Spencer Stuart

Spencer Stuart: How to Think About Assessing Leaders

Accurately predicting which executives will succeed in a senior leadership role and which will not is critical, but challenging for most organizations. Traditional assessment approaches weren’t designed to predict whether an individual has the ability to stretch beyond his or her current capabilities to grow successfully into a new job and change along with it and the organization. In a recent report, Spencer Stuart explores the characteristics of the most effective executive assessments.

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Spencer Stuart: Changing Places: What Functional Leaders Can Learn from One Another

In a recent report, Spencer Stuart examines what functional leaders can learn from other areas and provides advice for integrating diverse perspectives to improve individual and team performance. As executives in finance, marketing, IT, legal, HR, and supply chain move into senior roles, they tend to develop distinct skill sets, vocabularies, mindsets, and styles. These distinct styles can prevent leaders from learning useful ideas from one another.

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Spencer Stuart: U.S. Board Index 2016

The 2016 edition of the Spencer Stuart U.S. Board Index places particular focus on growing interest by institutional investors in board composition and performance, highlighting trends in new director recruitment, independent board leadership, tenure and term limits, mandatory retirement, board evaluation and shareholder engagement.

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Spencer Stuart: Digital Transformation: Five Key Learnings

Transformation is on the agenda of nearly every company. Disruptive technologies and the accelerating pace of change are constantly threatening to undermine legacy business. Spencer Stuart spoke with six digital veterans about their experience: What they did right, what they would do differently, what they learned along the way and how these experiences will inform their future. Based on these discussions, we have identified five key lessons for making faster progress on digital initiatives.

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Spencer Stuart Study Reveals that Directors Believe Expectations on Board Members are Too High

Sixty percent (60%) of directors say that there is a gap between the expectations placed on boards and the reality of the board's ability to oversee a company, according to the 2016 Global Board of Directors Survey, released from Professor Boris Groysberg and Yo-Jud Cheng of Harvard Business School, Spencer Stuart, the WomenCorporateDirectors (WCD) Foundation, and researcher Deborah Bell.

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The Bionic Workforce

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Hybrid: The Art and Science of Executive Search

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Leadership during the Fourth Industrial Revolution

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Next Generation CIOs and CISOs

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New and Completed Searches: September 16 - September 22

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