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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.
In this podcast, Yvette Austin Smith, principal and director of The Brattle Group, a global economics and financial consulting firm that provides expertise in litigation and regulatory matters, discusses leadership and current financial market trends.
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.
Though qualitatively different from in-person meetings, a virtually conducted interview process is equally valuable to those making senior-level hiring decisions.
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.
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.
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.
Even before the COVID-19 pandemic, boards were facing a daunting mix of challenges that highlighted weaknesses in many traditional practices. To be fit for the future, boards must focus on their purpose, composition, and culture.
The CPO role is gaining traction in the tech and fintech industries. What should companies consider when appointing one?
What excellent leadership is—and is not—in the COVID-19 pandemic.
In this podcast, Mike Puzziferri, retired deputy fire chief in the FDNY, shares his experience during the recovery and rebuilding after 9/11 and the lessons the FDNY learned to better prepare for future crises.
When digital transformations begin to meet resistance, pausing to reset course and emphasizing talent and culture can help companies reengage the organization and rebuild momentum.
Focusing on three principles will help leaders support a resilient workforce during the COVID-19 crisis, and do so in a way that will help the whole organization thrive in the long term.
Jacqueline Chow, non-executive director for Coles Group, and David Gonski, chairman of ANZ, discuss the important role that boards serve in promoting D&I initiatives and helping companies realize the business benefits of their efforts.