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The traditional business models of biopharmaceuticals companies are under threat. Those who respond fastest to the changes, and reorient themselves to customer needs, will gain an enduring competitive edge.
Many companies are pursuing disruption or expansion into new industries or geographies as the keys to better performance, but our research has found that what matters more is making sense of changes in your current environment.
The European-born CEO of China’s leading tissue manufacturer discusses the changing nature of competition in the region and describes how learning to lead through trust and authenticity proved to be a personal turning point.
Reactive organizations focus on protecting existing markets, while proactive organizations anticipate disruptive forces to gain long-term advantage.
In an industry besieged by digital competitors, GameStop’s omnichannel strategy is built on bricks and mortar.
As the boundaries dividing traditional industry structures melt away, leaders must anticipate industry-disrupting change to stay profitable.
Join Accelerating Performance coauthor Colin Price and be among the first to discover the science behind the "drive factors" that enable companies to outperform competitors.
The global convenience store retailer is challenging retailing’s status quo through business model innovation and out-of-the-box partnerships.
By analyzing the performance of elite global organizations, Heidrick & Struggles has identified 4 recipes for success and 39 distinct actions that can accelerate any company’s performance.
The concept of purpose took center stage at an event dedicated to improving corporate performance and held at the World Economic Forum in Davos on January 19.
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.
How do you energize a moribund retail giant? A renewed focus on the customer and investments in omnichannel retailing.
A new book discusses how leaders succeed in today's unpredictable markets and shifting operating environments.
The digital revolution has big implications for boards. The best of them are already working hard to bolster their digital know-how.
Challenge four destructive myths—on how to set strategy, deal with failure, build consensus, and make decisions—to be a better leader.
A leading designer explains how “design thinking” can help executives understand their customers and bring innovation to products and services.
Heidrick & Struggles sponsors the 22nd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
New regulation is reshaping the landscape for US financial-services players, yet many of them approach regulatory strategy in a decidedly nonstrategic way. Time to stop playing catch-up.
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.