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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.
Simon Brown, chief learning officer at leading pharmaceutical company Novartis, explains how a culture of curiosity enables resilience, learning, and organizational effectiveness.
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.
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.
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.
The fourth annual survey of healthcare and life sciences leaders shows a desire for stability and an accelerated shift toward business models that will help take their products to their customers in a digital-first world.
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.
The way teams operate and deliver can make or break a company’s performance as well as set the tone for its culture. Leaders who keep their teams motivated, with all eyes set on a shared purpose, have a better chance of thriving in the long term.
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.
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.
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.
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.
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.
Heidrick & Struggles' eighth annual survey includes a review of major hiring trends, an in-depth look into the structure of 2020 compensation packages, and a spotlight on trends in Italy.
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.
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.
Heidrick & Struggles’ annual survey of investment professionals in the Asia Pacific region explores recent compensation data and trends across private capital.