Knowledge Center
Access our insights, latest research, leadership trends and more through our Knowledge Center.
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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.”
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AmerisourceBergen’s Robert Mauch shares his perspectives on purpose-driven change management, corporate diversity and inclusion, the public perception of the pharmaceutical industry, and innovations within the healthcare sector.
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.
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.”
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.
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.
In this podcast, Tamla Oates-Forney shares her experiences and insights gained from leading her workforce through the COVID-19 crisis: the importance of putting people first, maintaining a sense of calm, and openness and transparency.
We present findings from our survey of 90 general counsels in the United States on how their role and that of legal departments has changed this year and what they expect for the future.
A study of leadership teams at the top 50 pharmaceutical companies around the world highlights the current state of gender diversity and suggests ideas for leaders who want to improve it.
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.
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.
In this podcast, Ravi Kumar, president at Infosys, shares his perspective on how the COVID-19 pandemic will change the order of society and the enterprise as we are forced to transition into more agile, resilient, outcome-centric, and empathy-driven hybrid organizations.
Even before the COVID-19 pandemic, boards were facing a daunting mix of challenges that highlighted weaknesses in many traditional practices. To be fit for the future, boards must focus on their purpose, composition, and culture.