From being featured for the sixth consecutive year in Forbes’s ‘The World’s 100 Most Powerful Women’ list in 2022, to Chairing the Board of HCL Technologies Ltd., producing an Animal Planet Wildlife series and more, Roshni Nadar Malhotra has consistently leveraged her leadership influence to drive meaningful impact.

After victoriously envisioning, creating, funding and launching a company, forces conspire to keep founders in that same leadership position forever, even as the role of leading the company evolves and changes from creator to builder to sustainer.

DeepTech companies don't need to hit a wall in their CEO succession process. Here's what they should avoid and what to consider in a successful search.

Egon Zehnder's Namrita Jhangiani and Govind Iyer help smoothen the CEO transition of nonprofit Educate Girls. Maharshi Vaishnav, former COO, took over from founder Safeena Husain in 2022, facilitated by a "rigorous 12-month programme" to create a "formal process of transition along with a board subcommittee".

Who follows the founder? The timing and choosing of this leader can be a tricky and often a highly emotional process. And it’s one that will have significant impact on the business world over the next two years as economic conditions unleash a wave of founder successions.

Egon Zehnder’s Dick Patton discusses the importance of leaders being adaptive without being chronically reactive—especially when there is the potential to be undermined— and to be willing to make unpopular decisions and decisively stand their ground when needed.

Who are Founders as leaders? We've recently engaged dozens of early-stage founders to exchange on this question and share our key insights.

CEOs and presidents share why a common language, ownership mindset, and culture of discontent contribute to this organizational structure’s success.

“We’re facing hard times, and a really tough choice,” said the Chief Executive Officer of a multinational manufacturer, setting out his company’s prospects. At Egon Zehnder, we’ve been hearing this admission more and more from business leaders around the world, as they face rising costs, fluctuating demand, supply chain issues, and other economic, environmental, and socio-political challenges. Peering into an indeterminate future, executives must navigate ambiguous circumstances.

For Web3 businesses, finding executive talent is just half of the battle. Building a board of directors who have the experience, capabilities, and mindsets to operate in new, rapidly changing and sometimes decentralized environments is a major challenge for CEOs and founders alike. There are three key elements Web3 businesses should look for in board members.