Knowledge Center

The boards of companies that are going public through SPACs typically need to reshape themselves quickly. Considering new requirements in advance will help them position themselves for successful transactions.

To make a social sector CEO search successful, boards and leaders should work to align their purpose with their employees, balancing employee perspectives with the financial, legal, and governance needs of the organization.

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.

Healthcare IT companies are lagging on diversity. But industry leaders are committed to change, and many are taking concrete steps to improve their recruiting and talent management processes.

There is no going back: the fundamental changes in ways of working caused by COVID-19 require leaders to change, too. New approaches to agility and inclusion, which helped organizations through the crisis, are at the core of resetting organizations for long-term resilience.

As they develop from investment vehicle to operator, SPACs face three distinct leadership challenges. They will benefit from planning in advance for each.

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.

The chemical industry is at a tipping point in the climate change and circular economy conversations, and it is time for all leaders to get on board.

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.

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.

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.