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A survey of senior executives highlights what works—and what doesn’t—when it comes to attracting and retaining talent in China.

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An executive’s guide to the factors that make a digital transformation successful—and the common pitfalls to avoid.

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The growth of digital business and shifting demographics are reshaping the competition for top leaders in China.

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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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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 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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By using a more sophisticated, thoughtful approach, and better understanding the talent needs required, multinational drug companies can better position themselves for long-term success in China’s fast-growing pharma market.

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Expert Guidance

How can companies better understand how individuals are likely to fit with the larger group? Start by understanding how they lead. It should be a game of contrasts, not a game of clones.

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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.

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The market for talent in Asia Pacific is tight, and highly competitive. Organizations can differentiate themselves from their rivals by developing a strong employer brand.

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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.

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Article

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

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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.

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What sort of leaders are Australian and New Zealand companies looking for in an environment of ongoing, disruptive change? Putting this question to 62 chairs, directors, CEOs and other C-suite executives, three broad themes emerged: Experience, Innovation and People Performance.

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