• A Case of Globalization: Building the Future – 2Building a strong organizational culture has been the cornerstone of the company´s success. To find out how Genpact (an independent business process re-engineering company which employs 68,000 employees with 73 delivery centers and a presence in 25 countries around the world) used its values and culture to drive agility and global growth, Amrop interviewed Pramod Bhasin, Founder and former President & CEO of Genpact.
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  • Talent Strategy: The Re-invention of Office SpaceCorporate Leadership has to think in much broader terms today – not just about business strategy and people, but also about how those people engage and interconnect. This includes the physical space they inhabit: the office. The way in which it is structured for operation, and meets the needs of diverse groups, are increasingly recognized as critical to business performance.
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  • Leadership: Personal Governance – 3With trust in business leadership at an all-time low, it’s not surprising that ethics has become such a common word in the lexicon. But what do ‘ethics’ actually mean for leaders? In Part 3 of our series, Amrop takes a journey into the Second Principle of Personal Governance. In this tour of the often-confusing ethical landscape, the author Fredy Hausammann provides signposts for leaders who are seeking to do – and be – ‘the right thing’.
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  • Leadership and Boards: Crossing OverAs anyone who has heard the joke about the consultant and the shepherd knows, professional services firms and corporate organizations often have a love-hate relationship. Yet they share one need – superlative leadership. How do both sides benefit from mixing DNA?
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  • Leadership: Personal Governance – 2Just as a well-run organization has a guiding Mission, so do managers with good Personal Governance. This ‘Life Plan’ is an ongoing project, far-reaching and carefully orchestrated. It serves as a common thread, a ‘leitmotiv’, to guide, motivate and inspire executives through uncertainty and change, success and opportunity. As a personal, core Mission, its translation into action needs regular monitoring.
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  • BOARDS: Raising the Bar for the Nominations CommitteeAs day-to-day listed business announcements reveal unexpected high-profile departures and last-minute recruitment scrambles, how can Nominations Committees take a more robust, strategic and wide-ranging approach to succession planning? Join the exploration by Amrop and Dina Medland.
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  • Smart Factory, Smarter Leaders: Conversations with the C-SuiteWhat does the C-suite really think about the Smart Factory? Is it a true paradigm shift? Or a case of the ‘emperor’s new clothes’? How high is the topic on the strategic agenda? What are the implications for human capital? Finally, what could make for Smarter Leadership? To find out more, Amrop conducted confidential conversations with a select group of senior manufacturing executives from Europe and the U.S.A.
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  • Lídri 21. storočiaŠtvrťstoročie je dostatočne dlhé obdobie na hodnotenie trendov. Preto sa diskusný večer s lídrami slovenského finančného sektora Reginou Ovesny-Straka a Michalom Lidayom, ktorý usporiadala spoločnosť Amrop Slovakia spolu so Slovensko-rakúskou obchodnou komorou v Slovenskom inštitúte vo Viedni, niesol najmä v hodnotení uplynulých 25 rokov. Avšak s pohľadom do budúcnosti.
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  • Personal Governance/The Cornerstone of Corporate Governance and LeadershipHow can senior managers make a change for the better in their own lives and, by association, in Corporate Leadership and Governance? Via their Personal Governance, how can they take steps towards a more credible and widely-accented form of governance as a whole? Fredy Hausamman, member of the Amrop Global Executive Board and managing partner of Amrop in Switzerland, adds the personal Governance dimension to the existing concepts and rules of Corporate Governance. Because strong and sustainable Corporate Governance can only happen if the people in charge of organization can demonstrate solid Personal Governance.
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  • A Case of Globalization: Building the FutureWhen a long-established company faces a sudden crisis in its sector, a fight for survival may rapidly follow, calling its business model into question. A globalization strategy, combined with an innovation drive, frequently seems the most obvious way out of the impasse. Yet ´globalization´ and ´innovation´ are more easily pronounced than performed. To find out how one international MidCap business redefined its vision and bridged the gap between aspiration and action, Amrop interviewed Heimo Scheuch, CEO of Wienerberger, a 194-old, international MidCap building materials group.
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  • Viewpoint: Why Managers Leave CompaniesThe demographic curve is putting a squeeze on the talent pool of young leaders, and conditions in companies are contributing to dissatisfaction, says Günther Tengel, Managing Partner at Amrop Jenewein (Austria) in an interview with Karin Bauer from Der Standard.
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  • Amrop Interview: Záležitosti najvyššieho poschodiaProfilový rozhovor – ďalší zo série Context Matters/Amrop Interview. S cieľom priblížiť trendy v oblasti Corporate Affairs všeobecne i osobné pohľady a skúsenosti ho s Henrichom Krejčím, vedúcim útvaru energetického práva, regulácie a verejných záležitostí spoločnosti Slovenský plynárenský priemysel viedla Ladislava Molnárová, Senior Manager a Corporate Affairs Officers Practice Leader poradenskej spoločnosti Amrop.
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  • Have You Signed the Leadership ContractIn this provocative article, Amrop guest writer Vince Molinaro, bestselling author of The Leadership Contract, sets out four terms that all leaders must understand before signing up. Next, Amrop Knightsbridge Managing Partner Brad Beveridge translates these into guidelines for executive hiring.
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