When I sit in board meetings, I can usually tell within minutes whether there is a genuine people voice in the room.
It is not about someone from HR being present, it is about whether the conversation shows empathy, curiosity and an understanding of how people actually work - what motivates them, what holds them back and what builds trust or creates fear.
Many boards still see HR as a function rather than a lens. They value human capital as a cost centre instead of a strategic asset and that is where the problem begins.
The Data Behind the Gap
Despite years of progress in governance and diversity, UK boards remain light on people expertise.
The message is clear: Boards constantly talk about people yet rarely include a people expert in the conversation.
The Real Risk of Excluding HR
Almost every major board crisis of the past decade has started with people.
Cultural drift, leadership misalignment, or poor communication, but none of these problems can be solved by finance or compliance alone.
Boards that lack HR expertise often miss early warning signs such as rising attrition, inconsistent leadership behaviour, or disengagement at key transition points. By the time those issues reach the boardroom, the damage has usually been done.
Having a senior HR voice at the table changes that. It ensures that discussions about numbers also include context about morale and capacity, that risk assessments consider human behaviour, not just systems and that succession planning becomes proactive instead of reactive.
The Strategic Power of HR Insight
Exceptional HR leaders have a rare ability to read an organisation, they see patterns in people behaviour that others overlook.
A skilled HR Director reads an organisation the way a CFO reads a balance sheet., not in numbers, but in signals. They see how leadership tone affects retention, how structure influences motivation and how culture shapes performance.
When that insight is present in the boardroom, decision-making improves, strategy becomes more realistic and more humane and companies make better calls on growth, transformation and risk because they understand the capacity of the people behind the plan.
I recently spoke with Tess Hilson-Greener who has 30+ years of global experience leading HR transformation across corporates, government, and private equity-backed businesses. She commented,
“HR is changing from a supporter of strategy to a shaper of it. It enables boards to see beyond metrics and into meaning understanding not just what was delivered, but how it was achieved and at what human cost or gain.
“In the decade ahead, HR’s will take on new board-level roles such as Chief People Strategists, AI Governance Officers, and Workforce Architects sitting alongside CFOs and COOs as equal stewards of organisational intelligence and value creation.
“The HR professionals who recognise this shift early will lead the organisations of the future invited onto boards by merit, not mandate. They will earn their place through insight, foresight, and measurable impact, redefining what leadership looks like in the AI-centred decade ahead.”
The UK Context
The UK’s regulators and investors are already signalling that people insight is no longer optional.
The FRC Corporate Governance Code 2024 expects boards to explain how culture supports strategy, not only how performance links to targets. The Investment Association Stewardship Priorities 2025 list human capital management alongside climate and technology as a top focus for governance.
People expertise has become strategic and boards that fail to include it risk appearing out of touch.
Why It Matters to Investors and CEOs
Investors increasingly recognise that culture and leadership quality determine whether strategy translates into performance. A London Business School Governance Insight Study 2024 found that boards with HR representation achieved 17% higher return on invested capital following major organisational change compared with those without.
For CEOs, a people-focused voice at board level acts as ballast, because it grounds decisions in reality and sends a signal across the workforce that people truly matter.
Why Friisberg UK
At Friisberg & Partners International, we believe leadership begins with people so when we assess or advise boards, we look carefully at how directors listen, challenge and communicate.
We work closely with HR Directors across the UK who are redefining what modern leadership looks like. They are commercially sharp, emotionally intelligent and structurally influential. They are not back-office operators, they are strategic anchors.
Our role is to help boards recognise that value and embed it in governance. When people insight informs strategy, performance follows.
Final Reflection
The strongest boards understand a simple truth: you cannot govern what you do not understand and you cannot understand an organisation without understanding its people.
Question for reflection: If your board was making a critical decision tomorrow, who would be the voice reminding them what it means for the people who make it happen?
When Friisberg supports international clients entering or acquiring companies in Germany, the conversation quickly turns to what many call “the German way of doing business.” For foreign firms, Germany’s cultural traits can be both reassuring and surprising combining precision and structure with a distinctly collaborative mindset.
