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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.
Learn the practices that separate high-performing from underachieving teams — and how to master them.
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.
The digital revolution has big implications for boards. The best of them are already working hard to bolster their digital know-how.
The divergent experiences of two banks illustrate the importance of organizational agility and serve as a cautionary reminder that, whatever the industry, pace decides the winners.
Combining purposeful leadership and broad engagement helps leaders shape their company’s culture — instead of allowing the culture to shape 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.
In this Boardroom Briefing, we examine what it will take for companies, boards, search professionals, CHROs and the educational sector to ensure that every opportunity is taken to enrich and develop the talent pipeline with women leaders.
Five leadership skills can help oil and gas companies weather the current downturn in oil prices, and transform the energy renaissance of recent years into a global energy reformation.
Heidrick & Struggles is proud to participate for the ninth year as a strategic partner of The World Economic Forum
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.
What sort of leaders are Australian and New Zealand companies looking for in an environment of ongoing, disruptive change? Putting this question to 62 chairs, directors, CEOs and other C-suite executives, three broad themes emerged: Experience, Innovation and People Performance.
Todays CEOs face challenges that continue to evolve with unprecedented speed. Unstable markets, greater regulation, heightened public pressure, impact of social media, new technology, and data security, to name a few, all create new areas of risk and opportunity.