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Heidrick & Struggles sponsors the 23rd Annual Stanford Directors’ College in conjunction with the Stanford Law School.
A survey of more than 100 board members and senior managers under age 50 underscores the ways that digitization and other trends are changing the face of German business.
Patrice Merrin, a non-executive director on the board of Glencore, discusses various elements of board leadership and diversity on Heidrick & Struggles' LeadershipTV®.
Upcoming Events for Heidrick & Struggles' The Board Network
When companies make a strategic shift, the chairman and board of directors must ensure the culture also pivots — starting with the top team — to make the strategy work.
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the need for diversity on boards today.
Heidrick & Struggles’ CEO & Board Practice, EMEA recently hosted a board dinner for chairmen to explore the key insights from its latest European Corporate Governance Report – Towards Dynamic Governance 2014.
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.
2012 was an exceptional year for activist investors, as they ousted boards, pushed for corporate breakups and challenged management teams. Many activists succeeded in pressing companies to return cash or do a deal, and some of the biggest brand names in the United States came under siege. According to The Wall Street Journal, several activist funds produced investor returns of more than 20% for th
Few issues of organizational effectiveness and performance have moved so decisively to the front burner in recent years as culture.
Over the last decade corporate governance – how companies are directed and controlled – has entered the mainstream. After the ethical scandals from Enron to Worldcom at the start of the new century, greater attention than ever before has been paid to corporate governance both inside and outside corporations. A host of regulations, standards, initiatives, programmes, and much more have emerged; fro
For boards today, the past is prologue. The revolution in expectations for better corporate governance, director accountability, and board composition began some 20 years ago with the initial activism of large institutional investors.