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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.
A survey of industry leaders in Europe highlights their biggest challenges as they deal with the unprecedented change accelerated by the COVID-19 pandemic.
Leaders need to make strategic changes more quickly, and with less information, than ever before. Our research highlights two approaches that can help.
We present insights from current leaders on the most important leadership traits as retail resets.
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.
Companies are using digital tools and automation more than ever. Now, as leaders reimagine and reset their businesses for the future, those who focus on purpose and culture while they seek to make the most of technology will be in the best position to thrive.
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.
Though qualitatively different from in-person meetings, a virtually conducted interview process is equally valuable to those making senior-level hiring decisions.
Employers are increasingly finding it harder to fill management and executive positions. Companies with a clearly stated and authentic higher purpose have an advantage in the search for top talent.
Leaders can take four steps to build a purpose-driven organization that leads to better business outcomes.
Andrew Harding, managing director and CEO of Aurizon, shares his thoughts on current challenges CEOs are facing and his approach to succession planning.
Even before the COVID-19 crisis, most pharma companies were struggling to make the most of digital. With operations radically changed by the crisis, getting the right digital leadership in place is more important than ever.
Companies looking for CMOs have swung from seeking branding gurus to seeking technological wizards. The right approach lies straight down the middle.
The real competition in the energy industry in the years ahead will be for a new kind of leadership.
The COVID-19 crisis will force many companies into some form of restructuring. Keeping a few purpose-focused principles in mind can help boards and leadership teams emerge with more agile, innovative, and resilient 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.
The CPO role is gaining traction in the tech and fintech industries. What should companies consider when appointing one?
In this podcast, Mike Puzziferri, retired deputy fire chief in the FDNY, shares his experience during the recovery and rebuilding after 9/11 and the lessons the FDNY learned to better prepare for future crises.
Focusing on three principles will help leaders support a resilient workforce during the COVID-19 crisis, and do so in a way that will help the whole organization thrive in the long term.