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Learn the practices that separate high-performing from underachieving teams — and how to master them.
Heidrick & Struggles is a proud sponsor for the 2017 NACD Global Leaders Summit, the largest director forum in the world.
Subject matter experts, including Heidrick & Struggles vice chairman Ted Dysart, discussed the right mix of knowledge and insight for executives at the NACD Leading Minds of Governance–East forum.
Boards increasingly recognize the importance of addressing environmental, social, and governance concerns to ensure long-term success. But they may be overlooking crucial matters of talent that can help to optimize their efforts.
Far too many internal training programs waste money and align poorly with the company’s long-term strategy. They can do better.
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.
From coaching CEOs to working with peers, there is an art to giving professional advice.
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.
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.
As Rome’s leaders found, talented individuals are the lifeblood of successful teams—but they must be united in a common purpose, lest the blood is spilled on the wrong side of the battleground.
A look at three of William Shakespeare’s well-known historical dramas highlights leadership archetypes that have relevance for 21st-century CEOs.
A closer look at the works—and business career—of William Shakespeare offers lessons for contemporary leaders of all stripes.
The founder of Australian theater company Bell Shakespeare reflects on the importance of forging a strong team, embracing a culture of learning, and, when necessary, dealing with people who put the organization at risk.
Dynegy CEO Robert Flexon discusses a culture ‘restart’ that helped restore a once-mighty Houston energy company to the power elite.
Dynegy CEO Robert Flexon discusses a successful turnaround strategy that included a culture ‘reset’ as a critical pillar to create a winning, agile mind-set that has propelled three-fold growth.
The divergent experiences of two banks illustrate the importance of organizational agility and serve as a cautionary reminder that, whatever the industry, pace decides the winners.
Incremental improvement is not enough to stay ahead of disruptive competitors. Winning requires continual transformation.
Watch the McKinsey interview with Heidrick & Struggles’ CEO Tracy Wolstencroft on the art and science of leadership in an uncertain world.
As an HR leader, how can you help a new CEO cope with the demands of the role and become a success?