News & Insights

Global Executive Recruitment: Ditch the AI – We Need to Talk

Tue, 17 Feb 2026 12:00:00 Z

Hiring organizations take note: top executive candidates are likely to ignore or reject an unsolicited approach from an eager suitor. If it comes from a bot, they definitely will. But once a hiring process is underway, senior executives will likely deploy an AI to prepare. Nonetheless, they harbor serious doubts about what an AI does with their views and data.

The New York Times recently reported a staggering statistic: LinkedIn is now processing 11,000 job applications a minute. Per hour, that’s more than the population of Boston. And it’s no secret that many candidates use generative AI in hiring: not only to write their CVs, but to seek and find jobs and help with interviews.

As a low volume, high curation business, executive search is a very different landscape. But that doesn’t mean that senior leadership hiring and board-level recruitment are AI-free zones.

Download the full report.

Are You Dead?

Thu, 22 Jan 2026 12:00:00 Z

Relevance is today’s leadership currency.

The only constant in today’s executive market is change: fast, relentless, and often disorienting. Businesses and careers that once unfolded over decades are now reshaped in months. Stability feels temporary. And relevance can quietly erode without warning.

Amrop Appoints New Partner in Luxembourg

Mon, 12 Jan 2026 12:00:00 Z

Amrop strengthens its partnership, welcoming Nam Nguyen-Groza as Partner in Luxembourg.

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

Tue, 06 Jan 2026 12:00:00 Z

Part 1 | Mapping a Shifting Landscape

Artificial Intelligence is reshaping leadership hiring - accelerating processes, enriching relationships, and opening new possibilities for executive search. Yet, it remains a tool that demands judgment and restraint.

In this three-part series, Amrop explores how AI is transforming executive and board-level recruitment - its opportunities, risks, and what the future may hold. Could AI ever replace the headhunter?

Drawing on insights from senior Amrop partners and board members, early adopters and active contributors to the firm’s global AI governance, this first article examines how the technology is taking shape inside the executive search ecosystem.

Governance For What’s Next 4: Future-Proof Evaluation

Tue, 28 Oct 2025 12:00:00 Z

No matter the size or structure of your organization, the case for board evaluation has never been stronger. In a turbulent environment, stakeholders and (activist) shareholders are demanding clarity on how boards are securing results. Box-ticking is no longer enough. And there is a move from one-off appraisals to an integrated, cyclical approach.

What are the basics of board evaluation, and what does excellence look like?

In this final article of our series: ‘Governance For What’s Next’, Amrop Partners and members of its Global Board Services Practice scan the current landscape of board evaluation and present a pragmatic model.

Governance For What’s Next 3: NED Hiring

Fri, 22 Aug 2025 16:28:11 Z

The ideal board is a well-built railroad running seamlessly into the future. In reality, gaps in the tracks are risking derailments. Too close to home, board succession planning is low on the priority list. The workload and risk exposure of the NED role are deterring some outstanding candidates.

And as overboarding persists, the safest hands may well be occupied elsewhere. Furthermore, the temptation to seek board members within a trusted network can backfire.

In this series, Amrop Partners and members of the Amrop Board Services Practice deliver insights from the frontlines of boardrooms. When hiring, how can boards balance fresh thinking with stability? Reassure wary candidates? Is it time to seek younger profiles or specialists? And what are the hiring no-no’s?

Governance For What’s Next 2: Balancing Design

Thu, 24 Jul 2025 08:48:24 Z

Today more than ever, boards and committees need even-handed architects. How can boards dive into complexity without drowning? How to deal with new questions surrounding diversity, technical literacy and M&A strategy? And how can board design mitigate the personal risk faced by overloaded NEDs?

In this series, Amrop Partners and members of Amrop's Board Services Practice deliver insights from the frontlines of boardrooms.

What pitfalls do governance designers risk in the current climate, and how can they be avoided?

Governance For What’s Next 1: The Great Reset

Tue, 24 Jun 2025 10:52:46 Z

The geopolitical risks are piling up: the ongoing Russia-Ukraine conflict has required production to be diverted, nearshored and secured (even as the sustainability of supply chains is under scrutiny). A trade war is beckoning. New conflict in the Middle East. In a literal and metaphorical sense, the planet’s temperature is rising.

Meanwhile existing undercurrents persist: global markets have been shifting for some time. Legacy economies such as Germany and the UK are stagnating. The US may be entering a recession. China and Japan have lost their earlier momentum. And AI is compounding the insecurity, its outlines obscured by dense fog.

