News & Insights

Converting AI Ambition into Scalable Business Value

Tue, 09 Jun 2026 12:00:00 Z

The Art of AI in Business: What Actually Works

Most organisations have run AI pilots. Far fewer have scaled them.

Amrop's Global Digital Practice recently brought together four senior practitioners to explore what separates AI experiments from enterprise-wide value. Anthony Belpaire (BNP Paribas Fortis), Łukasz Samborski (ex-Alior Bank), Sofie Perslow (AI advisor, retail and media), and Silvio Giorgio (ex-AusPost, ex-Coles, ex-REA) shared the cases, failures, and practical lessons they have accumulated across industries and geographies.

Two themes ran through every conversation. The first: trust is the real barrier, not technology. The second: the AI that delivers the most value is often the AI nobody sees.

Beyond Expertise: The Rise of AI-Augmented Leadership in Professional Services

Fri, 05 Jun 2026 14:07:55 Z

“Why would I pay you for work done by AI?”

Gabriela Nguyen-Groza | Luxembourg

As a partner in a professional services firm, you’ll be familiar with the question. And it’s a fair one.

AI is not killing professional services – it is exposing a broken model.

AI now holds more technical knowledge than any individual. As a consultant, the value is no longer in what you know. It lies in how you frame problems, connect disciplines and exercise judgment under uncertainty. The real issue for firms is not AI adoption. It is an outmoded leadership model.

Trust arrives on foot – and leaves on horseback

Mon, 01 Jun 2026 09:17:13 Z

Storytelling and statistics are no longer enough.

Sandra Schrögenauer | Austria

64% of people say they trust CEOs in general. But 72% trust their own CEO.^* The gap between the two figures is revealing. It tells us that trust in a leader is based more on personal experience than corporate messaging. CEOs have never been more present online.

But when it comes to communication, stakeholders don’t want more. They want better, says Sandra Schrögenauer, Managing Partner of Amrop in Austria, and a member of Amrop’s global Board Services Practice.

Bridging the Generation Gap – Part 2: The New Executive Contract

Mon, 25 May 2026 15:32:49 Z

In our last article, we asked: beyond the hype, which new gen* characteristics deserve special attention? Now we examine new gen career expectations, and hiring strategies to identify the Leaders for What’s Next. This 3-part series is based on in-depth interviews with senior Amrop Partners from Northern and Central Europe, Asia, North and South America.

*Gen Z: 20-26 | Young Millennials: 27-34 | Old Millennials: 35-42 | Gen X: 43-60

Feedback is vital: How can leaders activate a healthy practice?

Fri, 22 May 2026 15:14:39 Z

Paolo Clemente | Italy

Feedback is vital. But it’s often missed - and sometimes misused.

As the old adage goes: it’s lonely at the top. And younger executives are feeling isolated too. As global instability increases, taking the right decisions has never been more difficult.

But it doesn’t need to be this way – thanks to the power of feedback. The counsel of supportive, objective advisors dissolves walls. It nourishes and reinforces strategy design and implementation. Yet this precious resource asks nothing of us – except an open mind, writes Paolo Clemente, a Partner at Amrop Italy.

Manufacturing is becoming a technology sector. How could this affect your next career move?

Mon, 18 May 2026 07:18:40 Z

Sandy McKenzie | UK

Industrial leaders are relentlessly deploying AI to improve performance: 92% of leaders in the US alone say smart manufacturing (and AI) will be their main competitiveness driver.ⁱ A true growth engine, AI is embedded in a host of processes. It feeds predictive maintenance, supply‑chain optimization, and pricing. It is wired into customer segmentation and forecasting.

There are exciting implications for executive hiring.

As a board, are you ready for the unthinkable?

Fri, 08 May 2026 12:25:49 Z

Your next black swan is just over the horizon.

Andrew Woodburn | South Africa

It’s natural for a board to switch to conservation mode, especially in the current climate. To focus on governance, ethics, regulatory compliance. Risk management and value protection. But a defensive bias could render your board vulnerable – unequipped to handle the unthinkable. Black swans are never far away.

