Our Insights

Governance For What’s Next 3: NED Hiring

Fri, 10 Oct 2025 12:00:00 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 4: Future-Proof Evaluation

Fri, 10 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.

Smart Leadership Succession Planning – How to Get It Right

Thu, 09 Oct 2025 12:00:00 Z

Natalja Gudakovska, Amrop Latvia Partner

When the first fragile years are over and a certain level of stability is achieved, every company sooner or later faces another critical moment – a leadership transition.

In an environment where the pace only accelerates and expectations for leaders keep rising, even the most exceptional talents cannot serve and grow within one organisation forever. Therefore, a leadership change is not a question of if – it’s a question of when, and how to prepare the organisation in the best possible way for that moment.

Governance For What’s Next 2: Balancing Design

Mon, 28 Jul 2025 12:00:00 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

Thu, 24 Jul 2025 12:00:00 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, 24 Jul 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

Fri, 18 Jul 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 2

Fri, 07 Mar 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

Join Carlsberg Baltics as HR Director Baltics – Shape the Future of People Strategy in a Leading FMCG Organization

Wed, 26 Feb 2025 07:06:07 Z

This is a unique opportunity to take a leading role in shaping the HR strategy and operations of the established leader in the FMCG industry.

Amrop client, Carlsberg Baltics – a subsidiary of the Carlsberg Group, a key player in the global beverage sector, with a combined turnover of about 200 million EUR in Baltics, is seeking a strategic and results-oriented HR Director Baltics to drive people strategy, cultural transformation, and organizational effectiveness across Latvia, Lithuania, and Estonia.

📧 Apply Now: Send your CV and a short motivation letter to Amrop at luize.liege@amrop.lv

📧 Application Deadline: 09.03.2025.

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

Thu, 06 Feb 2025 12:00:00 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

Family-owned Businesses - A Human Story: Part 1

Thu, 06 Feb 2025 12:00:00 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.

Family-owned Businesses - A Human Story: Part 3

Thu, 06 Feb 2025 12:00:00 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

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

Thu, 06 Feb 2025 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.

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

Thu, 06 Feb 2025 12:00:00 Z

Pitfalls, Risks & Solutions

While AI offers efficiency and scale in executive search, some pitfalls are currently limiting its effectiveness in high-level hiring. None are insurmountable.

In Part 2 of our series examining how AI is transforming executive search and its impact on global executive talent acquisition, senior Amrop Partners unpack the downsides in data-driven leadership hiring processes.

How can AI users get the best of both worlds in executive and board hiring?

Exciting Leadership Opportunities with Our Client ASNS Ingredient

Fri, 31 Jan 2025 13:45:00 Z

On behalf of our client, ASNS Ingredient, we are seeking dynamic and experienced leaders to join their executive team.

ASNS Ingredient is at the forefront of innovation in food production and smart nutrition, aiming to redefine sustainability in the industry.

Explore the opportunities for Board Member – Chief Financial Officer and Board Member – Director of Operational Management and become part of their groundbreaking journey.

📧 Apply now: Send your CV and a short motivation letter to Amrop at luize.liege@amrop.lv

Application deadline: 09.02.2025.

Unveiling Hidden Talent: The Art of Observing the Unnoticed

Tue, 05 Nov 2024 12:00:00 Z

Aiga Ārste – Avotiņa, AMROP Estonia and Latvia managing partner

In our search of top-tier talent, it’s easy to be shifted by the allure of resumes and flashy credentials. Yet, beneath the surface, lies a wealth of overlooked abilities waiting to be discovered. It’s time we shift our gaze from the obvious to the extraordinary.

Unveiling the Entrepreneurial Tapestry: Four Founder types, the Significance of Diverse Teams, and the Triumph in Failure

Mon, 07 Oct 2024 12:00:00 Z

Aiga Ārste – Avotiņa, AMROP Estonia and Latvia managing partner

As a partner at an executive search consultancy deeply engaged in work with owners and founders of businesses, and being an entrepreneur myself, I am having an opportunity to observe diverse landscape of early-stage founders and entrepreneurs. As we delve into the heart of entrepreneurship, three vital elements emerge: certain types of successful founders, the importance of diverse teams, and the transformative power inherent in failure.

