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High-value companies have boards that are aligned with the organization’s strategy and help accelerate performance.
Heidrick & Struggles Announces Acquisition of Decision Strategies International
We are pleased to announce the acquisition of Decision Strategies International
Learn the practices that separate high-performing from underachieving teams — and how to master them.
A look at the CHRO experiences of two energy companies suggests that CHROs who take an analytical and strategic approach are most effective.
To compete for a crucial contract, a services unit at Alstom Transport needed to make transformation sustainable in the long term. Its improvement offers lessons for senior managers in how to secure lasting change.
The traditional business models of biopharmaceuticals companies are under threat. Those who respond fastest to the changes, and reorient themselves to customer needs, will gain an enduring competitive edge.
Which companies have best met the unexpected challenges of this past year and outpaced their competitors? In this latest analysis, Heidrick & Struggles has identified 25 such superaccelerators—14 returning and 11 new to the list.
Learn alongside your customers and strengthen your relationships in the process.
Poor execution, an inability to effect change, and a lack of agility could be derailing your team’s performance.
Only 23 elite organizations from the FT 500—a list of companies with the largest market valuations—met our stringent criteria.
Don’t just ask whether an individual is qualified to be on a board but also whether the mix of people on the board is right for your company.
Heidrick & Struggles’ survey of operating executives in the private equity sector highlights recent compensation data and trends across North America.
By analyzing the performance of elite global organizations, Heidrick & Struggles has identified 4 recipes for success and 39 distinct actions that can accelerate any company’s performance.
The concept of purpose took center stage at an event dedicated to improving corporate performance and held at the World Economic Forum in Davos on January 19.
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.
A leading designer explains how “design thinking” can help executives understand their customers and bring innovation to products and services.
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.
The transition from Soviet communism created a generation of leaders comfortable with economic turmoil and uncertainty—useful skills for managers everywhere.
Few leaders understand the perils of coping with a world in flux better than US presidents.