The past twenty-five years have delivered one unexpected mega-disruptor after another: a global financial crisis, nationalism, COVID, conflicts in Ukraine and the Middle East, tariff wars. Even as I write, blockages in the Straits of Hormuz are impacting the world economy. The gold price is soaring. Factor in regional or localized events, and a black swan looms into view every five years.

Leadership development needs data, tech – and us

Fri, 01 May 2026 15:20:53 Z

Victor Reis | Sweden

But binary thinking remains a real risk. It’s all about the nuance...

Leadership assessment and development specialists are living in interesting times: the burgeoning range of tools and instruments is both promising and disorienting, writes Victor Reis, Partner at Amrop Sweden and member of Amrop's Global Leadership Advisory Practice.

Especially given the dizzying rise of AI, it’s tempting to seek clarity in the black and white: humans versus data and technology. Few deny that we should combine both. But what should that look like? What do we want, and (really) need?

Bridging the Generation Gap – Part 1: Who Are Your Leaders For What's Next?

Mon, 27 Apr 2026 08:40:26 Z

"They have not yet been humbled by life, nor experienced the force of circumstances... They think they know everything." Aristotle.

Since the dawn of time, mature adults have been scratching their heads about the next generation. Family business owners questioning their desire and drive to keep the shop open. Educators mystified by minds that seemed to function differently. Governments worried about the survival of the social and economic fabric. In the 21st century, the Gen Z and Millennial cohorts have sparked megabytes of academic and business studies - and a host of assumptions.

Amrop's new A 3-part series, based on in-depth interviews with senior Amrop Partners, examines the relationship between the new gen and business leadership. Beyond the hype, which new gen characteristics deserve special attention?

Creating AI Heroes

Fri, 24 Apr 2026 14:22:41 Z

Could you be an AI hero?

Christian Axberg | Sweden

Good news. AI isn’t rocket science. It’s about controlled leaps - and empowerment.

Three out of four CEOs fear losing their jobs if AI doesn’t deliver.ⁱ But it’s perfectly possible to move from doubt to dynamism. It’s a question of consciously adopting and adapting, not randomly experimenting. Discerning AI’s potential for your business, taking action where it matters, and acknowledging the human factor.

When it comes to AI, the first question leaders used to ask was: “What do we want to change?” Now it’s: “Do we even want to exist?” If the answer’s yes, then consider this: the more deeply AI infuses the relevant parts of your operations, the faster your organization will adopt and adapt.

Fine-tuning Value Chains in Discount Retail

Sun, 19 Apr 2026 15:35:36 Z

How top players are recruiting and developing top-flight executives in a competitive market

Eelco van Eijck | Netherlands

Low-cost, high-volume models. A rare blend of discipline and agility. As the cost-of-living squeeze drives value-driven consumption, functionality and convenience, discount retail is on the rise. To sustain momentum, Eelco van Eijck asks: how can we find highfliers with an eye for detail and optimization?

Sustainability, Affordability, Security: A Big Ask for a Small Talent Pool

Fri, 10 Apr 2026 14:24:43 Z

Ranju Shergill | Canada

Whether government, city, or PE-owned, energy providers are having to balance multiple imperatives. Accelerating decarbonization and the transition from fossilbased fuels to renewables. Expanding infrastructure, doubling grid capacity to feed EV adoption, industrial electrification, and hungry AI data centers.

Canada is one of the world’s biggest producers, with energy as its main export. This pioneering country is a prime example of the sector’s challenges – and how to solve them. Its leaders are playing an increasingly important role in global clean energy provision.

Coaching and Mentoring: Vital Avenues for Sustainable CEO Performance

Thu, 02 Apr 2026 07:14:37 Z

Too many top leaders are missing out.

Unequivocal, discreet and skilled support. Honest input. Self-awareness. This is why coaching and mentoring are so vital for top leaders. Both should provide a safe, neutral, and confidential space for a CEO to open up and gain counsel. Both require non-judgement and empathy. Yet many organizations fail to provide this life support. They’re missing a significant opportunity, say Amrop Partners.

