Knowledge Center
Access our insights, latest research, leadership trends and more through our Knowledge Center.
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Stephen Spencer discusses the differences between this recession and the previous one, how the CLO market has changed the corporate restructuring dynamic, and his advice for negotiation in times of extreme stress.
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Consumer goods companies have the opportunity to experiment with direct online channels and add to their current go-to-market strategy. But to succeed, companies will need the right leadership and culture.
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Lou Von Thaer, president and CEO of Battelle, a global research and development organization, shares his experiences driving a restructuring and complete organizational cultural transformation, focusing on trust, transparency, and accountability.
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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.
Chief risk officers in financial services need to be far more than financial risk experts today. Firms need to fundamentally change how they develop risk executives to ensure they will have the leaders they need.
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.
Alan Holtz, managing director of the turnaround and restructuring practice at AlixPartners, discusses the role of the chief restructuring officer and the operational challenges he’s been working on through the pandemic.
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 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.
Gilles Andrier, CEO of the world's largest company in flavor and fragrance, discusses purpose-driven leadership in the chemicals industry.
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.
The chemical industry is at a tipping point in the climate change and circular economy conversations, and it is time for all leaders to get on board.
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.
The most successful leaders find a balance among managing up, developing relationships with peers, and leading others.
Financial services firms have faced unprecedented challenges in recent months to sustain operational excellence. Those with a strong culture of excellence—based on purpose, agility, and simplicity—have fared the best.
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.”
Brett Tejpaul, head of institutional sales at digital currency exchange company Coinbase, talks about what’s happening in the cryptocurrency sector and how he sees it evolving in the next few years.
Though the role of CEO increasingly requires an additive set of skills and experiences that includes digital, sustainability, and purpose-driven leadership, the current talent pool for future banking CEOs is still predominantly made up of those with more traditional skill sets.