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The CEO of Grant Thornton LLP describes how the accounting firm transformed its culture to empower its employees, better meet clients’ needs, and become an employer of choice.
By starting with a clear-eyed view of where a company’s culture is, senior executives can better articulate what it could be—and spark the sorts of frank management conversations that help link culture to commercial business goals.
A frontline team helped a 100-year-old furniture manufacturer overcome its quality issues—and an ingrained aversion to change.
By changing the mind-sets of its frontline staff, a Fortune 100 company was able to liberate itself from the shackles of information technology.
The top investor organizations are upping their game when it comes to top talent. Here’s how.
Good things happen when companies view employees as active advocates and participants of change programs—and not merely as the target of changes delivered from “on high.”
Heidrick & Struggles is once again a proud Gold Sponsor of the 2017 Fortune Most Powerful Women Summit Oct. 9-11, 2017 in Washington, D.C.
Forcing organizational change from on high rarely works. Corporate transformations work best when leaders identify the relevant issues but then let their frontline workers find the answers.
New research highlights four ways that investment managers can speed up their organizational metabolism to become more competitive.
The competitive balance in Asia Pacific appears to be shifting, yet fewer than half of the senior executives there say their companies are prepared. A survey explores how the region’s businesses can better mobilize, execute, and transform with agility.
Successful education CEOs focus on business strategy as well as helping schools and students, yet a survey finds that this leadership style is rare. Companies must develop it internally or search elsewhere.
The META approach can be used to spur acceleration at four levels: strategy, organizations, teams, and leaders.
Our discussion with executives from Facebook, LinkedIn, and Salesforce highlights the ways in which data analytics is transforming human resources.
Boards increasingly recognize the importance of addressing environmental, social, and governance concerns to ensure long-term success. But they may be overlooking crucial matters of talent that can help to optimize their efforts.
Big pharma faces an ever more complicated and high-stakes regulatory environment. Players that can’t develop new capabilities and mind-sets risk being left behind.
US biotech firms are moving into Europe for all the right reasons—but in some predictably wrong ways. By getting the talent dimensions right up front, they can increase their odds of success.
In an industry besieged by digital competitors, GameStop’s omnichannel strategy is built on bricks and mortar.
Three types of leaders predominate among today’s data and analytics executives. Companies that understand the interplay between a candidate’s leadership style and the organization’s level of data maturity will have an edge.
A survey of senior executives highlights what works—and what doesn’t—when it comes to attracting and retaining talent in China.