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More and more fintechs are seeking COOs, but figuring out who’s right for the role is harder than it seems.
Uncertain times call for adaptive strategic leaders. Six key skills are necessary for leaders to effectively navigate the unknown and think strategically.
A series of panel discussions at the annual conference focused on issues of cybersecurity and trust, the importance of having the right talent in the right places, leading complex organizations, and the increasing services trade, among other pressing topics for academic, corporate, and governmental leaders.
New CEOs often struggle to hit the ground running. Executives who follow five steps can accelerate their progress toward becoming effective leaders of their organization.
The role of the CHRO is changing fast. We offer five lessons from some of the world’s most digitally enabled human resources leaders.
In this podcast, Doug Jackson, former CEO of Coca-Cola Beverages Africa (CCBA), discusses his 35 years within the Coca-Cola system and his journey as a leader, including his friendship with Nelson Mandela and the leadership lessons he learned from him.
The destination may be the same, but research suggests that the path to the corner office varies across 12 Western European countries and the United States.
With a few changes, any team can increase its speed and effectiveness.
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.
For directors, an understanding of leadership styles can enrich judgments and discussions about CEO performance, CEO candidates, and the kind of leadership needed in specific business situations.
In the latest Shakespeare event series, senior leaders draw insights from the Elizabethan age by looking at the role leaders play in determining company culture.
The best nominating committees look beyond traditional pools of talent, astutely assess candidate readiness, and thoroughly prepare to defend nominees’ business and cultural fit with the entire board.
The Heidrick & Struggles survey, Foundations and Building Blocks for High-performing Boards, Asia Pacific Governance Report 2014, identified four capabilities of top boards, with nine drivers feeding into those capabilities.
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.
By adhering to these recommended principles and practices — objectivity, dialogue, appropriate involvement of management, attention to major investors, and prudent use of outsiders — boards can more adequately and accurately respond to an activist’s approach.
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.
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.
The manufacturing sector comprises a wide range of industries, techniques and activities. Alongside established industries such as automotive, aerospace, electronics, capital equipment, food, beverages and pharmaceuticals, new industries are beginning to develop based around emerging technologies. These include low carbon, nanotechnology and advanced materials such as composites.
Introvert or extrovert: The age-old debate never seems to go away. Which are you? And which is better, particularly for advancing your career?
What sort of leaders are Australian and New Zealand companies looking for in an environment of ongoing, disruptive change? Putting this question to 62 chairs, directors, CEOs and other C-suite executives, three broad themes emerged: Experience, Innovation and People Performance.