• Omni-channel: In Search of the New ChampionsWhen competing in the omni-channel race, even the most proficient leaders face a host of challenges. In this article Amrop sets the scene, report from the talent management frontline and presents the ideal profile for that most elusive of candidates-the omni-channel champion.
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  • State Capitalism/A Transformational Tale From the Heart of EuropeNestling at the intersection of seven European countries, Poland made its transition to post-communism in 1989. It is the only European economy to have posted consistent growth throughout Europe´s recent recessional drought. This is not just a local tale from the heart of Europe. For in the Polish story lie vital clues to a global story-one which find its most powerful expression in today´s big emerging markets. It concerns the transformation of a group of state-owned behemoths in the hands of a generation of superlative leaders-people motivated not by money, but by the chance to make deepp change.
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  • Leadership and the Brain/A User´s Guide to EmpathyIn this article, Amrop Guest writer Dr. Tara Swart takes a look at the neuroscience of business. How can its insights explain our interactions with stakeholders and help us optimize these?
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  • Kto nechce šúchať lavičku, musí zabojovaťProfilový rozhovor-ďalší zo série Context Matters/Amrop Interview. S cieľom priblížiť trendy a vízie v sektore Energy & Facility Management i osobné pohľady a skúsenosti ho s Petrom Strýčkom, generálnym riaditeľom pre východnú Európu spoločnosti Cofely viedol Mario Fondati, partner poradenskej spoločnosti Amrop.
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  • Watching Me, Watching You/The Hidden Stakes of Leadership Assessment Post-M&AIn this article, Amrop highlights a core finding of recent mergers and acquisitions research and presents a set of leadership keys post M&A. Next, it demonstrates the importance of the human dimension in leadership assessment: firstly, to safeguard the retention of leadership talent and secondly, in yieldieng unexpected and critical benefits for M&A follow-through. Amrop presents the findings of two recent case studies and conslude with a shortlist of Management Messages.
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  • Regaining Lost Ground/Why Tomorrow´s Leaders Are Needed TodayFederico Schwalb, Partner with Amrop Peru and seasoned mining professional, reflects upon a thirty-year revolution in Peruvian mining, finds the roots of the current talent crisis in one of Latin America´s prime mining countries and proposes that the provision of its future leaders can no longer be left to chance.
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  • The Quest for Talent: Shifts, stakes and strategiesIn this article, Amrop´s Global Mining, Energy and Infrastructure Practice identifies the trend having the greatest impact on talent management in the mining industry. Fosusing on the well-established mining countries of South Africa, Russia and Australia, with an eye on dynamic South America and fast-moving Canada and China, it identifies talent management strategies to equip the sector for the future.
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  • The 3 Roles of the New CHRO: Balancing, Designing, LeadingComplex and fast-paced changes have fundamentally altered the face of business during the past decade. Simultaneous shifts in the environmental, regulatory, sustainability, social and geopolitical dimensions have transformed management and places exceptional demands on leaders. If, as a consequence, human and leadership capital are an unprecedented source of competitive advantage for organizations, what could be the implications for the CHRO?
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  • Make or Break?/Why Transition Coaching is Critical for Incoming ExecutivesWhether you are a senior executive facing your first months in a critical role, or a key internal stakeholder in an incoming leader's transition process, Amrop invites you to explore the emotional landscape facing every new entrant, and discover some keys to its successful navigation.
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  • Board Evaluation/A Shareholder GuideSupervisory and Executive Boards must act in the interests of their shareholders. Not exclusively, but sustainably. How can the owners of a company go about evaluating their highest representatives and their achievements? On what criteria should Boards expect to be evaluated, and self-evaluate? Financial results aside, in this article Amrop focusses on the evaluation criteria we can find within two dimensions-material and human.
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  • Be the Catalyst/8 Ways for Independent Directors to Be a Positive Force for ChangeHowever, in many cases Boardroom practices do not meet today's demands, and this raises several questions for Independent Directors. Should Independent Directors permit the CEO and their fellow directors to stand still? Should they remain passive and not rock the boat? Or should they act as true catalysts for change? If so, what can they concretely do to exercise effective participation in the Board? In this article, Amrop proposes 8 ways in which Independent Directors can truly embrace their mandate as Board Catalysts.
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  • Board Seeks New CEO m/fAn experienced executive is seeking a new opportunity after a twenty-year career. Yet when it comes to presenting the case fot a Board-level role, it may be time to find a compelling alternative to the CV. Based on his experience, Eelco Van Eijck, Senior Amrop Partner has devised an effective way to help hiring organizations establish the right level of contact with the right candidates-the Top Executive Presentation Deck.
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  • CEE: Všetko je len ilúzia?„How tu manage complexity in CEE"-pod týmto mottom sa v polovici mája vo Viedni uskutočnil piaty ročník konferencie Grow East. Po prvý raz sa deň pred otvorením podujatia uskutočnil večer s názvom Executive Hour, počas ktorého tridsiatka odborníkov diskutovala o súčasnosti i budúcnosti stredo- a východoeurópskeho priestoru. Jedným z účastníkov stretnutia bol Günther Tengel, Managing Partner rakúskej poradenskej spoločnosti Amrop Jenewein.
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  • From Transaction to Transformation/16 Trust-building Keys for Hiring Companies and Search FirmsFor a relationship between a hiring company and an executive search firm to bring sustainable added value, trust is essential to secure the expectation that a promise will be delivered upon. What, then, are the vital signs and foundations of trust? As a hiring organisation or executive search partner, how can Amrop move beyond a transactional exchange-characterized by contracts, cost and profit, to a transformational partnership-founded on mutual understanding, investment and benefit?
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  • Amrop Slovakia: výsledky za rok 2012Rok 2012 možno v histórii Amropu považovať za úspešný najmä z hľadiska stabilizácie ďalšieho rozvoja. K 88 zastúpeniam v 58 krajinách sa darí kontinuálne pripájať nové. Aj slovenská kancelária Amropu môže uplynulý rok charakterizovať ako stabilizačný. S radosťou predstavujeme stručný prehľad výsledkov minuloročnej práce celého tímu.
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