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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.
We present insights from current leaders on the most important leadership traits as retail resets.
Though qualitatively different from in-person meetings, a virtually conducted interview process is equally valuable to those making senior-level hiring decisions.
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.
The real competition in the energy industry in the years ahead will be for a new kind of leadership.
The CPO role is gaining traction in the tech and fintech industries. What should companies consider when appointing one?
Rethinking how we describe leadership is a crucial step in finding and attracting the right leaders for today’s challenges.
If a CEO is diagnosed with COVID-19, a board must be prepared to manage the unique consequences. The incoming CEO will benefit from keeping a few tested principles in mind in this unprecedented situation.
Through the COVID-19 crisis and after, leaders who can disrupt and challenge successfully can be important sources of organizational resilience.
CEO succession should be an ongoing part of boards’ work—but boards also need to understand how considerations shift as change gets closer.
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.
When preparing for volatility, private equity firms should not forget to assess whether their portfolio company leadership teams have the right capabilities to weather the storm.
What separates today’s high-performing organizations from those unable to keep pace with the new demands of leadership?
To find the leadership team best fit for the new organization—from day one—companies need to perform the same level of due diligence as they do for other strategic matters during a merger or acquisition.
More and more fintechs are seeking COOs, but figuring out who’s right for the role is harder than it seems.
The role of the CHRO is changing fast. We offer five lessons from some of the world’s most digitally enabled human resources leaders.
With a few changes, any team can increase its speed and effectiveness.
In conversations with more than 50 limited partners around the world, we found that industry leaders expect to see general partners take an increasingly sophisticated and effective approach to their talent agendas.