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Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
Given current and future trends, the demand is likely to rise significantly in the coming years for the formidable competencies that healthcare leaders possess—and the talent pool is deep.
Outstanding audit chairs exhibit three leadership attributes that together help them thrive in an environment of heightened risk and increasing responsibility for oversight.
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.
Upcoming Events for Heidrick & Struggles' The Board Network
When companies make a strategic shift, the chairman and board of directors must ensure the culture also pivots — starting with the top team — to make the strategy work.
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the need for diversity on boards today.
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the board's role in ensuring good citizenship is embedded in the company.
Too often, boards of directors neglect the impact of talent strategy on corporate health. Asking the right questions can help ensure sufficient leadership competencies and smooth transitions.
Lisa Hook, President and CEO of data-analytics provider Neustar (and an experienced non-executive director), discusses the differences between corporate governance in the UK and the US, and outlines important challenges associated with improving board diversity.
Heidrick & Struggles’ CEO & Board Practice, EMEA recently hosted a board dinner for chairmen to explore the key insights from its latest European Corporate Governance Report – Towards Dynamic Governance 2014.
Over the last decade corporate governance – how companies are directed and controlled – has entered the mainstream. After the ethical scandals from Enron to Worldcom at the start of the new century, greater attention than ever before has been paid to corporate governance both inside and outside corporations. A host of regulations, standards, initiatives, programmes, and much more have emerged; fro
For boards today, the past is prologue. The revolution in expectations for better corporate governance, director accountability, and board composition began some 20 years ago with the initial activism of large institutional investors.
It is no surprise to anyone that US boards are grappling with increased scrutiny and ever more shareholder activism.