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Heidrick & Struggles’ Jenni Hibbert explains the differences between European and American corporate governance and what executives should consider before joining a board, as well as examines recent trends in European board composition, on the MPW panel “How good boards operate.”
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.
Though the role of CEO increasingly requires an additive set of skills and experiences that includes digital, sustainability, and purpose-driven leadership, the current talent pool for future banking CEOs is still predominantly made up of those with more traditional skill sets.
Heidrick & Struggles’ Bonnie Gwin explains what boards should and shouldn’t focus on in crisis and examines recent trends in board composition on the MPW panel “The board’s role in leading through crisis.”
Rick Chesley of law firm DLA Piper discusses the differences between this restructuring cycle and past ones as well as what may happen in terms of restructuring activity within the next 6 to 12 months.
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 our inaugural look at board seats filled at Bovespa companies, we see a preference for adding directors with prior C-suite experience—especially CEO experience—and prior service on boards.
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.
Interviews with the chairs of the largest public companies listed in the United Kingdom, predominantly FTSE 100, highlight how boards are meeting some perennial challenges in today’s unprecedented circumstances.
In 2019, corporate boards in Europe sought financial expertise and directors with international backgrounds, which should help companies navigate this year’s economic and social volatility.
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.
Last year, Canadian boards exhibited a strong preference for new directors with previous corporate governance experience, greater gender diversity, and financial, operational, and sustainability expertise.
Fortune 500 boards sought to diversify in 2019, with mixed success, and added a mix of new and familiar expertise. Amid the global economic contraction and ongoing protests against racial injustice, these are directors with valuable and fresh perspectives.
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.
Boards that routinely evaluate their capabilities with strategic goals in mind and establish a diverse pipeline of potential directors will be best positioned to help their organizations reset for resilience and thrive in the long term.
Most companies today are more tech enabled than they were even six months ago. Boards have an important role to play in ensuring that companies can benefit from those gains—and avoid new strategic risks—as they reset to focus on long-term performance.
In this podcast, Yvette Austin Smith, principal and director of The Brattle Group, a global economics and financial consulting firm that provides expertise in litigation and regulatory matters, discusses leadership and current financial market trends.
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.