Heidrick & Struggles

In a recent article Senn Delaney explained that creating a culture of agility should be a CEO’s top priority.  The idea behind culture of agility is being able to adapt without having to change. Agile organizations are able to adjust as circumstances change.  Significant amounts of research have linked a culture of agility with profitable growth. Massachusetts Institute of Technology research found that agile firms increase revenue 37% faster and generate 30% higher profits than non-agile companies.

In the video series Senn Delaney sat down with Dr. Michael Ugwueke, president and COO of Methodist Le Bonheur Healthcare, to discuss the importance of creating the ‘Power of One’ culture.

Reports indicate that one third of mergers fail within five years and 80 percent never live up to their full expectations. In a recent report Senn Delaney described best practices to ensure success in a merger or major acquisition. Aside from the strategic, financial and other criteria considered during a merger, leaders should beware of the potential clash of cultures. A lot of evidence finds the success of a merger hinging on the time it takes to align cultures. Yet this is one of the areas that receive the least of executives’ time compared to other aspects of the deal.

Senn Delaney sat down with Rob Carter, co-CEO of FedEx Services and CIO of FedEx Corporation, discusses bringing a People-Service-Profit culture to life at FedEx Services. The People-Service-Profit (P-S-P) has been a philosophy of FedEx since the company’s founding.

A recent article from Senn Delaney provides CEOs with best practices in guiding organizations to create communication and engagement plans to motivate and improve performance. A change in culture is not change that will occur overnight, but an ongoing process that requires the CEO to play a significant role.

In a recent article Senn Delaney’s founder and chairman discusses how to align strategy, structure, and culture.

In a recent report Heidrick & Struggles has found that the new business context has created a “shift from shareholder dominance to stakeholder power.” With today’s interconnected world stakeholders are often more vocal and demand a say not only in what products and services are sold but also in the way they are designed, sourced, manufactured and distributed.

In order to better understand how leaders lead, Heidrick & Struggles created a survey to measure three aspects of leadership. The survey included 1,006 US-based executives of director level and above at companies with 250 or more employees.

In a recent article Heidrick & Struggles find that in order for companies to gain a market edge, they need to embark on customer-centric strategies. Digitization and fast-changing technology has drastically altered the business landscape, along the way ushering in a new era of consumer. Many companies fail to assimilate a customer perspective into all aspects of the business.

Heidrick & Struggles explore industry trends and the outlook for future women leaders.  2015 has proven to be a historic year for boards in the United Kingdom. As of 2015, there are no all-male FTSE 100 boards in the UK. The transformation of boards is not due to quotas or political correctness but rather due to evidence-led approach.