Leaders For What's Next

Amrop advises the world’s most dynamic, agile organizations on identifying and positioning Leaders For What’s Next - adept at working across borders, in markets around the world. Operating through more than 80 offices, Amrop is one of the world’s largest retained executive search partnerships.

Personal Governance III

With 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 you, as a leader? In Part 3 of our series, we take a journey into the Second Principle of Personal Governance. In this tour of the often-confusing ethical landscape, we provide signposts for Leaders who are seeking to do – and be – ‘the right thing’.

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Joining Forces: What happens when the CEO and CHRO work hand-in-hand?

For a CEO, it is ever more critical to understand and build on the different perspectives that impact success: customers, competitors, partners, employees. As the pace of change quickens, one needs to act on this 'diversity of thought', moving swiftly and daring to make mistakes. Yet being this curious, open and action-oriented, and risking mistakes (within reason) is counter to the wiring of many organizations. If the cultural change is challenging, one key is the CEO/CHRO partnership.

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Business Beyond Profit - A Conversation with Ronald Seeliger of Hemofarm

Business Beyond Profit - A Conversation with Ronald Seeliger of Hemofarm

"Companies need to make a profit, just as humans need to breathe - but if it's just about breathing, your life is actually quite boring and you're wasting it."

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Board Evaluation

Supervisory 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?

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