2026年高端独立人才报告

2026

High-EndIndependentTalentReport

Theleadership,skills,andflexiblecapacitycompaniesneedtodeliverinmomentsofchange

2026HIGH-ENDINDEPENDENTTALENTREPORT

2

Meetingthemoment

In2026,seniorexecutivesface

intensifyingpressuretodelivergrowth

andtransformation—oftenwithoutthe

time,capacity,orspecializedexpertisetoexecuteatspeed.Tomeetthischallenge,leadingcompaniesarerethinkinghow

criticalworkgetsdelivered,pairingcoreteamswithindependenttalent,interimleaders,andspecializedexpertsto

accelerateoutcomes,sharpenexecution,andreduceriskinmomentsofsignificantchange.

Nolongeranicheorstopgapsolution,independenttalenthavebecomeakeylevertohelpcompaniesdelivertheir

mostimportantwork.FromAI-enabledtransformationandoperatingmodel

changetoturnarounds,integrations,

andleadershipgaps,organizationsareincreasinglydeployinginterimleadersandexpertswherebusinessneedsareurgent,complexityishigh,andthecostofdelayisreal.

Thisreportoffersabenchmarkfortoday’sexecutiveteams.Acrossindustriesand

functions,organizationsareusinghigh-endindependenttalenttomaintain

momentum,bringinscarcecapabilities,anddelivercriticaloutcomesalongsidetheirexistingleadershipandworkforcestrategies.Forsome,thishasbecomeanincreasinglyimportantleverfor

movingfasterandexecutingwith

greaterprecision.Forothers,itremainsanunderusedsourceofagilityand

competitiveadvantage.

InthisannualexaminationofHeidrick&StrugglesproprietarydatafromNorth

AmericaandEurope,weexplorehow

largeandmid-marketcompaniesare

usingindependenttalentasacore

componentofworkforcestrategytodrivegrowth,leadtransformation,andremaincompetitiveinanunpredictableworld.

“

Inaworldwheredisruptionisthebaseline,independenttalentare

movingtothecenterofhowcriticalworkgetsdone.

SunnyAckerman

GlobalManagingPartner,On-DemandTalent

Heidrick&Struggles

Contents

Fastfacts3

Theindependenttalenteconomyin20264 Keytrends:Interimleadershipasastrategiclever7

Keytrends:Resourcingforhigh-stakeschange8

Keytrends:DigitalandAIasbusinessenablers9Trendsbyindustry11Trendsbyfunction19

HEIDRICK&STRUGGLES

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FastfactsTheindependenttalenteconomyin2026

•Amongindustries,healthcareandlifesciences,consumermarkets,and

technologyandservicesshowthegreatestdemand,reflectingbroad-basedneedforspecializedexpertise,speed,andflexibilityacrosssectors.

•RequestsfromCEOsandpresidentshaveincreased38%YOYasleadersturntoon-demandtalenttocloseexecutiongapsandkeepcriticalprioritiesmoving.

•Themostrequestedskillsspanfinance,FP&A,projectmanagement,andPMOleadership,alongsidestrategy,technology,andtransformationcapabilities.

•Demandforhumancapitalexpertisejumped129%YOY,highlightingthegrowingimportanceoftalentstrategy,workforceplanning,andorganizationalchange.

Interimleadershipasastrategiclever

•Since2021,demandforinterimC-suiteleadershassurged151%—underscoring

howflexibleleadershiphasbecomeanestablishedoperatingmodel,ratherthanastopgapsolution.

•RequestsforinterimC-suiteleadersclimbed14%YOY,ledbysharpincreasesindemandforCOOs(+250%),CMOs(+100%),CEOs(+24%),andCFOs(+14%).

•Financeremainstheanchorofinterimleadershipdemand,withinterimCFOsaccountingfor51%ofallinterimleadershiprequests.

•Requestsforinterimmarketingandsalesleadersrose33%YOY,pointingtoastrongerfocusongrowthandcommercialexecution.

Resourcingforhigh-stakeschange

•Nearlyone-quarterofallengagementsarerelatedtoatransformationinitiative,withdemandfromPMOandtransformationfunctionsup37%YOY.

•Transaction-relatedrequestsgrew54%YOY—andM&A-specificprojectdemandincreased60%—reflectingcontinuedneedforflexibleexpertiseinintegrations,carve-outs,andotherhigh-stakesdealactivity.

