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A survey of senior executives highlights what works—and what doesn’t—when it comes to attracting and retaining talent in China.
An executive’s guide to the factors that make a digital transformation successful—and the common pitfalls to avoid.
The growth of digital business and shifting demographics are reshaping the competition for top leaders in China.
Scarce—and, in some cases, unprepared—management talent is hampering the growth ambitions of some multinational companies in Asia. Forward-looking organizations are rejuvenating their internal and external talent programs.
A survey of senior executives in the Asia Pacific region examines companies’ willingness to retain or change reporting-line structures, and the talent factors driving these important decisions.
A closer look at the unique dynamics of Asian boards suggests ways that boards in the region can improve their diversity of thinking—and their impact on corporate performance.
Heidrick and Struggles' second annual survey of multinational executives with responsibility over China operations finds companies remain optimistic about the country’s prospects despite slower growth and heightened competition.
The market for talent in Asia Pacific is tight, and highly competitive. Organizations can differentiate themselves from their rivals by developing a strong employer brand.
Finding senior executives with the right set of skills, strong leadership competencies, an international mindset and extensive local know-how remains a challenge for many multinationals as well as local enterprises
Retail and consumer product companies are facing an increasingly challenging environment. Digital convergence remains pervasive and informed consumers continue to become more health-conscious and aware of sustainability issues. This combination of dynamics is placing pressure on the extended supply chain of companies in the sector.
Global manufacturers have long exploited China’s low-wage environment. But salary inflation, pollution in the coastal manufacturing hubs, and intellectual property issues, are prompting a search for alternatives.
What sort of leaders are Australian and New Zealand companies looking for in an environment of ongoing, disruptive change? Putting this question to 62 chairs, directors, CEOs and other C-suite executives, three broad themes emerged: Experience, Innovation and People Performance.