Cyber Security: Data Privacy

How Boards Can Safeguard Digital Assets Today For Success Tomorrow

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The Art of the Real: An Interview with Tony Schwartz

When life sciences companies complain that they can’t find enough good people, the cause, in our view, is most likely to be centered on a misalignment between the strategic goals of the business and the efforts of the company’s talent acquisition teams. In this article, we outline the approach we took as talent acquisition leaders at Pfizer and offer ideas that you can implement right away.

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Amrop Life Sciences: When Talent and Business Strategies Align

When life sciences companies complain that they can’t find enough good people, the cause, in our view, is most likely to be centered on a misalignment between the strategic goals of the business and the efforts of the company’s talent acquisition teams. In this article, we outline the approach we took as talent acquisition leaders at Pfizer and offer ideas that you can implement right away

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Personal Governance 6 - Principle 5: 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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Amrop 40th Anniversary: 4 Decades of Leadership

Leaders for What Was, for What’s Now and for What’s Next – as Amrop celebrates its 40th anniversary find out what Amrop Partners, young entrepreneurs and senior business thinkers have to say about 4 decades of leadership.

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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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Customer Experience 2017: Retail Executives Deliver Their Verdict

Few 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.

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From Disruption to Daylight: How leaders are travelling the digital change curve

The 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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From Disruption to Daylight: How leaders are travelling the digital change curve

The 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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The Challenging Role

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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New Leadership

A director role is no longer filled by calling around your network. A big pool of talent is found in unexpected places. You need to know how to find it.

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Talent Advisor

Günther 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.

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The Great Executive Rebrand

CEO 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.

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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.

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Case Study: Independent Directors in Chile

All 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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Ireland: Planting Seeds That Could Feed The World

The 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 US to China, demand for ‘green and sustainable’ Irish agri-products is rising.

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Personal Governance 5

Recent 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 transformed 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?

We outline the challenges facing Turkey’s business leaders, through the lens of key indicators and cases, and the eyes of Amrop Partner Yeșim Toduk, whose two books exploring the changing face of business leadership in Turkey have received considerable attention in the country.

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A Leadership Assessment in a New Acquisition Process

Polaris takes a majority stake in software company Configit, Amrop supports with strategic Leadership Assessment.

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Nominations Committees: A User Guide

It has become the norm for Boards to plough time and resources into remuneration and its spin-offs. The time has now come to deliberately engineer strategic, integrated human capital think tanks in the form of cutting-edge Nominations Committees.

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Sequential Thinking is a Must

Talent Management: When it comes to finding tomorrow’s leaders, radical new ways forward will be needed, Amrop’s Günther Tengel advises. The curiosity and motivation of candidates will be decisive.

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Personal Governance II

Just 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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Digitization on Boards: Amrop's 2016 Report

As 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 1280 Non-Executive Directors.

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Personal Governance 4

In 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.

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Building the Future II

As organizations venture down the path of globalization, they encounter a fundamental struggle: maintaining their core DNA across the new markets in which they grow. Their culture and values must be kept alive, whilst designing an organization that has the agility conducive to sustained growth. Find out how a pioneering MidCap built its organizational culture to drive agility and global growth.

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Embracing Technology is About Innovation

In 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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The Re-Invention of Office Space

Corporate 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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Crossing Over

As 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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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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Smart Factory, Smarter Leaders

What 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 US.

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Why Managers Leave

The demographic curve is putting a squeeze on the talent pool of young leaders, and conditions in companies are contributing to dissatisfaction, says Amrop executive search consultant Günther Tengel.

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Nominations Committee

As 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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Building the Future

How an international MidCap construction business redefined its vision and bridged the gap between aspiration and action. Amrop interviews Heimo Scheuch, CEO of Wienerberger, a 194-year old, international building materials group.

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Personal Governance I

Trust in leadership is at an all-time low. Tales of incompetence or negligence dominate business headlines. Other reports paint a grim picture of executives whose mental and physical health, private lives and values are collapsing under the sheer weight of information and work overload. How can senior managers make a change for the better?

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Have You Signed the Leadership Contract?

In 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 to the role. Next, Amrop Knightsbridge Managing Partner Brad Beveridge translates these into guidelines for executive hiring.

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Mobile Payments

The concept of MP is high on the corporate strategic agenda, impacting people’s daily lives. Individuals and organizations able to surf the waves of change are members of a privileged generation. MP is a booming business. Already in 2013, Gartner had predicted that the value of worldwide MP transactions would reach a 44 percent increase over 2012. Amrop interviewed 12 top managers in the field.

