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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.

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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.

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Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.

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In an industry besieged by digital competitors, GameStop’s omnichannel strategy is built on bricks and mortar.

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By forgoing leisurely onboarding and induction processes, boards can ensure directors get off to a fast start.

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How do you energize a moribund retail giant? A renewed focus on the customer and investments in omnichannel retailing.

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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.

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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.

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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.

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Despite the barrels of ink and numberless bytes that have been expended on CEO succession planning advice, many directors remain dissatisfied with the process.

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