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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.

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A survey of industry leaders in Europe highlights their biggest challenges as they deal with the unprecedented change accelerated by the COVID-19 pandemic.

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We present insights from current leaders on the most important leadership traits as retail resets.

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Boards that routinely evaluate their capabilities with strategic goals in mind and establish a diverse pipeline of potential directors will be best positioned to help their organizations reset for resilience and thrive in the long term.

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Most companies today are more tech enabled than they were even six months ago. Boards have an important role to play in ensuring that companies can benefit from those gains—and avoid new strategic risks—as they reset to focus on long-term performance.

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Article

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.

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Though qualitatively different from in-person meetings, a virtually conducted interview process is equally valuable to those making senior-level hiring decisions.

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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.

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Leaders can take four steps to build a purpose-driven organization that leads to better business outcomes.

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Article

Andrew Harding, managing director and CEO of Aurizon, shares his thoughts on current challenges CEOs are facing and his approach to succession planning.

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Publication

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.

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The real competition in the energy industry in the years ahead will be for a new kind of leadership.

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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.

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Companies that are agile have a better chance of not just surviving but thriving during the COVID-19 crisis.

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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.

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The CPO role is gaining traction in the tech and fintech industries. What should companies consider when appointing one?

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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.

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Most boards don’t take the time to step back and rigorously review their own performance. Doing so will benefit not only the board but the organization as well.

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Heidrick & Struggles has developed four scenarios for the world of work in 2023. Here we explore the implications for leaders and organizations in each scenario.

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What board members should keep in mind now to prepare their companies for the post-crisis world.

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