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Heidrick & Struggles’ Journey to the Top leadership forum in Shanghai, China, brought together female leaders from major international life sciences companies to explore the path to leadership for aspiring women.
Interviews with more than 50 Australian investors provide a candid view of investors’ perceived gaps in board performance as well as a template for how boards can improve.
In this podcast, AmCham Shanghai speaks to Heidrick & Struggles about how the landscape for senior executive talent in China has evolved—and where it may be heading next.
In the latest Shakespeare event series, senior leaders draw insights from the Elizabethan age by looking at the role leaders play in determining company culture.
The European-born CEO of China’s leading tissue manufacturer discusses the changing nature of competition in the region and describes how learning to lead through trust and authenticity proved to be a personal turning point.
The competitive balance in Asia Pacific appears to be shifting, yet fewer than half of the senior executives there say their companies are prepared. A survey explores how the region’s businesses can better mobilize, execute, and transform with agility.
Heidrick & Struggles’ most recent survey highlights recent compensation data and trends across the Asia Pacific region.
Hong Kong’s slow progress does not compare favorably with global counterparts. A report from Community Business and Heidrick & Struggles highlights the stark challenges—and what it will take to improve.
A survey of senior executives highlights what works—and what doesn’t—when it comes to attracting and retaining talent in China.
Heidrick & Struggles recently held leadership events in Hong Kong, Shanghai, and Singapore for our senior clients, including CEOs and chairmen, to explore modern lessons from Shakespeare’s Julius Caesar.
An executive’s guide to the factors that make a digital transformation successful—and the common pitfalls to avoid.
The growth of digital business and shifting demographics are reshaping the competition for top leaders in China.
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.
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.
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.
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.
A survey of 204 private-equity executives in Asia Pacific highlights the most recent compensation data and trends for a range of investment professionals across the region.
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.
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.