A New Model For Digital Competencies | SKILLS

A New Model For Digital Competencies | SKILLS

So far, we have unpacked three dimensions of our Digital Competency Model: Strategy, Organization and Culture. The race to digitize has confirmed the CIO’s role as a defining one in modern business. The bandwidth to ‘stop missing out on digital..Read more
A New Model For Digital Competencies | CULTURE

A New Model For Digital Competencies | CULTURE

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..Read more
Covid 19 | An Industrial Evolution? CEO Interview

Covid 19 | An Industrial Evolution? CEO Interview

In a new world marked by COVID-19, industry is facing unprecedented pressure from all sides to maintain production, job stability and wealth creation. Politically and socially that pressure often takes on a protectionist, national focus. But for some..Read more
When Wisdom is Put to the Test

When Wisdom is Put to the Test

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..Read more
A New Model For Digital Competencies |  STRATEGY

A New Model For Digital Competencies | STRATEGY

To say that many non-tech organizations 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..Read more
The Short Term Is the New Long Term

The Short Term Is the New Long Term

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, Federico Cúneo, Chairman of Amrop, tells Semana Económica. Read more
Covid-19: 10 steps to managing uncertainty

Covid-19: 10 steps to managing uncertainty

At Amrop, we believe that every problem contains a hidden opportunity. In times of difficulty, the way you treat your employees, clients, investors, business partners and suppliers is critical. It will be reflected in their loyalty and the quality of..Read more
Pharma India 2030: Trends and Talent

Pharma India 2030: Trends and Talent

India’s pharmaceutical industry is at a crossroads. Over the last few years, growth rate in Rupee terms has decelerated to mid-single digits. The rate of introduction of new products has also slowed. If volume growth is also slowing slightly, it..Read more
New Adventurous Leadership

New Adventurous Leadership

This report is about mega trends, the future rules of business and building new leadership teams that will create exponential growth in a world of endless business opportunities. Read more
Management Versus Leadership

Management Versus Leadership

In times of Industry 4.0, the Internet of Things, etc., managers need more than ever before to be adaptable, open to change in leadership culture, and break with old patterns if they are to succeed as leaders.Read more
Best Friends, Toughest Opponents

Best Friends, Toughest Opponents

Companies must learn to cooperate as well as compete if they’re to survive in an increasingly digitized world, says the Managing Partner of Amrop Jenewein, Günther Tengel. And companies are advised to work together selectively, especially in the..Read more
Competence Profiles Versus People

Competence Profiles Versus People

What causes digitization in the consulting market, why new data protection creates parallel worlds, and why Amrop Managing Partner Günther Tengel believes in a human renaissance in the age of the bot.Read more
Amrop 40th Anniversary: 4 Decades of Leadership

Amrop 40th Anniversary: 4 Decades of Leadership

Leaders for What Was, for What’s Now and for What’s Next – as Amrop celebrated its 40th anniversary in 2017, find out what Amrop Partners, young entrepreneurs and senior business thinkers have to say about 4 decades of leadership.Read more
The Challenging Role of Chairs

The Challenging Role of Chairs

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..Read more
3D Printing: Is Germany in Need of a Re-boot?

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..Read more
Case Study: Independent Directors in Chile

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..Read more
Amrop India Series: What's Next in Education?

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..Read more
Nominations Committees: A User Guide

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. Read more
Sequential Thinking is a Must

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. Read more
Personal Governance 2: Life Plan and Goals

Personal Governance 2: Life Plan and Goals

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,..Read more
Nominations Committee: Raising the Bar

Nominations Committee: Raising the Bar

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..Read more
The Leadership Contract

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..Read more
Mobile Payments - New Market, New Leaders

Mobile Payments - New Market, New Leaders

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..Read more
Omni-Channel Retailing Champions

Omni-Channel Retailing Champions

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..Read more
Leadership and the Brain III: Brain Olympics

Leadership and the Brain III: Brain Olympics

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..Read more
The New CHRO: Balancing, Designing, Leading

The New CHRO: Balancing, Designing, Leading

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..Read more
Board Evaluation: A Shareholder's Guide

Board Evaluation: A Shareholder's Guide

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..Read more