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The role of CEO is both privileged and demanding—there’s little time to think about what lies ahead. So how do corporate leaders cope when stepping down, from loss of status to finding a new purpose in life? Here, five former CEOs share their perspectives.
In conversations with more than 50 limited partners around the world, we found that industry leaders expect to see general partners take an increasingly sophisticated and effective approach to their talent agendas.
The Conference Board’s latest annual report, developed in collaboration with Heidrick & Struggles, tracks key trends in CEO succession practices at S&P 500 companies.
Download our on-demand webinar to hear a live case study on how Merck, a leading healthcare and life science company, strengthened their leadership pipeline and developed an agile team of high-performing executives.
The destination may be the same, but research suggests that the path to the corner office is different in France, Germany, Switzerland, the United Kingdom, and the United States.
Succession planning is an ongoing process—not something you do once or every few years.
Putting substantive mentoring into practice is not easy, nor is it a short-term ad hoc solution. It requires commitment from the board, buy-in and support from the CEO, and careful pairing of board members with rising stars.
The business world is filled with networks in which individuals benefit from one another. Ironically, however, the two parties within every modern corporation who would benefit most from symbiosis— corporate directors and rising star executives—often don’t take advantage of the opportunity.
Despite the barrels of ink and numberless bytes that have been expended on CEO succession planning advice, many directors remain dissatisfied with the process.