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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®.

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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.

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Publication

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.

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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.

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Article

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.

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Publication

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.

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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.

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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.

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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.

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Heidrick & Struggles sponsors the 22nd Annual Stanford Directors’ College in conjunction with the Stanford Law School.

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Chief executives in the UK hospitality industry discuss their concerns around the economy, consumer confidence, and the upcoming EU referendum.

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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.

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Outstanding audit chairs exhibit three leadership attributes that together help them thrive in an environment of heightened risk and increasing responsibility for oversight.

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Article

Research indicates that women leaders hone valuable strategic capabilities by cultivating foresight, courage, resilience, and openness to diverse views.

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Publication

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.

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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.

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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.

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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.

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Article

A look at three of William Shakespeare’s well-known historical dramas highlights leadership archetypes that have relevance for 21st-century CEOs.

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A closer look at the works—and business career—of William Shakespeare offers lessons for contemporary leaders of all stripes.

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