Access our insights, latest research, leadership trends and more through our Knowledge Center.
Asia Pacific healthcare and life sciences leaders are future-proofing for disruption by continuing to invest in the right people and building a culture of readiness. But preparing for the future should also include assessing and rethinking their current business models.
As technology continues to disrupt the healthcare and life sciences industry, executives in the Nordic countries aren’t quite as concerned as their global counterparts are. To stay ahead, they expect to invest in technology and internal efficiencies.
In this podcast, Adrian Gore, CEO and founder of Discovery Limited, discusses how the health insurance company leads with an authentic business purpose—helping people live longer and healthier lives—to inspire its people to innovate.
Heidrick & Struggles’ survey of senior executives in healthcare and life sciences reveals top drivers of disruption and potential solutions.
A survey by Heidrick & Struggles reveals top drivers of disruption in the industry: anticipated threats are top of mind for healthcare and life sciences senior executives.
Heidrick & Struggles’ Journey to the Top leadership forum in Shanghai, China, brought together female leaders from major international life sciences companies to explore the path to leadership for aspiring women.
Executives who view small changes in isolation risk missing their much larger potential for global impact.
The rising generation of life sciences executives in Denmark, Norway, and Sweden will take the helm at a time of great opportunity and even greater challenges for the industry. Will they be up to the job?
Bill Bradley speaks with David Casey, vice president of workforce strategies and chief diversity officer at CVS Health, about building an inclusive company culture.
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.
Big pharma faces an ever more complicated and high-stakes regulatory environment. Players that can’t develop new capabilities and mind-sets risk being left behind.
US biotech firms are moving into Europe for all the right reasons—but in some predictably wrong ways. By getting the talent dimensions right up front, they can increase their odds of success.
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.
Four trends emerging from the 2016 JP Morgan Healthcare Conference highlight the accelerating pace of change and increased emphasis on performance throughout the industry.
Methodist Le Bonheur Healthcare CEO Gary Shorb discusses many positive outcomes from creating a 'Power of One' culture across the eight-hospital system on everything from financial performance to patient satisfaction and employee engagement.
By using a more sophisticated, thoughtful approach, and better understanding the talent needs required, multinational drug companies can better position themselves for long-term success in China’s fast-growing pharma market.
The CEO of multinational biopharma company UCB describes how its focus on patients is creating business opportunities and instilling a deeper sense of purpose across the organization.
This paper highlights the key priorities of medical technology companies in Europe and discusses the dynamics of doing business in the postcrisis environment.
As governments, payers, and healthcare providers rapidly move toward a health system that focuses on outcomes rather than products and services, pharmaceutical companies are feeling their way toward a new business model: patient-centricity.