The key to startup success: Founders must be open to hiring talented individuals who complement their skills to help address gaps and tackle challenges.

An assertive hiring process doesn’t happen overnight, and it’s crucial to analyze where the organization currently stands, where it wants to go, and how the CFO fits into this puzzle. When hiring for this position, considering potential is just as important as technical skills.

As organizations grow and thrive, they face unique team building challenges that can hinder their success. In this article, we explore common pitfalls of prosperity and provide practical tips to help you overcome them and build a strong, cohesive team.

At India's first Corporate Governance Exchange event, Douglas Baillie, former CEO of Hindustan Unilever and currently a director at Huhtamaki and Airtel Africa, shares insights on talent management and CEO succession.

Veteran executive recruiter Karl Alleman, managing partner of Egon Zehnder’s U.S. practice, has a particularly good vantage point on this.

Egon Zehnder Chairman Damien O’Brien spoke to Forbes India’s Manu Balachandran about the evolution of company boards and identifying new leaders.

Professional service firms are very different from other commercial enterprises. They typically lack the hard-nosed bottom line focus and hierarchical management structure of most companies.

Companies with global aspirations require boards with global capability. So why don’t their boards reflect this new strategic direction? The findings of the 2014 Egon Zehnder Global Board Index™ reveal a Global Capability Gap, named by Egon Zehnder to describe the disparity between a company’s global footprint and the global experience of board members.

As private equity firms look to maximize value from their investments, it is critical to ensure that portfolio company management teams have the right capabilities to execute against their investment theses. Though in many cases the underlying premise will lie in backing an existing management team, it is increasingly common for private equity firms to bring in a new CFO early in the lifespan of an investment.