Read our report: The CEO Struggle - Part 3: Sustaining the Leader.

The CEO Struggle - Part 3: Sustaining the Leader

Mon, 30 Mar 2026 10:36:10 Z

It’s early evening, and a CFO takes a call. A headhunter has a tempting proposition: a multinational on an M&A drive is seeking a new CEO. Can she talk? The toplines sound great. A prestigious position in an outstanding organization. It's a natural step up. An intriguing challenge.

All these factors matter to an incoming CEO. But they are not enough. The organizational setting will be critical: from the board and C-suite team, to the firm’s higher purpose. So, too, the top executive’s access to a peer entourage, her attitudes, purpose and self-care.

“Usually, these factors are not considered enough,” says Fredy Hausammann, Managing Partner of Amrop in Switzerland. “If you have a legacy executive team and a non-executive board which aren’t ideally configured, you’ll have trouble.” In essence: “If the setting is right, you don't have to worry about the rest.”

When the pressure is on, how can a CEO stay resilient?

Cybersecurity doesn’t just protect value - It creates it

Fri, 27 Mar 2026 11:29:05 Z

Job Voorhoeve | Netherlands

Is your CISO the right player, in the right place?

Enterprise risk. Regulatory compliance. Reputation. Long-term value. Cybersecurity touches all four board imperatives. No longer just a matter of technical protection, it concerns sustainable performance and strategic resilience.

Are you ready for the next era of shipping?

Wed, 18 Mar 2026 10:30:56 Z

Christian Reich | Denmark

A global ecosystem adds new perspectives – if you know where to look.

Shipping is entering the most complex decade in its modern history. An interplay of digitization, decarbonization and geopolitics is reshaping strategic decisions. Complementary perspectives are needed at board and C-suite levels, says Christian Reich, leader of Amrop’s Global Shipping Practice.

Hyper-personalization in Retail: Strategy vs Morality

Thu, 12 Mar 2026 13:58:49 Z

Oana Ciornei - Romania

Hyper-personalization is shaping the future of retail - fast. Consider Sephora: through AI-driven skin diagnostics, tailored product recommendations, loyalty data integration, and seamless online-offline journeys, the brand has transformed personalization into a core competitive advantage. Beauty is no longer just about product; it is about curated experience.

And it is not just a technical question – but a strategic and moral one.

AI: The Case for Natural Intelligence

Tue, 10 Mar 2026 16:33:05 Z

Why People, Not AI, Must Stay at the Center of Our Economy

Benoit Lison - Belgium | Ulrich Beckendorff - Germany

Everywhere you look, AI is hailed as the next great revolution. Yet when we cut through the excitement and look closely at what expert institutions actually report, the picture that emerges is far less glamorous - and far more sobering.

Data harmonization and integrated intelligence: Is your culture up to it?

Sun, 08 Mar 2026 20:56:16 Z

Hugo Martins - Portugal

One team. Borderless collaboration. Professional services firms are keen on these reassuring declarations. But the way data is shared may tell a different story. One that is more about protectionism than partnership.

In reality, many partnerships still run along multiple side alleys, rather than a single track. The transition from siloed data to unified, intelligence-driven operating models is complex for any business. For professional services firms, it may herald an existential crisis.

The transition doesn’t just rest on technical platforms or operations. It’s a cultural concern.

Stress-testing the CEO: Why a polished CV is no longer enough

Wed, 04 Mar 2026 12:15:58 Z

Some characteristics remain fundamental to today’s CEO, says Fredy Hausammann, Managing Partner of Amrop in Switzerland. Communication skills. Strategic ability. And cognitive and creative intelligence, "are amongst the most validated success factors.”

Meanwhile, the need for other qualities is evolving. Naohiro “Nakki” Furuta is the Managing Partner of Amrop Jomon in Japan. He places less value today on overt charisma and power. “The current CEO needs more moderation, objectivity, an ability to stay calm.” And empathy is just as important.

