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Manufacturing companies have not shown as much progress in diversity and inclusion as some other sectors—but they have the capacity to become leaders by applying the distinctive problem-solving skills they use for other business challenges.
As technology continues to disrupt the healthcare and life sciences industry, executives in the Nordic countries aren’t quite as concerned as their global counterparts are. To stay ahead, they expect to invest in technology and internal efficiencies.
What separates today’s high-performing organizations from those unable to keep pace with the new demands of leadership?
Growing demand for expertise in artificial intelligence means that companies are vying for a small pool of available talent—and female AI specialists are especially rare. By taking concrete steps, companies can reduce the gender gap and get the talent they need.
At this year’s The Next Web conference, which focused on the changing nature of work in a digital world, Heidrick & Struggles presented its initial research findings on the boardroom of the future and its challenges and priorities over the next five years.
Developing a specific mix of leadership and organizational acumen among senior leaders is crucial to accelerating organizations’ digital transformation.
Using data to advance the business agenda has become a strategic priority, but protecting consumer privacy is a growing concern. The roles of chief data officer and chief privacy officer are evolving and sometimes converging to meet the challenge.
The demands of the CHRO role have changed drastically in the past five years. Today, the CHRO has become a next-generation chief transformation officer. What qualities do CHROs need to succeed?
Before pursuing candidates, companies beyond the technology sector must carefully consider their strategy, organizational maturity, and specific needs.
In this podcast episode, Andy Palmer, chief executive officer of Aston Martin, discusses how the automotive company has consistently overcome the disruptive market by supporting a culture that encourages innovation.
A series of panel discussions at Stanford suggest that the sources of instability are multiplying for both companies and countries. Success will require a sharper focus on the development of human capital—and the concerted application of technology to solve complex problems.
Three types of leaders predominate among today’s data and analytics executives. Companies that understand the interplay between a candidate’s leadership style and the organization’s level of data maturity will have an edge.
“Robo advisors” are threatening to upend the business of financial advisors everywhere. Or are they? A closer look at four plausible scenarios offers practical insights for financial planners eyeing an uncertain future.
In their October 2012 Harvard Business Review article, Tom Davenport and D.J. Patil called Data Scientist, “The Sexiest Job of the 21st Century.” The subject is clearly part of the zeitgeist: academics, industry analysts, consultants and executives all have debated issues such as the required experiences, need for academic training programs, the shortage (or not) of qualified data science talent,
It is a fact – technological advancements just keep accelerating. Digital technology has taken over our lives and digital convergence is within sight. If digital skill sets are not continually refreshed, they can rapidly become as obsolete as an old Nokia flip phone.
A look at big data talent hiring trends and skill sets needed across four industries.
What should a CMO do to get educated on big data? Embody these four steps.