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To compete for a crucial contract, a services unit at Alstom Transport needed to make transformation sustainable in the long term. Its improvement offers lessons for senior managers in how to secure lasting change.
Learn the practices that separate high-performing from underachieving teams — and how to master them.
The traditional business models of biopharmaceuticals companies are under threat. Those who respond fastest to the changes, and reorient themselves to customer needs, will gain an enduring competitive edge.
Which companies have best met the unexpected challenges of this past year and outpaced their competitors? In this latest analysis, Heidrick & Struggles has identified 25 such superaccelerators—14 returning and 11 new to the list.
The META approach can be used to spur acceleration at four levels: strategy, organizations, teams, and leaders.
In business, how fast is fast enough? The authors of the book Accelerating Performance delve into a research-based method for determining the optimal metabolism for your organization.
Poor execution, an inability to effect change, and a lack of agility could be derailing your team’s performance.
Only 23 elite organizations from the FT 500—a list of companies with the largest market valuations—met our stringent criteria.
Don’t just ask whether an individual is qualified to be on a board but also whether the mix of people on the board is right for your company.
What enables certain companies to drive growth faster than others? Take our brief self-assessment to learn more about your organization’s ability to outpace competitors.
By analyzing the performance of elite global organizations, Heidrick & Struggles has identified 4 recipes for success and 39 distinct actions that can accelerate any company’s performance.
Disruption is here to stay, and many companies are failing to keep pace. A multiyear research effort highlights ways companies, teams, and leaders can mobilize, execute, and transform with agility.
Boards can secure valuable competitive advantage by addressing the factors that speed up, or delay, organizational performance at each stage of a merger or acquisition.
The transition from Soviet communism created a generation of leaders comfortable with economic turmoil and uncertainty—useful skills for managers everywhere.
If you wait until the first 90 days to begin laying the groundwork for success, you may be too late.
Seven actionable ideas for realizing hard, tangible business benefit from investment in leadership development
When it comes to talent, entrepreneurial and smaller companies have little room for error. With lean staffs and sobering failure rates, every hire is critical – none more so than executives with large company experience. With such executives increasingly seeking the challenges of small-company life – and small companies needing their experience in order to scale – hiring managers must make sure