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The next decade’s competition in the petroleum industry will be for leaders: those who are able to develop a new humility building their capabilities to think like activists internally, relate like diplomats externally, and serve as effective advocates.
Johannes Bussmann, CEO of Lufthansa Technik, discusses the importance of shaping a digital transformation in the wake of COVID-19 and how boards can help CEOs.
Carsten Hellmann, the CEO of global pharmaceutical company ALK and non-executive director of healthcare technology company Coloplast, discusses the ways his role as a non-executive director has benefitted his job as CEO.
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.
James Riley, group CEO of Mandarin Oriental Hotels, shares his thoughts on the role of the leader in times of crisis and how boards can help their CEOs and their executive teams be more effective.
As boards add new directors, they are increasingly struggling to find the right balance among their current structures and maintaining a healthy board culture. The right first step is assessing whether the basic structure is still fit for purpose.
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.
As they develop from investment vehicle to operator, SPACs face three distinct leadership challenges. They will benefit from planning in advance for each.
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.
Maggie Wilderotter, chair of the board of directors of DocuSign and former CEO of Frontier Communications, discusses the role of women on technology company boards.
In this podcast, Andreas Feiner, CEO of Arabesque S-Ray, and Philipp Rösler, Arabesque advisor and former Vice Chancellor of Germany, discuss how a sustainable business model reflects positively on economic outcomes and demonstrates responsibility for the environment, society, and the next generation.
Board seats filled in 2019 at ASX 200 and NZX 10 companies show continued progress on gender diversity, less focus on digital or prior board experience, and more focus on financial risk and compliance experience.
Heidrick & Struggles’ Jenni Hibbert explains the differences between European and American corporate governance and what executives should consider before joining a board, as well as examines recent trends in European board composition, on the MPW panel “How good boards operate.”
Many boards of US nonprofit healthcare systems have held onto governance policies that most corporate boards abandoned long ago. Now, they are in urgent need of change if they are to continue to serve their communities effectively.
Heidrick & Struggles’ Bonnie Gwin explains what boards should and shouldn’t focus on in crisis and examines recent trends in board composition on the MPW panel “The board’s role in leading through crisis.”
In 2019, about the same share of board seats filled at the top 50 Hang Seng–listed companies were filled by people who had been CEOs or CFOs as the year before, but a notably smaller share had prior board expertise.
In our inaugural look at board seats filled at Bovespa companies, we see a preference for adding directors with prior C-suite experience—especially CEO experience—and prior service on boards.
In 2019, Singaporean boards exhibited a strong preference for new directors with previous corporate governance experience, as well as those with experience in business services or financial risk expertise.
Interviews with the chairs of the largest public companies listed in the United Kingdom, predominantly FTSE 100, highlight how boards are meeting some perennial challenges in today’s unprecedented circumstances.