Contrary to the notion of a homogeneous founder archetype, my experiences reveal a tapestry of styles, motivations, competencies, and identities among founders. Nevertheless, there are common threads that define successful entrepreneurs. At the core, all founders share a visionary spirit, dreaming of possibilities beyond the current landscape. What sets the accomplished apart is their ability to translate these dreams into unwavering action.

What Does the Company’s Leadership Bench Have to Do with Its Value?

Mon, 07 Oct 2024 12:00:00 Z

Aiga Ārste – Avotiņa, AMROP Estonia and Latvia managing partner

Succession planning is a topic that the Latvian business community is often reluctant to address. The question of "who is on our leadership bench" is usually neglected in favor of dealing with day-to-day issues. Given the pandemic waves of recent years and the challenges they have brought to management teams, this is entirely understandable.

Survival of the Fittest: How C-suite Roles Are Evolving - The CFO

Wed, 02 Oct 2024 12:00:00 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?

Survival of the Fittest: How C-suite Roles Are Evolving - The CEO

Wed, 02 Oct 2024 12:00:00 Z

Part Two | The CEO

Geopolitical waves, digitization and AI. The drive for sustainability. Demands for full transparency and the changing needs of talent. These and other forces have dramatically broadened the CEO role. The traditional routes to the top seat are already changing.

This series examines the evolution in C-suite roles and the composition of the optimal leadership team. Based on the insights of senior Amrop Partners from across the world and the Amrop global data set, we examine five roles: the CEO, the CFO, the COO, the CHRO and the CIO.

Following our exploration of the C-suite ecosystem, we now ask: what will the CEO For What’s Next look like? What determines the survival of the fittest?

Survival of the Fittest: How C-suite Roles Are Evolving - The COO

Wed, 02 Oct 2024 12:00:00 Z

Part Four | The COO

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?

Survival of the Fittest: How C-suite Roles Are Evolving - The CHRO

Wed, 02 Oct 2024 12:00:00 Z

Part Five | The CHRO

Strategist, business partner, right hand of the CEO and coach to the C-suite. Spearheading 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?

Survival of the Fittest: How C-suite Roles Are Evolving - The CIO

Wed, 02 Oct 2024 12:00:00 Z

Part Six | The CIO

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 Impact of Remote Work on Leadership Teams

Wed, 02 Oct 2024 12:00:00 Z

Amrop explores the leadership challenges of remote work models in global technology companies

Large technology companies have broadly embraced remote and hybrid work models, and the responsibility of creating efficient work environments that support employees in performing productively.

In examining the impact of remote work over the past few years, there has been a lot of emphasis on teams and employees, but much less on the challenges faced by executive leaders in adjusting to this new landscape.

Amrop interviewed 12 multinational technology and IT organizations to understand the impact of remote and hybrid work on business performance, best practices, and the challenges executive leadership and middle management teams are facing when it comes to running teams within remote and hybrid frameworks.

We spoke to CEOs, HR leaders and Technology heads, across a range of tech sub-sectors.

The Energy Transition: Overcoming the Blind Spot

Wed, 02 Oct 2024 12:00:00 Z

Navigating the Path Forward

What actions should leadership take to address the challenges of the transition?

For many leaders, the energy transition is a blind spot. The current management of companies is faced with new challenges due to the complexity of the transition. Discover how you can address both the challenges and opportunities of the energy transition.

This year, the United Nations Climate Conference took place in Baku, Azerbaijan. During COP29, countries and companies discussed one of the most pressing challenges of our time: climate change. In 2015, during the Paris Climate Conference, governments agreed on the importance of limiting global warming to 1.5 degrees Celsius.