DigitalandAIasbusinessenablers

•Requestsforinterimdigital,data,andITleadershaveincreased58%since2023,inparallelwithAI’sshiftfromexperimentationtoenterpriseexecution.

•One-quarter(25%)ofallrequestsacrossbusinessfunctionsarerelatedtodigital,data,andAI,astheseprioritiesareincreasinglyembeddedacrossfunctionsratherthanconfinedtotechnologyteams.

2026HIGH-ENDINDEPENDENTTALENTREPORT

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Theindependenttalenteconomyin2026

FromC-suiteleadersandHRexecutivestostrategyteamsandprivateequitysponsors,companiesareregularlyengaginghigh-endindependenttalenttodeliverimportantbusinessoutcomes.Therankingsthatfollowshowwheredemandisstrongestbyindustry,sector,andbusinessfunction,alongwiththeprojectsandskillsmostoftenrequested.

Ontheindustryside,healthcareandlifesciencesremainsatthetopoftherankings,followedbyconsumermarketsandtechnologyandservices.Together,theypointtobroad-baseddemandacrosssectorswherespecializedexpertise,speed,andflexibilityremainatapremium.

Humanresourcesagaintopsourlistofbusinessfunctionsseekingsupport,drivenbothbyitsownfunctionalneedsaswellasitsroleinhelpingotherpartsofthebusinessaccesstalent.Thisyear’sdataalsopointstoespeciallystrongmomentumamongCEOsand

presidents(+38%YOY),strategyandinternalconsultinggroups(+23%YOY),andPMOandtransformation(+37%YOY)functions—asleadershipteamsturntoflexibleexpertisetocloseexecutiongaps,advancetransformation,andsupportagrowingvolumeofstrategicwork.

Categoriesintealmovedupinourannualrankings.

Clientindustries

1.Healthcareandlifesciences

2.Consumermarkets

3.Technologyandservices

4.Industrial

5.Financialservices

6.Privateequity

7.Socialimpact

Clientindustrysectors*

1.Biopharmaceuticals

2.Wealthandassetmanagement

3.Foundationsandphilanthropy

4.Services

5.Consumerproducts

6.Retailanddirect-to-consumer

7.Healthcareservices

8.Hospitalityandleisure

9.Insurance

10.Industrialgoodsandtechnology

Clientbusinessfunctions

1.Humanresources

2.CEOsandpresidents

3.Strategyandinternalconsultinggroups(ICGs)

4.Operations

5.Marketing

6.PMOandtransformation

7.Finance

8.Businessandcorporate

development

9.Digital,data,andIT

10.InnovationandR&D

Basedontheindustry,sector,andbusinessfunctionoftheclientseekingtalent*Thisisourfirstannualrankingofclientindustrysectors.

HEIDRICK&STRUGGLES

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Theprojectandskillmixoffersareadonhowcompaniesaredeployinghigh-endindependenttalenttobothrunthebusinesswithgreaterdisciplineandbuildwhatcomesnext.Interimleadershipremainsthesinglebiggestneed,whiledemandstaysstrongin

coregrowthandtransformationworkacrossmarketing,technology,andstrategy.Atthesametime,risinginterestinareastiedto

people,operations,anddealactivity—includingsignificantincreasesinprojectsrelatedtohumancapital(+129%YOY),M&A(+60%YOY),andmarketingandsales(+25%YOY)—pointstoawidersetofchangepriorities.

Themostrequestedskillsleanheavilytowardthe“run”sideoftheagenda.Financialcontrols,accounting,andaudit;FP&A;projectmanagement;andPMOleadershipremaincentral,underscoringhowmuchimportanceleadershipteamsplaceoncleannumbers,tightcontrols,andreliableexecution.Alongsidethese,demandforstrategicplanning,growthstrategy,technologyandsystems

implementation,processtransformation,andpost-mergerintegrationshowshowcompaniesareusingon-demandtalenttotranslatestrategyintomeasurablechangeacrosssystems,processes,anddeals.

Categoriesintealmovedupinourannualrankings.

Tolearnmoreabouttoday’stopinterimleadersandexperts,see“

2026TalentLensSurvey:TheStateofInterimTalent

.”

