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CEOs and other senior executives need to learn new skills — and in some cases, new mind-sets — to thrive as leaders in a hyperconnected world.
A survey of association and nonprofit board members explores what motivates directors to serve, how directors view their roles, and how the organizations they support can improve their experience.
Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
By forgoing leisurely onboarding and induction processes, boards can ensure directors get off to a fast start.
Jasmine Whitbread, non-executive director of Standard Chartered and BT Group, sits for an exclusive interview to discuss a range of topics surrounding culture's place in the boardroom.
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.
The digital revolution has big implications for boards. The best of them are already working hard to bolster their digital know-how.
The best nominating committees look beyond traditional pools of talent, astutely assess candidate readiness, and thoroughly prepare to defend nominees’ business and cultural fit with the entire board.
The chief information security officer (CISO) has emerged as an important C-suite role, and a hard one to fill—particularly in Europe.
Heidrick & Struggles sponsors the 22nd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
Outstanding audit chairs exhibit three leadership attributes that together help them thrive in an environment of heightened risk and increasing responsibility for oversight.
Despite Fortune 500 boards filling a record number of seats with independent directors in 2015, diversity among new directors stalled. Learn more about trends in board composition in the 2016 Heidrick & Struggles Board Monitor.
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.
By studying clear and concise board reports, companies can learn to communicate a more complete picture of their business, thereby differentiating themselves in the market.
Dynegy CEO Robert Flexon discusses a culture ‘restart’ that helped restore a once-mighty Houston energy company to the power elite.
Dynegy CEO Robert Flexon discusses a successful turnaround strategy that included a culture ‘reset’ as a critical pillar to create a winning, agile mind-set that has propelled three-fold growth.
Upcoming Events for Heidrick & Struggles' The Board Network
Securing your first appointment to a major company board is not easy, but there are many steps you can take to become prepared, visible and a strong contender.
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the need for diversity on boards today.