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A series of panel discussions at Stanford suggest that the sources of instability are multiplying for both companies and countries. Success will require a sharper focus on the development of human capital—and the concerted application of technology to solve complex problems.

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Subject matter experts, including Heidrick & Struggles vice chairman Ted Dysart, discussed the right mix of knowledge and insight for executives at the NACD Leading Minds of Governance–East forum.

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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.

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Far too many internal training programs waste money and align poorly with the company’s long-term strategy. They can do better.

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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.

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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.

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As Rome’s leaders found, talented individuals are the lifeblood of successful teams—but they must be united in a common purpose, lest the blood is spilled on the wrong side of the battleground.

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A look at three of William Shakespeare’s well-known historical dramas highlights leadership archetypes that have relevance for 21st-century CEOs.

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A closer look at the works—and business career—of William Shakespeare offers lessons for contemporary leaders of all stripes.

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The founder of Australian theater company Bell Shakespeare reflects on the importance of forging a strong team, embracing a culture of learning, and, when necessary, dealing with people who put the organization at risk.

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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.

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Incremental improvement is not enough to stay ahead of disruptive competitors. Winning requires continual transformation.

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Watch the McKinsey interview with Heidrick & Struggles’ CEO Tracy Wolstencroft on the art and science of leadership in an uncertain world.

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As an HR leader, how can you help a new CEO cope with the demands of the role and become a success?

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Organizations that are able to seek out and grapple with multiple points of view — and then act on what they learn — create lasting value. An excerpt from The Success Formula by Andrew Kakabadse.

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The Taiwan Stock Exchange Corp. is taking steps to improve board governance among listed companies.

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US companies of all stripes can benefit from more diverse senior management with a broader range of cultural experiences and cognitive skills. Developing such leaders will be a competitive necessity in an increasingly complex world.

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Today’s fast-paced and more globally interconnected business environment puts a premium on a portfolio of skills that include empathy, cultural awareness and flexibility, and greater “experience diversity.”

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By adhering to these recommended principles and practices — objectivity, dialogue, appropriate involvement of management, attention to major investors, and prudent use of outsiders — boards can more adequately and accurately respond to an activist’s approach.

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Consumer spending in Asia is expected to grow exponentially, much of it driven by a new generation of online shoppers. The number of people connected to the Internet around the world has grown from 1% of the global population in 1995 to 40% last year. By the end of this year, some 3 billion people will be online. Half of them will be in Asia.

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