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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.
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.
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.
The digital revolution has big implications for boards. The best of them are already working hard to bolster their digital know-how.
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.
A look at three of William Shakespeare’s well-known historical dramas highlights leadership archetypes that have relevance for 21st-century CEOs.
A closer look at the works—and business career—of William Shakespeare offers lessons for contemporary leaders of all stripes.
Combining purposeful leadership and broad engagement helps leaders shape their company’s culture — instead of allowing the culture to shape the company.
As an HR leader, how can you help a new CEO cope with the demands of the role and become a success?
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.
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.
In the fall of 2013, The Institute of Executive Development and the Rock Center for Corporate Governance at Stanford University conducted in-depth interviews with executives and directors at 20 companies regarding their succession and executive development practices.
Introvert or extrovert: The age-old debate never seems to go away. Which are you? And which is better, particularly for advancing your career?
“Everybody has a strategy, until they get punched in the face.” That line, once muttered by former heavyweight boxing champ Mike Tyson, was borrowed by Mark Weinberger, chairman and CEO of global consultancy EY, as he made the point that successful business leaders need to demonstrate courage and fortitude, in addition to authenticity and agility. “You can’t change your strategy every time there i
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.