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A survey by Heidrick & Struggles reveals top drivers of disruption in the industry: anticipated threats are top of mind for healthcare and life sciences senior executives.
A series of panel discussions at Stanford suggest that the sources of instability are multiplying for both companies and countries. Success will require a sharper focus on the development of human capital—and the concerted application of technology to solve complex problems.
In its latest annual analysis, The Conference Board, in collaboration with Heidrick & Struggles, tracks key trends in CEO succession practices at S&P 500 companies.
Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
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.
Heidrick & Struggles sponsors the 22nd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
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.
As an HR leader, how can you help a new CEO cope with the demands of the role and become a success?
Generational change offers boards the opportunity to improve their performance and increase diversity. A survey of global board members suggests there is little consensus on how to seize the opportunities.
US companies of all stripes can benefit from more diverse senior management with a broader range of cultural experiences and cognitive skills. Developing such leaders will be a competitive necessity in an increasingly complex world.
The talent acquisition paradigm is shifting in the financial industry. Learn the industry's new hiring practices on Heidrick & Struggles' LeadershipTV™.
Imagine that the board of a successful company, facing no apparent crisis, approaches the date of a long-planned CEO succession and finds, to its surprise, that no internal candidate is fully ready to assume the top job.
Consumer spending in Asia is expected to grow exponentially, much of it driven by a new generation of online shoppers. The number of people connected to the Internet around the world has grown from 1% of the global population in 1995 to 40% last year. By the end of this year, some 3 billion people will be online. Half of them will be in Asia.
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.
As the date of a planned CEO succession nears, organization redesign can help make sure that a top internal candidate will be as well prepared as possible to make the demanding leap to the top job.
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.
In the fall of 2013, The Institute of Executive Development and the Rock Center for Corporate Governance at Stanford University conducted in-depth interviews with executives and directors at 20 companies regarding their succession and executive development practices.