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A closer look at the characteristics and behaviors of high-performing companies offers lessons for chemicals players of all kinds.
A frontline team helped a 100-year-old furniture manufacturer overcome its quality issues—and an ingrained aversion to change.
By changing the mind-sets of its frontline staff, a Fortune 100 company was able to liberate itself from the shackles of information technology.
Good things happen when companies view employees as active advocates and participants of change programs—and not merely as the target of changes delivered from “on high.”
To compete for a crucial contract, a services unit at Alstom Transport needed to make transformation sustainable in the long term. Its improvement offers lessons for senior managers in how to secure lasting change.
The traditional business models of biopharmaceuticals companies are under threat. Those who respond fastest to the changes, and reorient themselves to customer needs, will gain an enduring competitive edge.
Forcing organizational change from on high rarely works. Corporate transformations work best when leaders identify the relevant issues but then let their frontline workers find the answers.
Many companies are pursuing disruption or expansion into new industries or geographies as the keys to better performance, but our research has found that what matters more is making sense of changes in your current environment.
New research highlights four ways that investment managers can speed up their organizational metabolism to become more competitive.
Private equity professionals looking to maximize returns are outmaneuvering competitors by reducing time to value in their portfolios at each stage of the investment cycle. Bain Capital’s experience demonstrates how fund managers can accelerate the performance of their portfolio companies.
The European-born CEO of China’s leading tissue manufacturer discusses the changing nature of competition in the region and describes how learning to lead through trust and authenticity proved to be a personal turning point.
There is no need to be paralyzed by uncertainty as the business environment evolves. Instead, we suggest a fast, but low-risk way of adapting to change.
The competitive balance in Asia Pacific appears to be shifting, yet fewer than half of the senior executives there say their companies are prepared. A survey explores how the region’s businesses can better mobilize, execute, and transform with agility.
Which companies have best met the unexpected challenges of this past year and outpaced their competitors? In this latest analysis, Heidrick & Struggles has identified 25 such superaccelerators—14 returning and 11 new to the list.
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.
The race is on among large financial institutions to gain a competitive “digital edge.” Four areas will be critical to success.
Reactive organizations focus on protecting existing markets, while proactive organizations anticipate disruptive forces to gain long-term advantage.
Only 23 elite organizations from the FT 500—a list of companies with the largest market valuations—met our stringent criteria.
In an industry besieged by digital competitors, GameStop’s omnichannel strategy is built on bricks and mortar.