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The role of the CEO is changing, and so are the skills and competencies being sought, according to our findings on newly appointed CEOs across 16 countries.
Singapore’s public company boards have realized the need for more rapid change in corporate governance to meet new economic opportunities. This year’s report tracks how a focus on issues such as board renewal and diversity is affecting director recruitment.
Hong Kong’s public company boards are seeking new director skills and expertise. In this year’s report, we track what experience is in demand and how recruitment of directors is evolving.
Public company boards in Australia have taken note of public and government pressure for more diversity, increasing the appointment of women to boards. This report on new directors tracks the governance changes underway in Australia and New Zealand.
Corporate leaders in the region increasingly see the value of diverse leadership teams that reflect the markets their companies serve.
Asia Pacific healthcare and life sciences leaders are future-proofing for disruption by continuing to invest in the right people and building a culture of readiness. But preparing for the future should also include assessing and rethinking their current business models.
Digitally mature organizations recognize that people and culture matter as much as technology when it comes to leading a successful digital transformation. Here are four guiding principles for embedding a digital mind-set.
As private capital grows and matures in Asia Pacific, demand remains high for investment professionals in the region, according to our sixth annual survey.
In this podcast, Adrian O’Connor, former regional chief financial officer of Prudential Corporation Asia, discusses financial growth and disruption in the insurance industry and how technology is evolving the role of the CFO.
In this podcast, Rainer Hundsdörfer, CEO of Heidelberger Druckmaschinen, discusses the importance of China’s manufacturing industry for the company’s competitiveness and how doing business in China differs from operating in the Western world.
Companies face a unique mix of cultural and strategic set of challenges in undertaking digital transformations to meet changing consumer demands and emerging digital competitors. Addressing these challenges starts with defining a clear digital ambition and the role talent plays in making it successful.
In this podcast, Robert Ronneberger, vice president for Asia at BlackRock, discusses how the company is promoting LGBTQ rights in Asia and encouraging diversity and inclusion in the workplace.
Organizations that find the right digital talent and align their transformation with local conditions and their business strategy will have the edge in the APAC region.
The role of CEO is both privileged and demanding—there’s little time to think about what lies ahead. So how do corporate leaders cope when stepping down, from loss of status to finding a new purpose in life? Here, five former CEOs share their perspectives.
For the first time, Heidrick & Struggles expands our annual analysis of incoming board directors to the Asia Pacific region, tracking industry experience and diversity in gender and nationality, among other findings, in Australia, Hong Kong, New Zealand, and Singapore.
Heidrick & Struggles’ annual survey highlights recent compensation data and trends for private capital professionals across the Asia Pacific region.
While gender diversity on large-cap Australian boards is approaching the AICD’s goal of 30% female representation, small-cap boards are lagging.
Heidrick & Struggles’ Journey to the Top leadership forum in Shanghai, China, brought together female leaders from major international life sciences companies to explore the path to leadership for aspiring women.
Interviews with more than 50 Australian investors provide a candid view of investors’ perceived gaps in board performance as well as a template for how boards can improve.
In this podcast episode, NiQ Lai, chief operating officer of Hong Kong Broadband Network (HKBN), discusses how striking the right balance between fulfilling the company’s purpose and achieving bottom-line results led to the company’s expeditious growth.