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Though qualitatively different from in-person meetings, a virtually conducted interview process is equally valuable to those making senior-level hiring decisions.
If a CEO is diagnosed with COVID-19, a board must be prepared to manage the unique consequences. The incoming CEO will benefit from keeping a few tested principles in mind in this unprecedented situation.
Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
In an industry besieged by digital competitors, GameStop’s omnichannel strategy is built on bricks and mortar.
By forgoing leisurely onboarding and induction processes, boards can ensure directors get off to a fast start.
How do you energize a moribund retail giant? A renewed focus on the customer and investments in omnichannel retailing.
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.
By adhering to these recommended principles and practices — objectivity, dialogue, appropriate involvement of management, attention to major investors, and prudent use of outsiders — boards can more adequately and accurately respond to an activist’s approach.
Heidrick & Struggles was among a high-profile group of influential business and government leaders as a sponsor of the Stanford Institute for Economic Policy Research (SIEPR) Economic Summit 2014, which is being held on March 14 at Stanford University. The one-day summit drew more than 450 CEOs, private equity and venture capital investors and senior policy investors.
Despite the barrels of ink and numberless bytes that have been expended on CEO succession planning advice, many directors remain dissatisfied with the process.