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Expert Guidance

From coaching CEOs to working with peers, there is an art to giving professional advice.

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Patrice Merrin, a non-executive director on the board of Glencore, discusses various elements of board leadership and diversity on Heidrick & Struggles' LeadershipTV®.

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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.

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Event

Upcoming Events for Heidrick & Struggles' The Board Network

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An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the need for diversity on boards today.

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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.

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Expert Guidance

Crises in leadership transitions are inevitable, yet many boards are caught off guard when they happen. Smart boards take five steps to ensure a seamless succession.

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Publication

Heidrick & Struggles’ latest Board Monitor examines how the most recent cohort of Fortune 500 board appointments is shifting the landscape in board composition, diversity, and talent.

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Publication

From the unexpected arrival of activist investors to the unexpected departure of a key director, boards face an array of situations where they may be caught flat-footed on matters of board succession. Smart boards employ four approaches to better prepare themselves.

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Publication

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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Publication

Term limits and age limits are blunt instruments for addressing the real issue: creating and maintaining a high-performance board with the right mix of competencies.

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Publication

2012 was an exceptional year for activist investors, as they ousted boards, pushed for corporate breakups and challenged management teams. Many activists succeeded in pressing companies to return cash or do a deal, and some of the biggest brand names in the United States came under siege. According to The Wall Street Journal, several activist funds produced investor returns of more than 20% for th

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Publication

Few issues of organizational effectiveness and performance have moved so decisively to the front burner in recent years as culture.

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An overwhelming majority of boards select an internal candidate as their next CEO. Over 80% of the Fortune 1000 companies who named a new chief executive last year promoted a successor from within the company (Heidrick & Struggles F1000 CEO Turnover Data). The National Association of Corporate Directors found in its 2013-2014 NACD Public Company Governance Survey that executive talent management a

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Publication

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.

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It is no surprise to anyone that US boards are grappling with increased scrutiny and ever more shareholder activism.

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