As if these pressures on boards were not enough, share- and stakeholders are scrutinizing their performance, particularly regarding return on investment, ethics, risk management and sustainability. No question, boards are living in ‘interesting times’.

In this series, Amrop's Board Services Practice delivers insights from the frontlines of boardrooms. How are boards creating clarity today? And where do their priorities lie, given a crowded and restless agenda?

Family-owned Businesses - A Human Story: Part 5

Thu, 19 Jun 2025 12:00:00 Z

PART 5 - THE LEADERSHIP ADVISOR

Family-owned businesses share a common need: future-fit leadership. But during a firm’s lifecycle, owners will meet multiple forks in the road.¹ It is at these times that the need for objective wisdom becomes pressing. From advice on the leadership implications of succession, finance and ownership changes, to business transformations, growth and governance shifts.

In this article we identify 6 characteristics that FOBs should seek in a leadership advisor. We highlight 4 pitfalls that can undermine a leadership hire — and how to manage them.

This series is based on conversations with senior Amrop Partners around the world. Professionals who have cultivated deep and trusting relationships with owners and successors. Our investigation includes growing and globalizing mid-sized FOBs (with a turnover in developed markets of minimum $1-10 billion, and in emerging markets of $250 million to $2 billion). Founders or descendants hold significant share capital and/or voting rights.²

Family-owned Businesses - A Human Story: Part 4

Tue, 17 Jun 2025 12:00:00 Z

Part 4 - WELCOME TO THE FAMILY

In ‘Welcome to the Family’, Amrop provides guidance for executives in their first few months in a family-owned business. We unpack the 4 critical stages in the joining process, and present 5 keys to driving strategy in an FOB.

We identify the core attitudes, behaviors and actions that will equip them for success in this special context - and why they are so necessary.

This series is based on the insights of senior Amrop Partners around the world. Professionals who have cultivated deep and trusting relationships with owners and successors.

Family-owned Businesses - A Human Story: Part 3

Mon, 16 Jun 2025 14:09:00 Z

Finding the Leaders For What's Next

We continue our investigation into the world of the family-owned business by unpacking the executive hiring process. Some pitfalls can compromise a lasting fit. Fortunately, with honesty, foresight and understanding they can be overcome. And the employee value proposition for an FOB is in no doubt.

Our series is based on conversations with senior Amrop Partners around the world. Professionals who have cultivated deep and trusting relationships with owners and successors. We address growing and globalizing mid-sized FOBs (with a turnover in developed markets of minimum $1-10 billion, and in emerging markets of $250 million to $2 billion). Founders or descendants hold significant share capital and/or voting rights.¹

Family-owned Businesses - A Human Story: Part 2

Wed, 11 Jun 2025 12:00:00 Z

Amrop began its investigation of Family-Owned Businesses with a journey through the lifecycle of these fascinating firms, identifying the critical stages that shape many an FOB.

What kind of world will an executive step into upon joining a family-owned business? In this article, we look at culture — the force that drives FOBs.

Our series is based on conversations with senior Amrop Partners around the world. Professionals who have cultivated deep and trusting relationships with owners and successors. Our investigation concerns growing and globalizing mid-sized FOBs (with a turnover in developed markets of minimum $1-10 billion, and in emerging markets of $250 million to $2 billion). Founders or descendants hold significant share capital and/or voting rights.¹

Family-Owned Businesses - A Human Story: Part 1

Thu, 05 Jun 2025 10:31:29 Z

Part 1 - LIFECYCLE

Family-owned businesses (FOB’s) play a leading role on the global economic stage. Today they account for over 70% of GDP, with an annual turnover of $60-$70 trillion. They are responsible for about 60% of employment, supporting education, healthcare, and infrastructure. With an ability to out-ride turbulence, FOBs in general outperform other equivalents.1

At one point in their lifecycle the distinction between FOBs and other large businesses fades. But some unique factors linger. Above all, this is a human story. For our examination Amrop draws on the input of its senior Partners around the world, based on long track records of working with FOBs and trusted relationships with founders and successors.

This series provides first-hand observations of the core challenges, pitfalls and strengths of FOBs, with insights and recommendations for firms and incoming executives. We’ll see that whilst every case is unique, certain traits and experiences are shared by many. We’ll learn how key factors play out in the leadership domain.