Mostin-demandprojects

1.Interimleadership

2.Marketingandsales

3.Businessprocesses

4.ITandtechtransformation

5.Planning

6.Growthstrategy

7.Productstrategyandlaunch

8.Humancapital

9.Businessintelligenceandanalytics

10.Mergersandacquisitions

Mostin-demandskills

1.Financialcontrols,accounting,andaudit

2.Projectmanagement

3.Financialplanning,analysis,andmodeling

4.Strategicplanning

5.Technologyandsystemsimplementation

6.Organizationaldesignandworkforceplanning

7.Growthstrategy

8.Programmanagementoffice(PMO)

9.Processoptimizationandtransformation

10.Post-mergerintegration

Basedonproprietarydatafromallclientrequests

2026HIGH-ENDINDEPENDENTTALENTREPORT

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Clientfunctionbyindustry

InnovationandR&D

Marketing

Operations

PMOandtransformation

Strategyandinternalconsultinggroups

BusinessandcorporatedevelopmentCEOsandpresidents

Digital,data,andIT

Finance

Humanresources

Consumermarkets FinancialservicesHealthcareandlifesciencesIndustrial

Socialimpact

Technologyandservices

20%40%60%80%100%

Projectcategoriesbyindustryandfunction

StrategyOperations

Industries

Consumermarkets FinancialservicesHealthcareandlifesciencesIndustrial

SocialimpactTechnologyandservices

Functions

BusinessandcorpdevCEOsandpresidentsDigital,data,andITFinance

HumanresourcesInnovationandR&D MarketingOperations

PMOandtransformationStrategyandICGs

OrganizationTransformationInterimleadership

20%40%60%80%100%

HEIDRICK&STRUGGLES

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KEYTRENDS

Interimleadershipasastrategiclever

DemandforinterimC-suiteleadershipcontinuestorise,withclientrequestsfor

interimC-suiteleadersincreasing151%since2021.Notsimplyastopgapsolution,companiesnowdeployinterimleadersstrategicallytomanagedisruption,lead

complextransformations,andaddresssuccessionchallengesatthetop.Onayearoveryearbasis,requestsforinterimCXOofficersincreased14%,drivenbyrequestsforinterimCFOs(+14%YOY),CEOs(+24%YOY),CMOs(+100%YOY),andCOOs(+250%YOY).

Financeremainsthemostrequestedinterimleadershipfunctionbyawidemargin,

accountingfor51%ofallinterimleadershiprequestsandunderscoringthecentralrolefinancialleadersplayinperiodsofuncertaintyandchange.Demandforinterimdigital,data,andITleadershasalsoincreased58%since2023—theinflectionpointwhenAImovedfromexperimenttoenterprisepriority—whilerequestsforinterimmarketing

andsalesleadersrose(+33%YOY)ascompaniesseekcommercialleadershiptosharpenexecutionanddrivegrowth.

Formoreonhowcompaniescanaddinterimleadershiptotheirexecutivepipelineplanning,seeToddTaylorand

AllenMueller,“LeadershipAssurance:TheRoleofInterimLeadersinSupportingCompaniesThroughChange

andDisruption.”

Interimlevels

C-SuiteSVPandVPSeniordirectorandbelow

68%27%6%

InterimC-Suitebreakdown

CFO

CEO

51%

13%

12%

CIO/CTO/CISO

7%

CHRO/CPO

5%

CMO

4%

COO

8%

Other

Numbersmaynottotal100%duetorounding.

Interimrolefunction(alllevels)

51%Finance

13%Humanresources

10%Digital,data,andIT

9%CEOsandpresidents7%Marketingandsales3%Operations

3%Clinical/medical3%Other

BasedonthefunctionoftheroletheinterimleaderwasrequestedtofillNumbersmaynottotal100%duetorounding.

2026HIGH-ENDINDEPENDENTTALENTREPORT

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Sampleinterimprojects

•InterimCFOtostrengthenFP&Acapabilitiesandbuildascalablefinancefunction

•InterimCHROtoassessHRprocessesandsolutionsforamulti-siteorganization

•InterimCIO/CTOtodefinetechnologyroadmapforfuturegrowth

•InterimChiefofStafftodrivetransformationworkstreamsduringcorporateseparation

•InterimControllertoleadreporting,closeprocess,andcomplexbillingsoperations

KEYTRENDS

Resourcingfor

high-stakeschange

Thebiggestexecutiondemandstodayareshowingupinmomentsofsignificant

businesschange.Acrossindustries,companiesaremanagingtransformationsand

transactionsatthesametime—reworkingsystems,operations,teams,andportfolioswhilefacingleaninternalcapacityandpressuretoexecutequickly.Inthisenvironment,on-demandtalenthasbecomeanincreasinglyimportantsourceofsupportinthe

momentsthatmattermost.

