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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.
For directors, an understanding of leadership styles can enrich judgments and discussions about CEO performance, CEO candidates, and the kind of leadership needed in specific business situations.
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.
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.
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 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
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the need for diversity on boards today.
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.
A new era of corporate splits, spins, and separations raises the stakes on making a bad board appointment. Here’s how thoughtful parent companies avoid them when turning one board into two.
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.
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.
By understanding various thinking styles and preferences, boards can build and strengthen their diversity of thinking—and make better decisions.