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Omni-channel

In Canada, a large and venerable mass-merchant faces a serious rethink in order to evolve its Customer Centricity from ‘art’ to ‘science.’ In China, the e-commerce team of a renowned retailer is confused and frustrated by constant changes in strategic direction. Even the best leaders face a host of challenges in the omni-channel race. We set the scene, report from the frontline and present the ideal profile for the elusive 'omni-channel champion.'

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Quest for Talent

Worldwide, the mining industry is competing for a limited supply of critical talent to meet significant and growing challenges. Unless it focuses collective energy, the difficulties will increase exponentially. In this article, Amrop's Global Mining, Energy & Infrastructure Practice identifies the trends having the greatest impact on talent management in the mining industry.

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Leadership and the Brain III

In the third article in our series ‘Leadership and the Brain’, Amrop guest writer, neuroscientist Dr. Tara Swart, shares some intriguing and effective ways to lift our business brains from bronze, to silver, to gold-medal standard. If, in the corporate world, high-calibre self-awareness and self-belief are increasingly valued, how can we maintain - or improve - our brain fitness?

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Leadership and the Brain II

In this second article in our series 'Leadership and the Brain', Amrop guest writer, neuroscientist Dr. Tara Swart, introduces her new tool for Leadership Agility. As the demands upon leaders reach dizzying levels, this science-based, compelling and simple platform will help senior executives understand and enhance their performance - and that of their entourage.

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Low Cost, High Stakes

The war for leadership talent, combined with pressure on executive compensation packages, is a challenging mix for hiring organizations. Meanwhile, cases of reckless risk-taking driven by dysfunctional motivation have damaged the reputation of many top managers and the organizations they lead. This kind of risk-taking has led to a re-thinking of executive compensation. Could we see these phenomena as an opportunity to unleash the potential of non-financial motivation?

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Courage to Change

It has become nearly impossible for boards to deny the importance of effective succession plans for their CEOs. The topic has been surveyed and case-studied to death. All this work has arrived at the same conclusion: succession management is a critical contributor to business success. It certainly makes you wonder why so many boards are still struggling with succession.

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Watching Me, Watching You

A merger or acquisition is an enduring yet risky 'reboot' strategy for organizations. And the post-M&A phase is pivotal. Identifying and positioning the right leaders is a matter of vital importance, making their assessment a widespread reflex. Yet the way in which senior talent is assessed can make or break the commitment of an organization's most precious assets at a vulnerable time for all.

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State Capitalism

Poland made its transition to post-communism in 1989. It is the only European economy to have posted consistent growth throughout Europe's recent recessional drought. This tale concerns the transformation of a group of state-owned behemoths in the hands of a generation of superlative leaders - people motivated not by money, but by the chance to make deep change.

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The New CHRO

Simultaneous shifts in environmental, regulatory, sustainability and geopolitical dimensions have transformed management and placed exceptional demands on leaders. If, as a consequence, human and leadership capital are an unprecedented source of competitive advantage for organizations, what are the implications for the CHRO? While this offers a great platform for HR leaders to re-envision the function, not all are ready to assume the new leadership requirements.

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Make or Break?

Whether you are a senior executive facing your first months in a critical role, or a key internal stakeholder in an incoming leader's transition process, Amrop invites you to explore the emotional landscape facing every new entrant, and discover some keys to its successful navigation.

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Leadership and the Brain I

As cave dwellers, co-operation improved the chances of our survival as a species, so the instinctive tendency for co-operation is deeply embedded in our brains. If this is the case, then why is co-operation sometimes so difficult to establish? In this article, Amrop guest writer Dr. Tara Swart takes a look at the neuroscience of business. How can its insights explain and optimize our interactions with stakeholders?

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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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Board Seeks New CEO

How can top executives transform a lengthy CV into a compelling boardroom presentation?

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Transaction to Transformation

For a relationship between a hiring company and an executive search firm to bring sustainable added value, trust is essential to secure the expectation that a promise will be delivered upon. What trust-building attitudes and actions should we cultivate? We examine the senior executive search path - from foundation, to offer.

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Be the Catalyst

Spurred by shareholder activism, emphasis on shareholder value enhancement and the imperative to be a responsible corporate citizen, the demands on CEO and Board are becoming stringent. However, in many cases, Boardroom practices do not meet today's demands. What can independent directors do to participate effectively on the Board?

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