Insights

Assessment & Culture

Russell Reynolds Associates: Assessing Culture and Cultural Fit Capabilities

Organizational culture plays a defining role in many of the strategic leadership and management decisions that CEOs must make. Russell Reynolds Associates has found that the success or failure of a newly hired executive depends on how well the individual aligns with the organization. Due to the importance of culture alignment, Russell Reynolds Associates developed the Culture Analyst™ tool.

 

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Russell Reynolds Associates: Executive Assessment

Russell Reynolds Associates find solving the “people puzzle” is one of the most challenging tasks any senior executive faces. Russell Reynolds Associates believes executive assessment allows individuals to understand their team and culture better.

 

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TRANSEARCH: Time for a Talent Assessment

Competition for top executive talent is increasing. Organizations are at risk to lose some of their brightest leaders if they have not recently acknowledged their achievements. Global executives who are under pressure to perform would be well served to assess the quality of their team.

 

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Korn Ferry: Big Data & Advanced Analytics: Making Search More Precise

In the past, the key to success was a Rolodex of friends and acquaintances. Search firms grew out of their ability to build and manage those networks. Most search firms did this through focus on the firm and much less on the candidate. Historically, this method has proven to be insufficient.  Korn Ferry reports the added value in executive assessment. This report stems from increasing assertions from psychologists and leadership professionals who understand that executive traits and motives add considerable value to the process of answering these questions.

 

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Spencer Stuart: Assessment in the Middle East

A report from Spencer Stuart finds the key challenge facing Middle Eastern companies is how to empower the next generation of leaders. The report identifies factors preventing the generational change from occurring and recommends how companies can use assessment to develop leaders who can make their businesses compete on the global stage.

 

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Alder Koten: Organizational Culture DNA

Alder Koten’s report maps out key elements of an organization’s culture. An organization’s culture is one of the most critical parts, yet explaining it is often difficult.  A clear understanding of an organization’s culture can help understand its correlation to executive strategy, organizational structure, and human resource planning.

 

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Senn Delaney “a Heidrick & Struggles Company”: Why Culture Matters: Lessons from an HR Executive Panel Discussion

Senn Delaney finds that culture is critical to an organization’s success and HR leaders play a significant role in generating that culture. To understand the correlation, Senn Delaney hosted a roundtable discussion with senior leaders. The panelists discussed the implications of culture, why culture should be shaped, and how the culture should be measured.

 

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Senn Delaney “a Heidrick & Struggles Company”: Creating a One-Company Culture for Greater Success

Senn Delaney finds that organizations with the one company, one team, one culture mindset have higher performance compared to organizations that lack cohesion.  Although it is difficult to find organizations across geographic regions that are fully integrated, most operate somewhere in the middle.

 

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Senn Delaney “a Heidrick & Struggles Company” Interviews Le Bonheur’s President and COO

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.

 

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Senn Delaney “a Heidrick & Struggles Company”: Cultural Clash in Mergers and Acquisitions

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.

 

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