Thought leadership

What motivates leaders to join one kind of organisation, and avoid another? We personally approached senior executives from across the world who had recently been shortlisted for a senior position with a hiring organisation. This article highlights the findings.

The Amrop Digitization on Boards 4th Edition report surfaces a ‘virtuous circle’ of confidence, competence and outcomes in digital leaders and their High Performing Organizations. But even strong performers have clear avenues to raise their digital game. Where can digital executives and non-executive boards focus to build healthy growth?

In this article we discuss how life for leaders has never been more complex due to various challenges; tsunamis of digitization, machine learning and Covid-19. How can we solve the contradictions and tensions being experienced today? Research suggests that we can solve this by managing paradoxes through wise decision-making.

The Amrop series ‘Inside the Wise Leader’s Brain’ has taken a journey into the neuroscience of leadership, drawing on some of the latest findings. What makes us tick, what we have in common with AI machines, and what makes us different. How wise leaders use their brains differently, concluding with some practical ways to ‘wise up our brains.’

In this new Amrop series based on his book ‘Destination Boardroom’, Amrop Global Board Member Eelco van Eijck maps out the executive and board search domain: from sector, company, headhunter and process, to hiring organization and candidate. Like propeller blades, the most important components must be perfectly adjusted.

The coronavirus pandemic is continuing to profoundly re-shape the economic, organisational and societal landscape. What changes have companies made to their leadership models and behaviours in response to Covid-19?  Which leadership model will win?

“The pandemic acted as a catalyst for changes that were already underway in the world of work.” Maria da Glória Ribeiro, Founder and Managing Partner of Amrop Portugal, and author of the book “People With Talent, Like Us”, talks about the ten pillars to build a successful career, the characteristics of today's leaders and how careers are being affected by the pandemic.

In June 2020, Amrop Jenewein surveyed a select group of HR executives to understand their perspective on this rapidly unfolding situation. Historical ties and an understanding of multiple different cultures make Austria, and its capital Vienna, the gateway to Central and Eastern Europe, and home to the headquarters of over 600 international companies. Austria’s HR executives have played a pivotal dual role during the lockdown, from ‘fire brigade’ to ‘strategic companion’ on the journey towards a new normal. In this report you will find their insights fresh from the frontlines.

The coronavirus crisis has shown us that organisations need a new breed of adventurous leader who can develop a new interface between people and technology. Discover what ‘Business Modernism’ is in this article

In this Amrop series, 8 building blocks are set out for Personal Governance: This includes practical ways to bring out the best in yourselves and your stakeholders

Any credible career should follow an uninterrupted, upward trajectory, or so the assumption goes. Many hiring organisations, 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?

To say that many non-tech organisations are struggling with digitization is probably an understatement. Implementing digitization at the right time with the right results is a huge task. It demands exceptional leaders, bridgebuilders fluent not just in digital, but in strategy engineering. This duality leads to a big question for non-tech organisations: defining a clear profile for CIO’s, CDO’s and their equivalents

Navigating the organisational terrain of digitization is an uphill struggle for digital leaders. Our 2019 study exploring Digitization on Boards revealed that almost half (45%) experience a lack of dynamism and speed

As Peter Drucker famously said: “culture eats strategy for breakfast.” The fast-moving and complex environment of digitization is no exception to the rule. For a digital strategy to grow and flourish, it must be rooted in a working culture that is developed and exemplified by a progressive CIO

Leaders worldwide currently face career-defining struggles to invoke wise decision-making during the COVID-19 pandemic. From the logistics of medical and food supply chains, to the subtleties of mass communication in a time of crisis, now more than ever, wise leadership is key to sustainable and legitimate organisation-building. What happens when an executive steps into a top role in a new industry, or more difficult still, a high-profile crisis?

The world of disruption we’re living in means CEOs need to engage in ‘live planning’, allowing their company to adapt to change rather than fading away

Executive Search Tips for Managing the Executive's Onboarding during Covid-19

As the Coronavirus causes havoc on the world, working and living as we know it has drastically changed. Mental health is now paramount to surviving these times

As digitization is reshaping business in the most fundamental ways, there are major gaps between knowing and doing

Mega trends, the future rules of business and building new leadership teams that will create exponential growth in a world of endless business opportunities

A venerable multinational is forced to search in unusual places to reverse a creeping decline, and emerges stronger than ever. After a series of painful experiences, a senior executive questions his assumptions and unearths invaluable lessons. His quest for lifelong learning begins.

Intelligent behavior has long been considered a uniquely human attribute. But as computer science and IT networks progress exponentially, artificial intelligence (AI) is increasingly standing out as the transformational technology of our age. From industry 4.0 outwards, human and artificial intelligence may compete for jobs. But they will increasingly collaborate and complement each other. What kind of leadership will be needed to make that happen? Here is our summary.