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Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
A survey of more than 100 board members and senior managers under age 50 underscores the ways that digitization and other trends are changing the face of German business.
From coaching CEOs to working with peers, there is an art to giving professional advice.
Patrice Merrin, a non-executive director on the board of Glencore, discusses various elements of board leadership and diversity on Heidrick & Struggles' LeadershipTV®.
Despite Fortune 500 boards filling a record number of seats with independent directors in 2015, diversity among new directors stalled. Learn more about trends in board composition in the 2016 Heidrick & Struggles Board Monitor.
Upcoming Events for Heidrick & Struggles' The Board Network
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the need for diversity on boards today.
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the board's role in ensuring good citizenship is embedded in the company.
This CEO & Board Practice report puts a lens on the top trends in boardroom composition and refreshment uncovered by our annual Board Monitor and global Board of Directors survey.
Crises in leadership transitions are inevitable, yet many boards are caught off guard when they happen. Smart boards take five steps to ensure a seamless succession.
Heidrick & Struggles’ latest Board Monitor examines how the most recent cohort of Fortune 500 board appointments is shifting the landscape in board composition, diversity, and talent.
From the unexpected arrival of activist investors to the unexpected departure of a key director, boards face an array of situations where they may be caught flat-footed on matters of board succession. Smart boards employ four approaches to better prepare themselves.
Heidrick & Struggles’ CEO & Board Practice, EMEA recently hosted a board dinner for chairmen to explore the key insights from its latest European Corporate Governance Report – Towards Dynamic Governance 2014.
Term limits and age limits are blunt instruments for addressing the real issue: creating and maintaining a high-performance board with the right mix of competencies.
In drawing on the Australian data from the annual Board of Directors Survey conducted by Heidrick & Struggles and WomenCorporateDirectors, we find a pattern of directors exhibiting frustration at the pace of board refreshment in the face of demographics and changing business conditions.
2012 was an exceptional year for activist investors, as they ousted boards, pushed for corporate breakups and challenged management teams. Many activists succeeded in pressing companies to return cash or do a deal, and some of the biggest brand names in the United States came under siege. According to The Wall Street Journal, several activist funds produced investor returns of more than 20% for th
Over the last decade corporate governance – how companies are directed and controlled – has entered the mainstream. After the ethical scandals from Enron to Worldcom at the start of the new century, greater attention than ever before has been paid to corporate governance both inside and outside corporations. A host of regulations, standards, initiatives, programmes, and much more have emerged; fro
An overwhelming majority of boards select an internal candidate as their next CEO. Over 80% of the Fortune 1000 companies who named a new chief executive last year promoted a successor from within the company (Heidrick & Struggles F1000 CEO Turnover Data). The National Association of Corporate Directors found in its 2013-2014 NACD Public Company Governance Survey that executive talent management a
For boards today, the past is prologue. The revolution in expectations for better corporate governance, director accountability, and board composition began some 20 years ago with the initial activism of large institutional investors.