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Lyndon Taylor, managing partner of Heidrick & Struggles’ Diversity & Inclusion Practice, talks about his clients’ current needs, how to incorporate inclusion into leadership development training, and the importance of showing up as his authentic self.
TPG’s chief human resources officer, Anilu Vazquez-Ubarri, talks about making sure diversity and inclusion is a long-term goal, not just a short-term issue, and how to measure progress.
Nzinga Shaw, former global chief inclusion & diversity officer at Starbucks, discusses creating organizational accountability, diversity from a holistic human approach, and not operating under “the illusion of inclusion.”
Andy Caine and Tanya Hayes, both partners at Frazier Healthcare Partners in human capital and ESG, discuss Frazier’s unique approach to diversity and inclusion.
Vernā Myers, vice president of inclusion strategy at Netflix, discusses her relief that justice is now central to our conversations about corporate D&I, as is understanding the systemic and structural global issues that influence the workplace.
General Motors’ global chief diversity officer Ken Barrett discusses the ways GM’s leaders are using the global focus on diversity and inclusion to stretch the organization and produce substantive, positive change.
Johanna Lamminen discusses the benefits and challenges of having a non-executive director role in a different industry than her executive role and how COVID-19 impacted her leadership priorities.
Jean-Christophe Tellier, CEO of global biopharmaceutical company UCB, discusses the evolving role of the CEO, the impact of COVID-19 on the industry, and UCB’s sustainability agenda.
Duncan Penny discusses the benefits and challenges of his first non-executive director role and offers some advice for executives as they join a board, particularly one in a different industry.
The boards of companies that are going public through SPACs typically need to reshape themselves quickly. Considering new requirements in advance will help them position themselves for successful transactions.
To make a social sector CEO search successful, boards and leaders should work to align their purpose with their employees, balancing employee perspectives with the financial, legal, and governance needs of the organization.
Some US chemical company boards have made progress on diversity by adding directors with nontraditional backgrounds. But more progress is needed. To improve, boards should focus on process, performance, and culture.
Healthcare IT companies are lagging on diversity. But industry leaders are committed to change, and many are taking concrete steps to improve their recruiting and talent management processes.
Jerry Liu, president of Cargill China, shares his thoughts on the evolving role of the CEO in the wake of the COVID-19 pandemic and the biggest challenges leaders will face in the coming years.
Maggie Wilderotter, chair of the board of directors of DocuSign and former CEO of Frontier Communications, discusses her experiences building diversity at Frontier and how it helped the company as a whole perform better.
There is no going back: the fundamental changes in ways of working caused by COVID-19 require leaders to change, too. New approaches to agility and inclusion, which helped organizations through the crisis, are at the core of resetting organizations for long-term resilience.
As they develop from investment vehicle to operator, SPACs face three distinct leadership challenges. They will benefit from planning in advance for each.
As the role of the food and agribusiness CEO in Australia and New Zealand evolves and grows more complex, early succession planning is critical in finding the next generation of leaders for the sector.
Maggie Wilderotter, chair of the board of directors of DocuSign and former CEO of Frontier Communications, explains the ways in which women add value to boards.
In this podcast, Joerg Hofmann, CEO of LEVC, discusses the transformation of the traditional automotive company into a competitor in the global e-mobility market segment.