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Over the past five years, we have tracked a marked change in the leadership styles most often used by supply chain executives.
Lyndon Taylor, managing partner of Heidrick & Struggles’ Diversity & Inclusion Practice, talks about his clients’ current needs, how to incorporate inclusion into leadership development training, and the importance of showing up as his authentic self.
TPG’s chief human resources officer, Anilu Vazquez-Ubarri, talks about making sure diversity and inclusion is a long-term goal, not just a short-term issue, and how to measure progress.
Nzinga Shaw, former global chief inclusion & diversity officer at Starbucks, discusses creating organizational accountability, diversity from a holistic human approach, and not operating under “the illusion of inclusion.”
Andy Caine and Tanya Hayes, both partners at Frazier Healthcare Partners in human capital and ESG, discuss Frazier’s unique approach to diversity and inclusion.
Vernā Myers, vice president of inclusion strategy at Netflix, discusses her relief that justice is now central to our conversations about corporate D&I, as is understanding the systemic and structural global issues that influence the workplace.
General Motors’ global chief diversity officer Ken Barrett discusses the ways GM’s leaders are using the global focus on diversity and inclusion to stretch the organization and produce substantive, positive change.
Mark A. Gabriel, CEO and administrator of the Western Area Power Administration, discusses the importance of leadership and culture as critical levers of business performance.
The next decade’s competition in the petroleum industry will be for leaders: those who are able to develop a new humility building their capabilities to think like activists internally, relate like diplomats externally, and serve as effective advocates.
The CEO of Jack in the Box shares his experiences stepping into his new role remotely and discusses the aspects of company culture that have enabled resilience.
Some US chemical company boards have made progress on diversity by adding directors with nontraditional backgrounds. But more progress is needed. To improve, boards should focus on process, performance, and culture.
The fourth annual survey of healthcare and life sciences leaders shows a desire for stability and an accelerated shift toward business models that will help take their products to their customers in a digital-first world.
Stephen Spencer discusses the differences between this recession and the previous one, how the CLO market has changed the corporate restructuring dynamic, and his advice for negotiation in times of extreme stress.
Maggie Wilderotter, chair of the board of directors of DocuSign and former CEO of Frontier Communications, discusses her experiences building diversity at Frontier and how it helped the company as a whole perform better.
Maggie Wilderotter, chair of the board of directors of DocuSign and former CEO of Frontier Communications, explains the ways in which women add value to boards.
Maggie Wilderotter, chair of the board of directors of DocuSign and former CEO of Frontier Communications, discusses the role of women on technology company boards.
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.
Many boards of US nonprofit healthcare systems have held onto governance policies that most corporate boards abandoned long ago. Now, they are in urgent need of change if they are to continue to serve their communities effectively.
Our first report on compensation trends for chief financial officers explores data from private equity professionals in North America and Europe on both organizational structure and compensation for this increasingly critical role.
Heidrick & Struggles' annual survey of investment professionals in North America explores recent compensation data and trends across private equity.