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Rory Singleton speaks with Denzil Samuels about GE’s digital transformation and how the company’s efforts accelerated its growth and performance.
Digital and technological innovations are rapidly changing the competitive landscape. This video showcases how developing greater agility can help your organization weather the storm.
Rory Singleton speaks with Girish Nadkarni, founder of ABB Technology Ventures, on what makes venture groups successful and his recipe for innovation.
The key to a successful transition is preparation. This video interview discusses how to set yourself up for success when considering a move to a new company.
Episode 1: “Dubai to Abu Dhabi in 12 Minutes” Jamie Page chats with Nick Earle of Hyperloop One—a futuristic transit system described by Elon Musk as a cross between a Concorde jet, a rail gun, and an air hockey table.
Challenge four destructive myths—on how to set strategy, deal with failure, build consensus, and make decisions—to be a better leader.
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.
Dynegy CEO Robert Flexon discusses a culture ‘restart’ that helped restore a once-mighty Houston energy company to the power elite.
Heidrick & Struggles’ research highlights the three skills that belong in any megaproject director’s toolkit and suggests ways that companies can instill them.
Five female automotive executives discuss implications for women aspiring to leadership roles in this transforming industry hard at work on the “car of the future.”
Heidrick and Struggles' second annual survey of multinational executives with responsibility over China operations finds companies remain optimistic about the country’s prospects despite slower growth and heightened competition.
Strong customer strategies arise from strong customer cultures. Leaders can better shape — and sustain — them by adhering to five principles.
Five leadership skills can help oil and gas companies weather the current downturn in oil prices, and transform the energy renaissance of recent years into a global energy reformation.
To create true innovation and unleash productivity, manufacturing company leaders should consider a strategy beyond a focus on process improvement, cost, quality, and delivery that includes a culture change to enhance spirit, performance, and competitiveness.
The manufacturing sector comprises a wide range of industries, techniques and activities. Alongside established industries such as automotive, aerospace, electronics, capital equipment, food, beverages and pharmaceuticals, new industries are beginning to develop based around emerging technologies. These include low carbon, nanotechnology and advanced materials such as composites.
In 2013, as in our previous survey, we wanted to know what senior leaders in the industry see as their top priorities for the coming years, their biggest concerns, and, more specifically, how they view the issues around talent that will be critical for their success.
Global manufacturers have long exploited China’s low-wage environment. But salary inflation, pollution in the coastal manufacturing hubs, and intellectual property issues, are prompting a search for alternatives.
Keine andere Branche steht so sehr für das Erfolgsmodell Deutschland wie der Anlagen- und Maschinenbau. Deutsche Ingenieurskunst und die Fähigkeit, komplexe Produkte, Prozesse und Projekte zu managen, tragen dazu bei, dass der Anlagen- und Maschinenbau inzwischen Deutschlands fünftgrößte Branche ist und mehr als drei Viertel des Umsatzes im Ausland erwirtschaftet. Den Titel Exportweltmeister trägt
While the complete impact of the BP oil spill is yet to be determined, we can be certain of one thing – the disaster will be a game-changer for the largest industry on the planet. Change in the oil and gas industry will be manifested in many ways – commercially, technically, and most assuredly, from regulators. Yet, the most significant change may come in the executive profile of those who lead oi