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Manoj Kohli, country head of Softbank India, discusses how to build a purpose-driven organization and the challenges CEOs are facing in India today.
James Riley, group CEO of Mandarin Oriental Hotels, shares his thoughts on the role of the leader in times of crisis and how boards can help their CEOs and their executive teams be more effective.
Jerry Liu, president of Cargill China, shares his thoughts on the evolving role of the CEO in the wake of the COVID-19 pandemic and the biggest challenges leaders will face in the coming years.
As the role of the food and agribusiness CEO in Australia and New Zealand evolves and grows more complex, early succession planning is critical in finding the next generation of leaders for the sector.
Board seats filled in 2019 at ASX 200 and NZX 10 companies show continued progress on gender diversity, less focus on digital or prior board experience, and more focus on financial risk and compliance experience.
Heidrick & Struggles’ annual survey of investment professionals in the Asia Pacific region explores recent compensation data and trends across private capital.
In our latest Route to the Top, Heidrick & Struggles’ annual demographic study of chief executives, we examined how COVID-19 has—and hasn’t—changed what companies are looking for in CEOs.
In 2019, about the same share of board seats filled at the top 50 Hang Seng–listed companies were filled by people who had been CEOs or CFOs as the year before, but a notably smaller share had prior board expertise.
In 2019, Singaporean boards exhibited a strong preference for new directors with previous corporate governance experience, as well as those with experience in business services or financial risk expertise.
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.
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.
Andrew Harding, managing director and CEO of Aurizon, shares his thoughts on current challenges CEOs are facing and his approach to succession planning.
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.
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.