Nearlyaquarterofengagementsarerelatedtotransformations(24%),asdemand

fromPMOandtransformationfunctionsrose37%YOY.Nearlyone-fifthrelateto

transactions(17%),withtransaction-relatedrequestsincreasing54%YOY.Digitalandtechnologytransformationrepresentedthelargestshareoftransformationwork,whileacquisitionsandintegrationsdominatedtransactionactivity.Together,thesepatternspointtoamoreflexiblemodelfordeliveringsignificantbusinesschange—onebuilt

aroundexperiencedinterimleadersandindependentexpertswhocanstepinquicklyandhelpkeepcriticalinitiativesontrack.

Typeoftransaction

Acquisition/integrationDivestiture/carve-outCapitalraise

69%20%12%

Numbersmaynottotal100%duetorounding.

Transactionprojectcategory

StrategyOperationsOrganizationTransformationInterimleadership

39%7%5%17%32%

Mostin-demandskillsfortransactions

1.Financialcontrols,accounting,andaudit

2.Post-mergerintegration

3.Duediligence

4.Financialplanning,analysis,andmodeling

5.Divestitures

6.Mergersandacquisitions

7.Capitalraising

8.Programmanagementoffice(PMO)

9.Globalhumanresources

10.Technologyandsystemsimplementation

HEIDRICK&STRUGGLES

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Typeoftransformation

Digital/technologyGeneral

Functional

Operations/process

Enterprise/business

36%27%15%12%10%

KEYTRENDS

DigitalandAIasbusinessenablers

Mostin-demandskillsfortransformation

1.Technologyandsystemsimplementation

2.Projectmanagement

3.Programmanagementoffice(PMO)

4.Processoptimizationandtransformation

5.Post-mergerintegration

6.AIandmachinelearning

7.Financialcontrols,accounting,andaudit

8.Changemanagement

9.Financialplanning,analysis,andmodeling

10.Organizationaltransformation

Sampletransactionandtransformationprojects

•Executetransformationroadmaptoacceleratevaluecreationinmanufacturingbusiness

•Leadanoperatingmodelredesignacrossprocesses,data,analytics,andrisk

•Standupprogrammanagementandgovernanceforatechnologytransformation

•Leadcross-functionalintegrationandcarve-outeffortsacrossmultipleactivedeals

•ProvideFP&Amodelingtoensurefinancialvisibilitythroughacorporateseparation

DigitalandAIemergeinthisyear’sdataasasignificantcross-functionalareaof

demand.Thesecapabilitiestouchaquarterofallrequests(25%)—frequently

appearingininitiativesledbystrategy,PMOandtransformation,finance,andotherteamswithoutformaltechnologyownership.ThatpatternreflectsabroaderrealitywheredigitalandAIareincreasinglybeingembeddedascorebusinessenablersforgrowth,transformation,andoperationalimprovement.

Manyoftheseinitiativesgowellbeyondpointsolutionsorearlyexperimentation.

RecentdigitalandAI-relatedworkofteninvolvesmulti-workstreamprogramsthat

requireleaderswhocanshapetheoperatingmodel,guideimplementation,and

driveadoptionacrossteams.Theskillsinhighestdemandreflectthoseneeds,with

particularemphasisontechnologyimplementationandAI,butthedemandisn’tjustfortechnicalspecialists.Themostvaluabledigitalanddataleadersarebusiness-

mindedoperatorswhocanbridgetechnologyandbusinessexecutiontoconnectnewcapabilitiestomeasurableoutcomes.

2026HIGH-ENDINDEPENDENTTALENTREPORT

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Topindustriesfordigital,data,andAIprojects

Percentoftotalprojectrequestsrelatedtodigital,data,andAIwithintheindustry

35%

29%

28%

25%

23%

Technologyandservices Financialservices ConsumermarketsHealthcareandlifesciencesIndustrial

