Amrop

The real crisis isn’t when your CEO leaves. It’s when no one inside is ready to replace them.   Because every leadership transition is inevitable - but few boards are prepared for it.   Leadership continuity isn’t a crisis. It’s a signal of stability, governance, and long-term thinking.   The question isn’t if a transition will happen. It’s how ready your organization will be when it does.   Amrop Latvia’s Natalja Gudakovska shares her perspectives. https://lnkd.in/dSKySamP

The defense industry is expanding faster than its leadership capacity.   That gap isn’t just a challenge – some say it’s the opportunity of this decade.   Billions are flowing into AI, drones, and digital defense systems. But money alone won’t secure the future. Leadership will.   As Amrop’s Job Voorhoeve puts it: “We don’t just need more people. We need more leaders, those who can scale, adapt, and deliver when it matters most.”   Transformation leadership is now mission-critical, blending strategy, technology, and resilience. And those with military foundations often bring exactly that mindset.   At Amrop, we’re helping organizations bridge this leadership gap, across Europe and beyond, to build the teams capable of leading defense into its next era.   Because the future of defense isn’t built on hardware.   Read more of Job’s insights: https://lnkd.in/dRfzES9d

Most “transformations” fail - because they’re not actually transformations. They’re rebrands of the same old structures, with shinier PowerPoints. Real transformation? It’s when strategy, technology, leadership and culture shift, together. Siri Sandholt has led organizations through the storms of change, across telecom, retail, tech, and humanitarian sectors - not from the sidelines, but from the front lines. In this compelling interview with Jarle Trandokken, Amrop Norge, she shares her hard-won insights on what it really takes to align strategy, leadership, and people for sustainable value. From funding to pace to culture, Siri’s pragmatic insights form a blueprint for transformation that lasts. If you’re leading transformation (or it’s leading you), this one’s for you. Dive into the full interview: https://lnkd.in/d22_fMDX

Poland’s growth story isn’t slowing down.   As one of Europe’s most dynamic economies, the demand for high-impact leadership is surging.   To meet it, we are delighted to announce our new Polish team Amrop dk - a firm with 25+ years of experience advising boards and C-suites on executive hiring and leadership strategy.   Led by Dorota Kolecka and Marta Andrearczyk-Lakomy, the team brings deep local insight, boardroom credibility, and now, the global reach of Amrop.   For C-level leaders doing business with Poland: You now have a trusted partner who understands your complexity and context.   Welcome, Amrop dk! https://lnkd.in/dVYSMbRu

Christian Axberg didn’t start in tech. He started in hospitality.   Since then, he has led transformations in pharma, IT, and fast-growth startups, and now serve as Partner at Amrop Sweden, advising senior execs on leadership in the digital age.   His biggest insight?   Relevance isn’t tied to a title. It’s tied to your ability to evolve.   In this conversation, Christian shares what he sees as the non-negotiables for tech leadership: → Curiosity - not just for tech, but for people → Courage - to step into change before it’s comfortable → Collaboration - across silos, egos, and uncertainty For leaders navigating complexity, AI disruption, and shifting cultures — his perspective is a timely reminder:   The edge doesn’t come from knowing more. It comes from thinking differently.   What belief has kept you relevant through every shift in tech? → https://lnkd.in/dwj6Q_n4

When is a board evaluation more than a governance exercise? A major listed retailer recently sought an external evaluation - not just to tick the compliance box, but to dig deeper into board performance and engagement. And senior managers, frustrated by a consensus-oriented culture, wanted sharper challenge and a more forward-leaning dialogue. How do you unpack such a delicate problem - balancing governance, performance, and culture? In Part 4 of ‘Governance For What’s Next’, we share Amrop’s perspective: https://lnkd.in/eVQCSfja

“When you don’t have anyone with Data, Machine Learning or AI experience, there’s a nervousness around tackling it in your own organization.” Where do you even start? Mikael Norr, Amrop Stockholm, spoke with Simo Dragicevic, entrepreneur and founder of BetBuddy and now advancing responsible AI and safer gambling through GSI (www.safer.games). Discover how forward-looking leaders are turning AI from concept into competitive advantage: https://lnkd.in/dNfdsgcP

Navigating a Counter-Offer: A Values-Led Decision Kelly Freeman, co-leader of Amrop’s Global Consumer & Retail Practice, shares a compelling case illustrating how a candidate’s decision to accept or decline a role is often driven by values and organizational leadership, highlighting the importance of culture over compensation. https://lnkd.in/dwe7t-RV

When the world shows up to listen, you know an ecosystem is on the rise: Ukraine’s defense tech is stepping onto the global stage. Earlier this month, Alexander Ulanovych, Partner at Amrop Ukraine and a member of Amrop’s Global Defense Practice, attended the Defense Tech Valley 2025 in Lviv. “The technology ecosystem in Ukraine is dense with start-ups,” he says. “It’s energetic, fast-moving, creative, and young. That raw drive is what makes it unique: ideas emerge quickly and are validated under real-world conditions, where they either fade or scale.” And it is scaling. Ukraine’s defense technology sector is demonstrating resilience, attracting investment, generating exports, and establishing production abroad – all signs of an industry with long-term potential. “The Defense Tech Valley 2025 was a clear signal of this,” Ulanovych continues. “The world showed up – investors, producers, experts, policymakers - keen to listen and understand.” 

Board evaluations are on a spectrum. At one end: compliance and box-ticking. At the other: a genuine drive for performance improvement.   Where does your board evaluation sit today? Does it get under the skin of human interactions, or stick to the numbers?     Do you treat evaluations as an intermittent exercise, or as a cycle of continuous improvement? What could excellence look like for your board?    Discover a best-practice model in Part 4 of our series: ‘Governance For What’s Next.’ https://lnkd.in/e-m_QmbA