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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 the latest Shakespeare event series, senior leaders draw insights from the Elizabethan age by looking at the role leaders play in determining company culture.
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.
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.
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.
The Taiwan Stock Exchange Corp. is taking steps to improve board governance among listed companies.
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.
Boards today have moved beyond governance to ensure they create a dynamic which delivers true value to their companies, shareholders and stakeholders in an increasingly complex global business environment.
The business environment in China today is increasingly more complex compared to just a few years ago. Economic growth overall is slowing down while domestic consumption is growing, costs are going up and competition is more intense. All these changes are part of a maturing market that is more important for its own sake rather than as a source for inexpensive labor and exports.
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.