Valley and expect to remain ahead of the technology innovation curve. Today, companies from across industries are opening offices in the tech valley and moving key roles there in the hopes of harnessing innovation, establishing brand recognition and attracting premiere technology talent.
The Heidrick & Struggles survey, Foundations and Building Blocks for High-performing Boards, Asia Pacific Governance Report 2014, identified four capabilities of top boards, with nine drivers feeding into those capabilities.
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.
By adhering to these recommended principles and practices — objectivity, dialogue, appropriate involvement of management, attention to major investors, and prudent use of outsiders — boards can more adequately and accurately respond to an activist’s approach.
This paper highlights the key priorities of medical technology companies in Europe and discusses the dynamics of doing business in the postcrisis environment.
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.