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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.
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.
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.
Companies that chase digital opportunities without first understanding whether their people have the requisite mind-sets to seize them will likely fail.
The rules of customer engagement are shifting as global retailers search for leaders able to master the ever-changing world of omnichannel commerce.
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.
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.
A new breed of highly sought after (and hard to find) global leaders is integrating cultural and commercial fluency to generate superior results.
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.
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
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.
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.