The Boardroom Paradox: No Experience, No Opportunity

Tue, 29 Apr 2025 09:10:48 Z

In today’s dynamic corporate world, Independent Directors are the cornerstone of sound governance. They carry the vital responsibility of representing the interests of shareholders, employees, clients, and the company itself.

Their independent judgment strengthens board decisions, ensures balance, and promotes long-term value creation. However, for aspiring directors, entering the boardroom presents a unique challenge: the classic boardroom paradox.

Career Renewal After Age 50: Navigating the New Landscape

Wed, 16 Apr 2025 11:44:00 Z

Much like everything else in today’s turbulent world, perpetual flux characterizes the job market. And executives aged 50+ are increasingly finding themselves at unexpected crossroads, often facing unintended career transitions. Gabriela Nguyen-Groza, Managing Partner at Amrop Luxembourg, is an adviser to high-achieving leaders and has observed that as professionals reach their 50s, a critical moment of self-reflection often emerges, particularly among senior executives in dynamic financial hubs like Luxembourg.

According to Amrop’s latest global study, The Meaning of Work, economic pressures continue to motivate career paths post-50, albeit without a matching motivation for leadership or 'ambition' per se. This lack of focus reveals a broader problem: many experienced professionals, despite their successful career trajectories, find themselves unprepared for a job market that now demands a proactive approach to personal branding and self-promotion.

As companies pivot and restructure, many seasoned executives who once felt secure in their positions grapple with the question of “what’s next?”

According to Eelco van Eick, Managing Partner at Amrop in the Netherlands and an executive search leader with expertise in assisting executives move onto their next chapter, this demographic is waking up to stark new realities.

“In my role, I often invite executives into my office for a candid conversation about their future,” van Eick explains. “I always ask them, ‘What’s your value proposition for your next job?’ Surprisingly, many have little to say, and some even talk for 20 minutes without addressing the core question I asked them.”

Digitization on Boards 7th Edition

Mon, 07 Apr 2025 12:00:00 Z

The rise of AI is fundamentally remaking corporate strategy. More than a tool, AI is a strategic imperative - a once-in-a-generation opportunity to redefine industries and outpace competitors. As AI-driven transformation accelerates, corporate leaders must navigate its implications for the workforce. To lead in this AI-powered era, organizations must champion innovation, empower their workforce, and boldly embrace the future. This includes integrating generative AI capabilities, re-skilling employees, and embracing the democratization of technology.

In our latest report, Amrop’s Global Digital Practice examines the leadership competencies essential for successfully integrating AI into organizations, as well as strategies for developing these skills.

The Meaning of Work: A Global Study

Thu, 09 Jan 2025 08:10:31 Z

What role does work really play within people's personal identity today? What does it mean for a country if the importance of work is disproportionately low compared to other countries?

Amrop's latest global study explores the role and importance of work in people's lives, comparing perspectives of 8,000 people from Brazil, China, France, Germany, India, Poland, the US, and the UK.

In addition to the aspect of remuneration, work has historically performed numerous functions: it creates social contacts and relationships across all generations and economic classes, it offers space to learn and grow – and we believe that work can create profound meaning for people around the globe.

The study explores global attitudes toward work and its role in shaping personal identity, motivation, and career aspirations. By delving into key cultural, economic, and demographic factors, the findings reveal stark contrasts between the Global South and Western nations. These insights offer a nuanced understanding of the shifting dynamics of work and its relevance in the modern world.

Our hope is that this study provides “food for thought” and serves as a catalyst to further explore this fascinating topic.

A Board's Role in Leadership and Talent Development

Fri, 12 Jul 2024 12:19:44 Z

Tomorrow's leadership is being formed today. The financial sector is looking for leaders with broader abilities. This task is especially challenging when developing a future generation of leaders capable of mobilizing employees toward goals that benefit both the organization and its people.

Gabriela Nguyen-Groza, Managing Partner of Amrop Luxembourg, was one of the speakers at the "Focus on Hiring Leaders" event organized by Luxembourg for Finance. Together with Philipp von Restorff, CEO of ILA - Institut Luxembourgeois des Administrateurs, they discussed the role of boards in leadership and talent development.

Watch their full conversation below:

The Amrop Digital Interviews: Aloys Kregting, Head of Global Enabling Services ASML

Wed, 12 Jun 2024 11:08:57 Z

“You need to have good storytelling capabilities.”

Companies are under more pressure than ever to push fast-paced tech transformation but with much more attention to information, cyber, and technology security. The tensions between enabling business objectives through technology and maintaining a robust security posture are especially challenging in terms of CISOs reporting to CIOs.

