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CEOs and other senior executives need to learn new skills — and in some cases, new mind-sets — to thrive as leaders in a hyperconnected world.
Priya Dixit Vyas speaks with Natalie Ceeney, chair of Innovate Finance and former CEO of the UK’s Financial Ombudsman Service, on why leaders should focus on corporate culture.
The global convenience store retailer is challenging retailing’s status quo through business model innovation and out-of-the-box partnerships.
The best nominating committees look beyond traditional pools of talent, astutely assess candidate readiness, and thoroughly prepare to defend nominees’ business and cultural fit with the entire board.
The key is creating a culture where people are optimistic in the face of challenge, regularly seek to improve, and embrace the opportunities for reinvention that digital brings.
When companies make a strategic shift, the chairman and board of directors must ensure the culture also pivots — starting with the top team — to make the strategy work.
The transformative CEO in a hyperconnected world defends the core market and plays offense as a disruptor.
Companies that chase digital opportunities without first understanding whether their people have the requisite mind-sets to seize them will likely fail.
Too often, boards of directors neglect the impact of talent strategy on corporate health. Asking the right questions can help ensure sufficient leadership competencies and smooth transitions.
It is a fact – technological advancements just keep accelerating. Digital technology has taken over our lives and digital convergence is within sight. If digital skill sets are not continually refreshed, they can rapidly become as obsolete as an old Nokia flip phone.
Discover how a General Counsel's background makes the role a unique presence in the board room through Heidrick & Struggles' recent LeadershipTV™ episode.
To create true innovation and unleash productivity, manufacturing company leaders should consider a strategy beyond a focus on process improvement, cost, quality, and delivery that includes a culture change to enhance spirit, performance, and competitiveness.
To gain an insider perspective on the rapidly changing business models confronting Australian companies today, we invited some of our most forward-thinking business leaders to discuss the role played by corporate culture in individual, team and organisational effectiveness.
In 2013, as in our previous survey, we wanted to know what senior leaders in the industry see as their top priorities for the coming years, their biggest concerns, and, more specifically, how they view the issues around talent that will be critical for their success.
The old certainties about leaders and leadership practices – if they ever existed – no longer hold. Leadership has changed because both the environment in which leadership is practiced and our expectations of leaders have fundamentally changed.
In an industry that historically has changed at a sedate pace, big banks have been altering the way they do things at dizzying speed. Facing narrow margins, tighter regulation and wary customers, they are forging new business models, transforming operational processes and re-orienting around service.
Todays CEOs face challenges that continue to evolve with unprecedented speed. Unstable markets, greater regulation, heightened public pressure, impact of social media, new technology, and data security, to name a few, all create new areas of risk and opportunity.