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John Wood, vice chairman at Heidrick & Struggles, speaks with Stephen Sadove, a non-executive chairman at Aramark and the former chairman and CEO of Saks, about the benefits and conducting the CEO-hiring process virtually.
A survey of industry leaders in Europe highlights their biggest challenges as they deal with the unprecedented change accelerated by the COVID-19 pandemic.
Leaders need to make strategic changes more quickly, and with less information, than ever before. Our research highlights two approaches that can help.
In this podcast, Tamla Oates-Forney shares her experiences and insights gained from leading her workforce through the COVID-19 crisis: the importance of putting people first, maintaining a sense of calm, and openness and transparency.
We present findings from our survey of 90 general counsels in the United States on how their role and that of legal departments has changed this year and what they expect for the future.
We present insights from current leaders on the most important leadership traits as retail resets.
A study of leadership teams at the top 50 pharmaceutical companies around the world highlights the current state of gender diversity and suggests ideas for leaders who want to improve it.
Companies are using digital tools and automation more than ever. Now, as leaders reimagine and reset their businesses for the future, those who focus on purpose and culture while they seek to make the most of technology will be in the best position to thrive.
Samuel Wu, president of Whirlpool Asia, shares his thoughts on the evolving role of the CEO to meet rising expectations and challenges and the four foundation pillars in succession planning.
In this podcast, Philip Wenger, chairman and CEO at Fulton Financial, discusses the company’s cultural transformation journey and how its culture is helping it continue to serve its employees and customers during the COVID-19 pandemic.
Though qualitatively different from in-person meetings, a virtually conducted interview process is equally valuable to those making senior-level hiring decisions.
Heidrick & Struggles’ inaugural survey of alternative asset management marketing and investor relations professionals in North America explores recent compensation data and trends across private equity, hedge funds, and real estate.
Employers are increasingly finding it harder to fill management and executive positions. Companies with a clearly stated and authentic higher purpose have an advantage in the search for top talent.
Leaders can take four steps to build a purpose-driven organization that leads to better business outcomes.
Andrew Harding, managing director and CEO of Aurizon, shares his thoughts on current challenges CEOs are facing and his approach to succession planning.
Leaders can build resilience and agility by rethinking their approach to performance management in the wake of the COVID-19 pandemic.
In this podcast, Ravi Kumar, president at Infosys, shares his perspective on how the COVID-19 pandemic will change the order of society and the enterprise as we are forced to transition into more agile, resilient, outcome-centric, and empathy-driven hybrid organizations.
During the COVID-19 crisis, leaders are having to make decisions that involve paradoxes: choosing between seemingly self-contradictory goals. Those who reframe their thinking about such decisions will make better ones.
The real competition in the energy industry in the years ahead will be for a new kind of leadership.
The COVID-19 crisis will force many companies into some form of restructuring. Keeping a few purpose-focused principles in mind can help boards and leadership teams emerge with more agile, innovative, and resilient organizations.