Together with global search partner JM Search, Amrop has been exploring common areas of C-suite tension through a series of interviews with CIOs and CISOs in Europe and the US. In the final interview of our series, Job Voorhoeve, leader of Amrop’s Global Digital Practice talked to Aloys Kregting, Head of Global Enabling Services at ASML and former CIO at AkzoNobel. They discussed sources of tensions, the importance of storytelling and the ways the CIO can help the CISO when it comes to communicating with the Board and the rest of the organization.

The CIO - How C-suite Roles Are Evolving

Thu, 06 Jun 2024 14:04:11 Z

The past four years have seen major turning points in the CIO role. The cloud and cyber-security. Remote working and big data. AI and automation. These all occupy the widening agenda of tech leaders. And the agenda is evolving fast: business agility has accelerated thanks to a dwindling reliance on traditional ERP systems and mainframe implementation. Today’s Chief Information Officers (and equivalents) are running a marathon. What factors are determining the fittest Leaders For What’s Next?

Key Questions

How has the role of the CIO evolved over 10 years?
What are the key performance factors?
What functions do the different role species perform?
How can organizations hire the fittest CIO?

The CHRO - How C-suite Roles Are Evolving

Thu, 23 May 2024 07:10:36 Z

Part Five | The CHRO

Strategist, business partner, right hand of the CEO and coach to the C-suite. The CHRO leads an agenda that is now central to organizational success: building a great place to work based on a compelling vision, sustainable purpose and vibrant culture. The future for the CHRO looks bright as the evolutionary process unfolds. But progress is still uneven.

Key questions:

How has the human role domain evolved over 10 years?
What are the growing responsibilities for CHROs? How healthy is the current state of evolution?
How are the relationships between the CHRO and other C-suite roles evolving?
Is there a case for more specialist C-suite roles in the human domain?
How can organizations hire the fittest CHRO for What’s Next?

The Amrop Digital Interviews: Jessica Conquet, CISO Randstad

Tue, 21 May 2024 06:16:00 Z

"I feel empowered and trusted by the company’s global CIO, as well as members of the Executive Leadership Team. But theirs is not a blind trust – I need to come forward with a really good storyline and good narrative."

Jessica Conquet, Global CISO at Randstad, spoke with Job Voorhoeve, Amrop’s Global Digital Practice lead, about the differences in managing risk in a financial institution vs the talent services industry, the sources of tension between the CIO and the CISO, as well as the strategies to reduce them, and about the importance of the CISO being aligned with the organization’s business goals.

The COO - How C-suite Roles Are Evolving

Fri, 10 May 2024 06:53:47 Z

The internal mechanics of the COO role are profoundly evolving. Tentacular supply chains, intensifying digitization and the quest for sustainability are all driving forces. The COO must not only understand them but embrace the opportunities they bring. The stakes have never been higher - and risk has moved center stage.

Key Questions

How has the COO role evolved over the past 10 years?
What are the defining qualities of the fittest COOs For What’s Next?
How are supply chain complexity, digitization and sustainability affecting the operations domain?
What are the evolutionary perspectives for the COO?

The CFO - How C-suite Roles Are Evolving

Mon, 06 May 2024 10:30:43 Z

Part Three | The CFO

There has been a steady evolution in the CFO role: from ‘bean counter’ to ‘business strategist’. Today’s fittest are guided by wise and purposeful leadership, working with the CEO. But a volatile operating context is setting the CFO at the epicenter of a risk storm, and regulatory and ESG reporting are proving burdensome.

In the finance domain, the CFO role is still by far the most sought-after. Although an accounting background remains the most common, it is not the only track. Looking forward, the CFO will remain a top contender for the CEO role, even if the succession slate is broadening to other CXOs. What will the CFO For What’s Next look like? What factors determine the survival of the fittest?

Art or sledgehammer: today’s culture of psychometric testing

Thu, 18 Apr 2024 09:17:22 Z

Your business may have spent big on finding the right leadership team, with the latest psychometric testing working its magic, but was it money well spent? Did your executive recruiter use the right methodology? Are they knowledgeable practitioners of the selected assessment tool, or just click-and-go users?

In today’s talent market, every search and leadership consultant claims to have the latest and most incisive toolbox to find the perfect match between your company and its next leaders. But according to Amrop’s Annika Farin, there can be a culture of naivety and superficiality in the application of psychometric testing methods in the business world.