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Tshilidzi Marwala, professor, vice chancellor, and principal of the University of Johannesburg and non-executive director at Nedbank, discusses his changing view of leadership.
Leaders who understand the behaviors that underlie agility, how to measure their agility today, and how to develop agility as part of new ways of working will build a long-term advantage.
Over the past five years, we have tracked a marked change in the leadership styles most often used by supply chain executives.
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.
Institutions seeking to hire executives in digital assets will find it challenging due to the small talent pool made up of those who seek different incentives than more traditional potential hires.
Julian Sawyer, CEO of Bitstamp, the world’s longest standing crypto exchange, discusses the impacts of the accelerating pace of change in the digital assets and digital finance space.
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.
In this podcast, Steve Foots, CEO of Croda, discusses how the company integrated a purpose-led approach into its strategy and how it is driving growth by focusing on innovation while also embracing sustainability.
Mark A. Gabriel, CEO and administrator of the Western Area Power Administration, discusses the importance of leadership and culture as critical levers of business performance.
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.
Rethinking the focus and structure of the chief product officer role will help asset management firms better connect with customers, innovate more effectively, and operate more nimbly.
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 CEO of Jack in the Box shares his experiences stepping into his new role remotely and discusses the aspects of company culture that have enabled resilience.
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.
Simon Brown, chief learning officer at leading pharmaceutical company Novartis, explains how a culture of curiosity enables resilience, learning, and organizational effectiveness.
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.
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.