Access our insights, latest research, leadership trends and more through our Knowledge Center.
Andrew Harding, managing director and CEO of Aurizon, shares his thoughts on current challenges CEOs are facing and his approach to succession planning.
The retail industry’s ongoing transformation and new challenges presented by the COVID-19 crisis highlight the need for US boards and CEOs to examine how they communicate to stakeholders, plan, and assess leadership in an emergency.
If a CEO is diagnosed with COVID-19, a board must be prepared to manage the unique consequences. The incoming CEO will benefit from keeping a few tested principles in mind in this unprecedented situation.
CEO succession should be an ongoing part of boards’ work—but boards also need to understand how considerations shift as change gets closer.
As more founders of investment firms retire, they need to carefully consider the leadership, purpose, culture, and governance they’ll leave behind. Answering some key questions will help.
The role of the CEO is changing, and so are the skills and competencies being sought, according to our findings on newly appointed CEOs across 16 countries.
When boards are faced with the crucial decision of selecting the next CEO, those that have started early and follow a rigorous process will have the best chance of finding the right leader.
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.