Access our insights, latest research, leadership trends and more through our Knowledge Center.
New CEOs often struggle to hit the ground running. Executives who follow five steps can accelerate their progress toward becoming effective leaders of their organization.
Uncertain times call for adaptive strategic leaders. Six key skills are necessary for leaders to effectively navigate the unknown and think strategically.
A series of panel discussions at the annual conference focused on issues of cybersecurity and trust, the importance of having the right talent in the right places, leading complex organizations, and the increasing services trade, among other pressing topics for academic, corporate, and governmental leaders.
Heidrick & Struggles’ survey of senior executives in healthcare and life sciences reveals top drivers of disruption and potential solutions.
The role of the CHRO is changing fast. We offer five lessons from some of the world’s most digitally enabled human resources leaders.
In this podcast, Doug Jackson, former CEO of Coca-Cola Beverages Africa (CCBA), discusses his 35 years within the Coca-Cola system and his journey as a leader, including his friendship with Nelson Mandela and the leadership lessons he learned from him.
Fast-growing, disruptive fintechs could make big leaps by strategically adding board members with operational experience as well as backgrounds in finance, technology, regulatory, and general management. Throw in time as an investor, and you might have found the ideal fintech board member.
Our second annual profile of new independent directors at the largest British, French, and German companies captures the evolution of European boards at a time of continuing uncertainty in the region and around the world.
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.
The destination may be the same, but research suggests that the path to the corner office varies across 12 Western European countries and the United States.
The case for more women executives and board directors is stronger than ever, as female representation not only is essential for the realization of gender equality but also helps improve financial returns.
With a few changes, any team can increase its speed and effectiveness.
The Conference Board’s latest annual report, developed in collaboration with Heidrick & Struggles, tracks key trends in CEO succession practices at S&P 500 companies.
While gender diversity on large-cap Australian boards is approaching the AICD’s goal of 30% female representation, small-cap boards are lagging.
A survey by Heidrick & Struggles reveals top drivers of disruption in the industry: anticipated threats are top of mind for healthcare and life sciences senior executives.
More than 38% of all independent board seats filled by Fortune 500 companies in 2017 went to women. That’s the largest percentage of new female directors since we began tracking the figure in 2009—yet progress remains slow.
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.
For directors, an understanding of leadership styles can enrich judgments and discussions about CEO performance, CEO candidates, and the kind of leadership needed in specific business situations.
Heidrick & Struggles expands our annual analysis of incoming board directors to Europe, tracking industry experience and diversity in gender and nationality in France, Germany, and the United Kingdom.
A series of panel discussions at Stanford suggest that the sources of instability are multiplying for both companies and countries. Success will require a sharper focus on the development of human capital—and the concerted application of technology to solve complex problems.