• New Leadership: The Perfect Candidate, PleaseWhat leadership qualities are now being sought by organizations in transition? How can good ‘search governance’ ensure that the very best are identified and attracted, beyond the most obvious profiles? When it comes to upcoming young leaders, what are their observations and recommendations? What effect will digitization will have on executive hiring? In this interview conducted by Peter Smink, CEO and CFO of energy company Nuon, for Management Scope Magazine, Eelco van Eijck and Nicolette Zandbergen, Partners of Amrop in the Netherlands discuss how executive search is evolving to meet the changing needs of hiring organizations.
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  • Talent Advisor: Job Descriptions will DisappearGünther Tengel, Managing Partner of Amrop Jenewein in Austria, discusses traditional job descriptions and the question of whether the system of the working world is toppling, or evolving in a relatively painless way. More can you read in an interview in daily Der Standard.
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  • The Great Executive Rebrand: How top executives are rediscovery their coreCEO turnover has risen steadily in recent years and more executives than ever are taking the opportunity to ‘rebrand’ themselves. In the past, that meant a visit to a stylist and a new mantra to practice in front of the mirror. But now, instead of offering a simple makeover, a new breed of executive coaches are seeking out the real you, warts and all, to make that the centrepiece of your next career move. They refrain from extravagant claims, but they help to redefine your career and make you feel more fulfilled than ever before.
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  • 3D Printing: Is Germany in Need of a Re-boot?Despite Germany’s pioneering role in developing 3D additive production techniques, and their adoption by the country’s larger players, top management in many of the companies who supply those organizations is still concerned about the risks associated with these new technologies. They are potentially losing sight of major opportunities to earn money and secure competitiveness for the future. In this article, Ulrich Beckendorff, Managing Partner in Amrop’s Düsseldorf office and member of Amrop’s Global Industrial Practice takes a look at the opportunities of 3D additive production, and makes the case for re-booting Germany’s leadership in the domain.
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  • Case Study: Independent Directors in ChileAll over the world, the role of independent directors is gaining ground: in terms of not only the letter but the spirit of regulation. Under Chilean corporate governance law, directorships of listed companies must be renewed or replaced every three years. The country’s six Pension Funds companies, grouped into the Asociación AFP Chile, are no exception.
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  • Consumer & Retail: Ireland – Planting Seeds That Could Feed the WorldThe grass is greener than ever in Europe’s ‘emerald isle’. The end of quotas on dairy output could unleash economic growth potential worth €1.3 bn and create 15,000 new jobs in the coming years. Furthermore, from the U.S. to China, demand for ‘green and sustainable’ Irish agri-products is rising. In response, Irish farmers and agri-processing companies are busy investing and innovating. High consumer confidence, Ireland’s 2013 exit from its bailout program, falling oil prices, a strengthening labor market and falling inflation are all powering a month-on-month growth in Ireland’s retail sector. Combined with pressure to reduce its carbon footprint, these factors are driving Ireland’s global and cross-sector quest for senior talent: from general managers and supply chain directors with insider knowledge of global markets, to specialist knowledge in nutritionals, pre- and post- food production and related industries. Meanwhile, Irish FMCG companies, in the quest for cost-efficiency and a peerless customer experience, are seeking digitally-literate supply chain managers and commercially astute executives.
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  • Leadership: Personal Governance – 5Recent months have seen at least three cases of CEOs suffering the physical effects of overload – a heart attack, an on-stage collapse, hospitalization for severe pneumonia. All were aged under 60, as was the former Chief Executive of a major insurance company, who took his own life following his resignation.
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  • Amrop India Series: What´s Next in Education?Far from playing catch-up with India´s policy framework, India´s education sector is ahead of the game. Galvanized by private players, the rapid increase in demand for high quality education has tramsformed the education sector into a ‚sunrise' sector. And a new category of demand is driving investment.
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  • What´s Next in Turkey? A New Leadership Model For a Connected AgeAmrop outlines the challenges facing Turkey´s business leaders, through the lens of key indicators and cases, and the eyes of Amrop Partner Yesim Toduk, whose two books exploring the changing face of business leadership in Turkey have received considerable attention in the country.
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  • Strategic Leadership Assessment in a New Acquisition Process: A Case StudyPolaris Private Equity announced that it had acquired 65% of the shares in the Danish software company Configit A/S. When Polaris takes a majority stake in Configit, Amrop supports it with Strategic Leadership Assessment. Henrik Elsig Andersen, Leader of Amrop´s Global Leadership Services, talked to Finance Monthly Magazine in the United Kingdom about the Leadership Assessment objectives and process.
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  • Nominations Committees/A User GuideIt has become the norm for Boards to plough time and resources into remuneraton and its spin-offs. The author Fredy Hasammann believes that the time has now come to deliberately engineer strategic, integrated capital think tanks in the form of cutting-edge Nominations Committees. The case is made by the FRC´s paper UK Board Succession Planning. This sets out the key topics for Non-Executive Boards if they are ever to successfully implement their strategies.
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  • Technology & Media: Digitization on Boards Report – 2016As the tide of disruption and digitization sweeps into every sector, the flow of digital know-how into Executive Management Teams – CDOs, CIOs and CTOs – has stepped up. This report maps the digital competencies of the Boards of the 110 largest stock-listed companies in 11 countries in Europe and the US, and the backgrounds of 1 280 Non Executive Directors (NED´s). The analysis is enriched by in-depth interviews.
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  • Leadership: Personal Governance – 4In today´s turbulent and pressured environments, managers all too frequently find themselves in a metaphorical prison. They slavishly replay old thought patterns, trapped by static world views. It is hard to see things in a new light if we do not know what our resources are…
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  • Plánovanie nástupníctva je nevyhnutnosťouZabezpečenie kontinuity prostredníctvom nástupníctva je aj v rodinných podnikoch jednou z kľúčových súčastí strategického plánovania. Nástupníctvo sa riadi určitými zásadami a jeho úspešné zvládnutie závisí od viacerých okolností. V čom spočívajú špecifiká nástupníctva v rodinných firmách, pričom na mysli máme úroveň majiteľa, príp. strategického vedenia? Prečítajte si článok, ktorý napísal Mario Fondati, partner a Family Business Practice Leader v Amrope.
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  • Sequential Thinking is a MustTalent Management: When it comes to finding tomorrow´s leaders, radical new ways forward will be needed, Günther Tengel, Managing Partner at Amrop Jenewein (Austria) advises. The cduriosity and motivation of candidates will be decisive. More can you read in an interview in daily Die Presse.
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  • Boards: Embracing Technology is About InnovationIn a fast-changing digital world, the successful businesses will be those that demonstrate adaptability and embrace innovation. Technology opens the door to new business models from manufacturing to marketing functions, while cyber security and the risks around it loom large as major concerns for every boardroom.
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