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A Heidrick & Struggles survey collects the advice of more than 700 human resources officers and transitioning executives on how best to move into a new role.
In its latest annual analysis, The Conference Board, in collaboration with Heidrick & Struggles, tracks key trends in CEO succession practices at S&P 500 companies.
Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
Heidrick & Struggles sponsors the 22nd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
Generational change offers boards the opportunity to improve their performance and increase diversity. A survey of global board members suggests there is little consensus on how to seize the opportunities.
The talent acquisition paradigm is shifting in the financial industry. Learn the industry's new hiring practices on Heidrick & Struggles' LeadershipTV™.
Imagine that the board of a successful company, facing no apparent crisis, approaches the date of a long-planned CEO succession and finds, to its surprise, that no internal candidate is fully ready to assume the top job.
Term limits and age limits are blunt instruments for addressing the real issue: creating and maintaining a high-performance board with the right mix of competencies.
As the date of a planned CEO succession nears, organization redesign can help make sure that a top internal candidate will be as well prepared as possible to make the demanding leap to the top job.
In drawing on the Australian data from the annual Board of Directors Survey conducted by Heidrick & Struggles and WomenCorporateDirectors, we find a pattern of directors exhibiting frustration at the pace of board refreshment in the face of demographics and changing business conditions.
In all family business around the world, whatever the country or the culture, a major concern and critical challenge is CEO succession. Most family businesses, whatever their size, have grown thanks to the exceptional contribution of an emblematic founder.
To gain an insider perspective on the rapidly changing business models confronting Australian companies today, we invited some of our most forward-thinking business leaders to discuss the role played by corporate culture in individual, team and organisational effectiveness.
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.
This year’s edition of the annual Board of Directors Survey conducted by Heidrick & Struggles and WomenCorporateDirectors (WCD) represents both a real departure from previous surveys and the latest chapter in an ongoing story.
Advice about how to secure a position at a new company is plentiful, but little has been said about how to leave your current company the right way. How you handle the transition can have an enormous impact on how you are subsequently viewed – not only in your former company, but throughout your industry and beyond.
Few professional experiences can be as overwhelming as taking on the CEO role for the first time. Everything changes in unexpected ways; it’s not about climbing the next rung on the ladder, it’s a quantum leap into a new reality.