• Careers & Talent Strategy: The New Shape of Work – Why The Only Way Is No Longer UpAny credible career should follow an uninterrupted, upward trajectory, or so the assumption goes. Many hiring organizations, executive search firms and leadership candidates still exercise this kind of ‘up or out’ thinking. Yet a growing number of successful executives are seriously questioning What’s Next.
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  • Leadership: Personal Governance – 7 (Personal Interests and Passions)If your Personal Governance is in good shape, your life will not begin and end at the office. You will be known as someone who cultivates strong interests – passions, even – besides your heavy professional commitments. You may also be a rarity. Outside their professional framework, too few senior executives set aside enough time for family and friends, let alone for deep personal interests or passions. It follows that just as few are consciously structuring their personal time. It’s time to bring some balance into the equation.
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  • Cyber Security: Data Privacy – How Boards Can Safeguard Digital Assets Today For Success TomorrowCyber continues to dominate headlines – and rightly so. Not only is the topic wide-ranging, but cyber attacks are mushrooming daily, unconstrained by geographic or sectoral borders. Like so many of today’s business issues, human decision-making and behavior lie at the heart of the problem. How can companies develop digital offerings without inviting the real threat of cyber risks? Beyond the numbers, how much insight do boards really have? Within board governance, what data governance structures are needed?
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  • The Art of the RealAn Interview with Tony Schwartz, who in 1985 ghost-wrote The Art of the Deal, the book that sold over a million copies and turned Trump into a household name. That experience was one of the drivers that steered Schwartz away from journalism to build an ‘energy consultancy’. He founded The Energy Project in 2003 to train executives in strategies for helping themselves and their employees perform better and avoid burnout.
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  • When Talent and Business Strategies AlignWhen companies complain that they can’t find enough good people, the cause is most likely to be deep-rooted and centered on a misalignment between the strategic goals of the business and the efforts of the company’s talent acquisition professionals. In this article, Amrop outline the approach it took as talent acquisition leaders at Pfizer and offer some ideas that companies can implement right away.
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  • Leadership: Wising Up – Smart Decisions or Sustainable Decisions?Today’s ethical, ecological and societal challenges call for executives who are not just accomplished and smart, but wise. Smart leaders become wise when they address and resolve the dilemmas of modern business in a holistic way. Hiring organizations should select leaders who not only create and capture economic value, but who create a more sustainable – and legitimate – organization.
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  • Plánovanie nástupníctva v rodinných podnikochMagdaléna Majorošová, absolventka Fakulty managementu Univerzity Komenského v Bratislave, sa vo svojej diplomovej práci zameriava na problematiku plánovania nástupníctva v rodinných podnikoch. Hlavným cieľom jej práce je analyzovať proces plánovania nástupníctva a jeho napĺňania v rodinných podnikoch na Slovensku. Následne opisuje pripravenosť rodinných podnikov a ich členov na transfer podniku na mladšiu generáciu.
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  • Customer Experience 2017: Retail Executives Deliver Their VerdictFew dispute the competitive value of a great customer experience (CE). And yet, how are retail executives experiencing the organizational journey to excellence? Amrop surveyed a handpicked group of senior retail executives from 25 countries. Their responses reveal a gap between understanding the strategic importance of optimizing customer experience, and leading the shift.
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  • Leadership: Personal Governance – 6 (Personal Development)Good Personal Governance incites lifelong personal development, or éducation permanente. This is a dynamic journey, linked to our personality development, aptitude for reflection, coping strategies, the way we communicate and interact, our ethics – and beyond. And managers must be shining examples.
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  • Return on Character Pays OffLeadership takes opinions, attitude, integrity. Why many 45+ leaders step out (when they can), and many younger people don’t step up (or want to). More you can read in an interview by Karin Bauer (Der Standard, Austria) with Günther Tengel, Managing Partner of Amrop Jenewein in Austria.
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  • From Disruption to Daylight: How leaders are travelling the digital change curveThe journey to digital, from the way you’ve always worked, to the way everyone else is beginning to work, can be viscerally shocking. The digital path leads senior executives through denial, anger, bargaining, depression, to acceptance.
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  • Boards: Are You Sitting Comfortably?In many countries, the role of the Chair is evolving. In all organizations, it is vital. Today there’s no shortage of prescriptions. But behind the guidelines, the task is filled with challenges. Amrop's Global Board Practice uncovers nine of them.
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