Topnon-techbusinessfunctionsfordigital,data,andAIprojects

Percentoftotalprojectrequestsrelatedtodigital,data,andAIwithinthefunction

StrategyandICGs

34%

32%

30%

PMOandtransformationFinance

26%

24%

MarketingOperations

Mostin-demandskillsfordigital,data,andAIprojects

1.Technologyandsystemsimplementation

2.AIandmachinelearning

3.Projectmanagement

4.Financialplanning,analysis,andmodeling

5.Processoptimizationandtransformation

6.Databasearchitectureanddatamanagement

7.Growthstrategy

8.Digitalmarketing

9.Financialcontrols,accounting,andaudit

10.Sourcingandprocurement

Sampledigital,data,andAIprojects

•DevelopAIbusinessstrategytodriveefficiencyandoperationalperformance

•BuildacompetitiveintelligencedatabasetosupportR&Ddecision-making

•InterimCISOtosteerglobalcybersecurity,dataprivacy,andethicalAIimplementation

•BuildAIstrategyandlearningmodulesforeducationpartners

•LeadWorkdayFinancialsimplementationtoenablescalablefinanceoperations

HEIDRICK&STRUGGLES

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TRENDSBYINDUSTRY

Consumermarkets

Inconsumermarkets,thepushfor

growthisinseparablefromtheneed

toprotectmarginsandoperatewith

greaterdiscipline.Companiesare

turningtoindependenttalentacross

strategic,operational,andleadershipneeds—bringinginoutsideperspectiveandhands-oncapabilitytoguide

priorities,accelerateaction,andsteadyperformancethroughchange.

Projectcategories

StrategyOperationsOrganizationTransformationInterimleadership

28%20%11%14%29%

Numbersmaynottotal100%duetorounding.

Mostin-demandprojects

1.Interimleadership

2.Marketingandsales

3.Businessprocesses

4.Humancapital

5.ITandtechtransformation

Mostin-demandskills

1.Financialcontrols,accounting,andaudit

2.Financialplanning,analysis,andmodeling

3.Growthstrategy

4.B2Cmarketing

5.Projectmanagement

Sampleprojects

•Scaleaspecialtymarketplacethroughnewfeaturesforsellersandconsumers

•InterimCMOtoleadholidaymarketingandstabilizethefunctionduringasearch

•Leadfinancialreportingacrosstwobusinesseswithinanewlymergedcompany

•InterimITleadertoshapeERPtransformationformanufacturingandsupplychain

•Modeltariffscenariostoguidepricing,cost,andstrategydecisions

“

Executiongapsshowupquicklyforconsumercompaniesintransformation—incostandmarginbases,inthesupplynetwork,andintheever-evolvingconsumerexperience.Theadvantagegoestothosewhoknowwhentobringintargetedexpertisetokeepprioritiesmoving.

AmandaWorthington

GlobalManagingPartner,ConsumerMarketsHeidrick&Struggles

2026HIGH-ENDINDEPENDENTTALENTREPORT

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TRENDSBYINDUSTRY

Financialservices

Financialservicesleadersarenavigatingamarketdefinedbyregulatory

complexity,costpressure,andongoingmodernization.Firmsaretapping

independenttalenttohelpsteer

transformationandmovepriority

initiativesforward—particularlywhenstrategicjudgmentanddisciplinedexecutionmustgohandinhand.

Projectcategories

StrategyOperationsOrganizationTransformationInterimleadership

39%26%13%18%

Numbersmaynottotal100%duetorounding.3%

Mostin-demandprojects

1.Businessprocesses

2.Interimleadership

3.ITandtechtransformation

4.Marketingandsales

5.Productstrategyandlaunch

Mostin-demandskills

1.Financialcontrols,accounting,andaudit

2.Duediligence

3.Programmanagementoffice(PMO)

4.Technologyandsystemsimplementation

5.Processoptimizationandtransformation

Sampleprojects

•InterimCFOtoleadfinanceandstrengthencontrolsforaninvestmentfund

•Leadanoperatingmodelredesignacrossprocesses,data,analytics,andrisk

•InterimCHROtoleadpeoplestrategy,talentdevelopment,andculture

•Strengthenenterpriseriskframeworkaheadofincreasedregulatoryrequirements

•Standupprogrammanagementandgovernanceforatechnologytransformation

“

Thecomplexityinfinancialservicestodayisnotjustregulatory.It’soperational,

technological,andorganizational.Targetedoutsideexpertisecanbeaveryeffectivewaytoaddjudgment,capacity,andmomentumaroundimportantinitiatives.

DominiqueFortier

GlobalManagingPartner,FinancialServicesHeidrick&Struggles

HEIDRICK&STRUGGLES

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TRENDSBYINDUSTRY

Healthcareandlifesciences

Acrosshealthcareandlifesciences,

leadersareworkingtoimprove

performanceamidregulatory,

operational,andcommercialcomplexity.Demandforindependenttalentis

strongestwherespecializedexpertise

canacceleratehigh-stakeswork—fromproductlaunchesandclinicaloperationstodataplatformsandcommercial

strategy—inatightlyconstrainedenvironment.

