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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.
Discover how a General Counsel's background makes the role a unique presence in the board room through Heidrick & Struggles' recent LeadershipTV™ episode.
Why has customer experience improvement become such a hot topic today? Consumer expectations are higher. Word of mouth travels faster. Consumers are empowered like never before. And great customer experience drives loyalty and revenue. Downplaying the importance of the customer experience is no longer an option as the voice of the customer continues to get louder.
Australia’s superannuation funds are on the cusp of momentous change. The federal government is considering measures to increase the number of independent directors on super boards, and is promoting other measures to improve governance and increase competition.
As the date of a planned CEO succession nears, organization redesign can help make sure that a top internal candidate will be as well prepared as possible to make the demanding leap to the top job.
In drawing on the Australian data from the annual Board of Directors Survey conducted by Heidrick & Struggles and WomenCorporateDirectors, we find a pattern of directors exhibiting frustration at the pace of board refreshment in the face of demographics and changing business conditions.
The business world is filled with networks in which individuals benefit from one another. Ironically, however, the two parties within every modern corporation who would benefit most from symbiosis— corporate directors and rising star executives—often don’t take advantage of the opportunity.
The fundraising environment across asset management remains fiercely competitive as we start the second half of 2014. Demand for experienced distribution professionals remains very high, and a hiring market that stayed busy even during the financial crisis has become even more active and complex.
Keine andere unternehmerische Funktion ist durch neue technologische Möglichkeiten einem so dramatischen Wandel unterworfen wie die Welt der Chief Information Offi cers.
In all family business around the world, whatever the country or the culture, a major concern and critical challenge is CEO succession. Most family businesses, whatever their size, have grown thanks to the exceptional contribution of an emblematic founder.
As Japan grapples with an aging population, labor shortages and increasingly fierce competition from neighboring economies, the country is turning its attention to a long-undervalued resource: women.
The Mexican oil and gas industry has a history rooted in the nation’s identity, but step-change for the landscape is now underway. During the last 20 years, declining production, political stagnation, globalization of consumption, and an underperforming economy have contributed to inevitable change.
Heidrick & Struggles sponsored the 20th Annual Stanford Directors’ College, June 22-24 in conjunction with the Stanford Law School. John Thompson is moderating a panel on CEO succession planning and Bonnie Gwin is participating on a panel titled “Building a Better Board: Diversity and Beyond.”