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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.

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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.

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Event

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.

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Publication

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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Publication

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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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 Taiwan Stock Exchange Corp. is taking steps to improve board governance among listed companies.

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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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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.

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Article

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.

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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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