Projectcategories

StrategyOperationsOrganizationTransformationInterimleadership

51%18%4%15%13%

Numbersmaynottotal100%duetorounding.

Mostin-demandprojects

1.Marketingandsales

2.Interimleadership

3.Businessprocesses

4.Productstrategyandlaunch

5.InnovationandR&D(tie)

ITandtechtransformation(tie)

Mostin-demandskills

1.Projectmanagement

2.Marketaccessandvalue

3.Clinicaloperations

4.Productlaunch

5.Technologyandsystemsimplementation

Sampleprojects

•Drivepost-mergerintegrationacrossclinical,HR,IT,andrevenuecycleoperations

•BuildacompetitiveintelligencedatabasetosupportR&Ddecision-making

•InterimCHROtoleadintegrationoftalentandculturefollowingamajoracquisition

•Developenterprisenarrativeandpresentationsforboardandinvestoraudiences

•Leadcommercializationandlaunchstrategyforaninnovativedigitalhealthoffering

“

Inthissector,progressoftendependsonmovinghighlyspecializedworkforward

withoutlosingtimeorprecision.Thatiswhyaccesstotargetedexpertisematterssomuch,particularlywhenlaunch,clinical,andcommercialprioritiesareallinmotionatonce.

JeffreyBoyd

GlobalManagingPartner,HealthcareandLifeSciencesHeidrick&Struggles

2026HIGH-ENDINDEPENDENTTALENTREPORT

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In-demandskillsbylifesciencefunction

Accessandvalue

1.Marketaccessandvalue

2.Communications

3.B2Cmarketing

4.Regulatorystrategy,process,andsubmissions

5.Productlaunch

Businessandcorpdev

1.Post-mergerintegration

2.Projectmanagement

3.Regulatorystrategy,process,andsubmissions

4.Businessplandevelopment

5.Innovationstrategy

Clinicaldevelopment

1.Clinicaloperations

2.Projectmanagement

3.Programmanagementoffice(PMO)

4.Technologyandsystemsimplementation

5.Databasearchitectureanddatamanagement

Commercial

Digital,data,andIT

Finance

1.Productlaunch

2.Portfoliostrategy

3.Projectmanagement

4.Growthstrategy

5.B2Bmarketing

1.AIandmachinelearning

2.Technologyandsystemsimplementation

3.Projectmanagement

4.Changemanagement

5.Datascienceanddataengineering

1.Financialcontrols,accounting,andaudit

2.Financialplanning,analysis,andmodeling

3.Post-mergerintegration

4.Programmanagementoffice(PMO)

5.Technologyandsystemsimplementation

Humanresources

InnovationandR&D

Operations

1.Compensationstrategy

2.Organizationaldesignandworkforceplanning

3.Technologyandsystemsimplementation

4.Lean/SixSigma/Totalqualitymanagement

5.Clinicaloperations

1.Projectmanagement

2.Businessplandevelopment

3.Portfoliostrategy

4.Post-mergerintegration

5.Programmanagementoffice(PMO)

1.Clinicaloperations

2.Projectmanagement

3.Serviceoperations

Procurement

1.Sourcingandprocurement

2.Outsourcingoroff-shoring

3.Financialcontrols,accounting,andaudit

4.Clinicaloperations

5.Marketlandscapeandresearch

StrategyandICGs

1.AIandmachinelearning

2.Businessplandevelopment

3.Marketaccessandvalue

4.Forecasting

5.Changemanagement

Supplychain,manufacturing,andquality

1.Regulatorystrategy,process,andsubmissions

2.Projectmanagement

3.Changemanagement

4.Manufacturingstrategy

5.Supplychain

HEIDRICK&STRUGGLES

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TRENDSBYINDUSTRY

Industrial

Industrialleadersarefocusedonraisingproductivityandoperatingperformanceastheyadapttoshiftsindemand,

supplychains,andproductionnetworks.Inthisenvironment,independent

talentisoftendeployedtostrengthenmanufacturingexcellenceand

automationefforts,bringingpracticalsupporttoplantoperations,processimprovement,andinitiativestiedtocapacity,quality,andreliability.

Projectcategories

StrategyOperationsOrganizationTransformationInterimleadership

36%27%5%9%23%

Mostin-demandprojects

1.Interimleadership

2.Businessprocesses

3.Growthstrategy

4.Mergersandacquisitions

5.ITandtechtransf