In 1985, Tony Schwartz ghost-wrote The Art of the Deal, the book that sold over a million copies and turned Trump into a household name. That experience was one of the drivers that steered Schwartz away from journalism to build an ‘energy consultancy’. He founded The Energy Project in 2003 to train executives in strategies for helping themselves and their employees perform better and avoid burnout.
Today’s ethical, ecological and societal challenges call for executives who are not just accomplished and smart, but wise. Smart leaders become wise when they address and resolve the dilemmas of modern business in a holistic way. Hiring organizations should select leaders who not only create and capture economic value, but who create a more sustainable - and legitimate - organization.
When life sciences companies complain that they can’t find enough good people, the cause, in our view, is most likely to be centered on a misalignment between the strategic goals of the business and the efforts of the company’s talent acquisition teams. In this article, we outline the approach we took as talent acquisition leaders at Pfizer and offer ideas that you can implement right away.
Leaders for What Was, for What’s Now and for What’s Next – as Amrop celebrates its 40th anniversary find out what Amrop Partners, young entrepreneurs and senior business thinkers have to say about 4 decades of leadership.
Leadership takes opinions, attitude, integrity. Why many 45+ leaders step out (when they can), and many younger people don’t step up (or want to).
Few dispute the competitive value of a great customer experience (CE). And yet, how are retail executives experiencing the organizational journey to excellence? Amrop surveyed a handpicked group of senior retail executives from 25 countries.
It has become nearly impossible for boards to deny the importance of effective succession plans for their CEOs.
The journey to digital, from the way you’ve always worked, to the way everyone else is beginning to work, can be viscerally shocking. The digital path leads senior executives through denial, anger, bargaining, depression, to acceptance.
As the tide of disruption and digitization sweeps into every sector, the flow of digital know-how into Executive Management Teams - CDOs, CIOs and CTOs - has stepped up. This report maps the digital competencies of the Boards of the 110 largest stock-listed companies in 11 countries in Europe and the US, and the backgrounds of 1280 Non-Executive Directors.