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Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
By forgoing leisurely onboarding and induction processes, boards can ensure directors get off to a fast start.
Given current and future trends, the demand is likely to rise significantly in the coming years for the formidable competencies that healthcare leaders possess—and the talent pool is deep.
The digital revolution has big implications for boards. The best of them are already working hard to bolster their digital know-how.
The best nominating committees look beyond traditional pools of talent, astutely assess candidate readiness, and thoroughly prepare to defend nominees’ business and cultural fit with the entire board.
The chief information security officer (CISO) has emerged as an important C-suite role, and a hard one to fill—particularly in Europe.
Heidrick & Struggles sponsors the 22nd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
Despite Fortune 500 boards filling a record number of seats with independent directors in 2015, diversity among new directors stalled. Learn more about trends in board composition in the 2016 Heidrick & Struggles Board Monitor.
By studying clear and concise board reports, companies can learn to communicate a more complete picture of their business, thereby differentiating themselves in the market.
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the need for diversity on boards today.
A new era of corporate splits, spins, and separations raises the stakes on making a bad board appointment. Here’s how thoughtful parent companies avoid them when turning one board into two.
Heidrick & Struggles’ latest Board Monitor examines how the most recent cohort of Fortune 500 board appointments is shifting the landscape in board composition, diversity, and talent.
Too often, boards of directors neglect the impact of talent strategy on corporate health. Asking the right questions can help ensure sufficient leadership competencies and smooth transitions.
By understanding various thinking styles and preferences, boards can build and strengthen their diversity of thinking—and make better decisions.
From the unexpected arrival of activist investors to the unexpected departure of a key director, boards face an array of situations where they may be caught flat-footed on matters of board succession. Smart boards employ four approaches to better prepare themselves.
Generational change offers boards the opportunity to improve their performance and increase diversity. A survey of global board members suggests there is little consensus on how to seize the opportunities.
The Taiwan Stock Exchange Corp. is taking steps to improve board governance among listed companies.
This collection brings together five of our 2014 Board Governance Letters from Directors & Boards magazine, offering both a look back at critical corporate governance challenges and a look forward at ways to address them.
As a prelude to the Heidrick & Struggles Board Dinner on Tuesday 18th November, Will Moynahan – Managing Partner and Fiona Woolf discuss the UK’s competitiveness and its ability to attract capital and talent from around the world.
Nonprofit boards across America are grappling with the countervailing forces of funding pressures and increasing demands for their services, with most saying they are unable to meet their community needs. To deal with these and other issues, board chairs are looking for deeper business expertise, greater diversity, and new skills on their boards to deal with new realities.