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A Heidrick & Struggles survey collects the advice of more than 700 human resources officers and transitioning executives on how best to move into a new role.
In its latest annual analysis, The Conference Board, in collaboration with Heidrick & Struggles, tracks key trends in CEO succession practices at S&P 500 companies.
The destination may be the same, but research suggests that the path to the corner office is different in France, Germany, the United Kingdom, and the United States.
Succession planning is an ongoing process—not something you do once or every few years.
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.
Diversity on boards—including not only ethnic and gender diversity but diversity of experiences as well—is limited today. Companies can take five steps to help ensure more diversity in their boardrooms.
The talent acquisition paradigm is shifting in the financial industry. Learn the industry's new hiring practices on Heidrick & Struggles' LeadershipTV™.
Imagine that the board of a successful company, facing no apparent crisis, approaches the date of a long-planned CEO succession and finds, to its surprise, that no internal candidate is fully ready to assume the top job.
Putting substantive mentoring into practice is not easy, nor is it a short-term ad hoc solution. It requires commitment from the board, buy-in and support from the CEO, and careful pairing of board members with rising stars.
Term limits and age limits are blunt instruments for addressing the real issue: creating and maintaining a high-performance board with the right mix of competencies.
As the date of a planned CEO succession nears, organization redesign can help make sure that a top internal candidate will be as well prepared as possible to make the demanding leap to the top job.
The business world is filled with networks in which individuals benefit from one another. Ironically, however, the two parties within every modern corporation who would benefit most from symbiosis— corporate directors and rising star executives—often don’t take advantage of the opportunity.
In all family business around the world, whatever the country or the culture, a major concern and critical challenge is CEO succession. Most family businesses, whatever their size, have grown thanks to the exceptional contribution of an emblematic founder.
To gain an insider perspective on the rapidly changing business models confronting Australian companies today, we invited some of our most forward-thinking business leaders to discuss the role played by corporate culture in individual, team and organisational effectiveness.
This year’s edition of the annual Board of Directors Survey conducted by Heidrick & Struggles and WomenCorporateDirectors (WCD) represents both a real departure from previous surveys and the latest chapter in an ongoing story.
The old certainties about leaders and leadership practices – if they ever existed – no longer hold. Leadership has changed because both the environment in which leadership is practiced and our expectations of leaders have fundamentally changed.
Few professional experiences can be as overwhelming as taking on the CEO role for the first time. Everything changes in unexpected ways; it’s not about climbing the next rung on the ladder, it’s a quantum leap into a new reality.