Read our report: The CEO Struggle - Part 2: The Quest For Resilience

First Time NEDs: Nervousness is Healthy

Fri, 27 Feb 2026 13:06:38 Z

Elin Wrammerfors - Sweden

Here’s why, and what to do about it.

Geopolitical shocks, ESG pressure and cyber threats are complicating today’s risk landscape. Shareholder scrutiny and ESG reporting are increasing the visibility of board decisions. NED candidates are worried about personal liability. But the real risks for NEDs come from weak governance, passive boards, and groupthink.

There is good news. As an independent board member, you don’t bear the burden alone. Nor are you judged on clairvoyance. What matters are proper oversight, independent judgment, and robust decisionmaking processes. How you reached a decision is almost more critical than the decision itself - following every step correctly, serving the company’s best interests.

Leadership Lens: Capital re-allocation as a leadership capability

Fri, 20 Feb 2026 11:56:58 Z

Aiga Arste-Avotina - Baltics

Watchwords will be credibility, systems thinking, and talent at industry intersections.

Despite strong crosswinds, Energy and Infrastructure players are pursuing their quest for clean energy. Certainly, fossil fuels still dominate – for now. But the resources that will shape the future are steadily being diverted. As of early 2026, for every $1 invested in fossil fuels, close to $2 is being funneled into clean power, grids, and storage.

The transition is unfolding under heightened concerns about geopolitical volatility, energy security and affordability. Even if capital is dynamic, its deployment is hampered by grid bottlenecks, permit delays, skilled labor shortages and supply-chain constraints. And investors are more interested in delivery discipline than ambition alone.

Leadership Lens: How a family-owned market leader flexed to hiring realities

Fri, 13 Feb 2026 09:23:21 Z

Kelly Freeman - Canada | Lucie Shaw - UK

When partnership nourishes adaptability

An 80-year-old family-owned firm with a rich heritage is today a global leader in premium home appliances. Guided by three ‘north stars’ of brand, quality and culture, it is famous for innovation and aesthetics.

Now under the stewardship of a 3rd generation Chair, how can the business continue to secure top leaders? After all, they need deep industry knowledge, preserving the firm’s deeply held values while assuring sustainable growth.

AI-Driven Executive Search: Watertight Board Oversight

Wed, 07 Jan 2026 15:11:31 Z

As the risks and opportunities pile up, how can boards assure watertight oversight?

AI is transforming C-suite and board hiring. Given sky-high stakes and opportunities, boards can’t afford to stay on the sidelines. Even if NEDs are not involved in day-to-day recruitment, they must oversee the use of automation in talent strategy, ensuring ethical, purposeful, and risk-aware practices.

Not interfering - but guiding with wisdom and integrity.

I Am Not a Robot: AI and Leadership Hiring - Part III

Tue, 06 Jan 2026 12:11:59 Z

Watertight oversight: The role of Boards

In March 2025, an employee of software company Intuit claimed that its use of an automated video interview platform unfairly blocked her promotion. She blamed AI-driven biases related to her disability and race. The American Civil Liberties Union (ACLU) filed charges on her behalf against Intuit and HireVue, the tech firm she said used AI in a discriminatory way. Both denied the accusation. Intuit stated that it provides reasonable accommodations to all applicants. HireVue denied that Intuit even used AI in this instance.¹

Law firm Fisher Phillips say this emphasizes the need for organizations using AI hiring tools to conduct regular accessibility audits, review vendor agreements, train HR teams about possible AI biases and legal requirements, and allow for human review during an interview process. They should offer clear and simple pathways for applicants needing accommodations, monitoring and adjusting AI usage to address potential biases.

Given the stakes surrounding senior hires in particular, should boards be involved in guiding AI use in talent management strategy? Let’s recall the board’s core activities of Control (protecting shareholder wealth), and Service, helping the firm create value, aligning shareholder and societal interests.²