German business culture values clarity, order, and defined responsibility. Hierarchies exist and are respected, yet leaders are expected to be rational rather than authoritarian. Authority is derived from expertise and competence rather than position alone.
Unlike in the UK, where pragmatism may drive quicker calls, or Sweden, where consensus dominates, German leaders expect decisions to be based on thorough analysis and detailed preparation. This process can appear slow to outsiders, but once a decision is made, implementation is swift and precise.
German professionals typically communicate in a clear and straightforward manner. Euphemisms and indirect hints, common in British or Swedish workplaces, are rare. “No” means no, and criticism is delivered plainly, though constructively.
Documentation matters. Contracts, meeting minutes, and project plans are carefully prepared and meticulously followed. Foreign partners used to more informal or verbal agreements often need to adapt quickly to this emphasis on the written word.
Work hours are respected as professional time, and personal lives are kept largely separate. Unlike in the UK, where colleagues often socialize outside the office, or Hungary, where personal networks blend with business, Germans generally prefer to keep professional and private spheres distinct.
There is a strong cultural emphasis on efficiency and productivity during working hours, rather than staying late to demonstrate commitment. Punctuality is non-negotiable - arriving even five minutes late to a meeting may be perceived as unprofessional.
For international businesses, the rigidity of structure and adherence to process can feel daunting. Negotiations are typically thorough, with a strong focus on detail, legal frameworks, and risk management. Casual improvisation or “figuring it out as we go” is rarely accepted.
On the other hand, once mutual trust is established and agreements are in place, foreign companies often find German partners to be highly reliable, consistent, and long-term oriented.
Germany is one of Europe’s largest and most competitive markets. For international companies, succeeding here requires more than meeting compliance standards, it demands a genuine understanding of how German’s work, decide, and lead.
Friisberg, with its presence across Germany and Europe, bridges these cultural nuances. We help clients align their leadership and organizational practices with local expectations without losing sight of their global identity.
For those entering the German market, cultural awareness is not just a courtesy. It is a strategic advantage.
Note: These insights reflect common patterns observed in professional settings. Every individual and organisation are unique, and no culture can be defined in absolute terms. Our aim is to highlight trends that international leaders may encounter when working across borders, and to share how Friisberg helps clients navigate these differences with respect and effectiveness.
As global tensions rise, Sweden’s defence strategy is undergoing significant changes, influencing both business practices and executive leadership. We recently asked our audience, how should businesses respond to emerging military-related obligations in Europe? The results?
50% = Align with EU defence plans
17% = Stay neutral, core focus
17% = Ethical-based cooperation
17% = Ask Govt for clear policy
We sat down with Friisberg Partner Michael Karlsson, who observes how these shifts in defence strategy are reshaping executive search and corporate resilience in Sweden.
Since reinstating conscription in 2017, Sweden has a selective service system where only a small percentage of 18-year-olds are called up, though this may increase due to the Ukraine crisis. Under Sweden’s Totalförsvarsplikt (Total Defence Obligation), businesses, especially those providing critical infrastructure, are required to maintain contingency plans and may need to release staff for military or civil defence duties during crises.
The Russian invasion of Ukraine has intensified the demand for executives with military and strategic experience. Organizations are increasingly seeking leaders with crisis management expertise to navigate geopolitical risks and enhance resilience.
Diversity in leadership - across gender, culture, and professional experience boosts Sweden’s defence strategy by fostering innovation and adaptability. A broad range of perspectives is key to building resilience in the face of future threats.
CEOs must now integrate security and continuity into their business strategies, especially regarding supply chain and cyber risks. Discussions about offering lower taxes in exchange for employees participating in military training reflect Sweden's readiness to adapt to changing defence priorities.
At Friisberg, we’re committed to promoting co-opetition within Sweden’s defence sector, encouraging collaboration among stakeholders to drive innovation and strengthen the country’s defence capabilities.
Sweden’s NATO membership has reshaped defence priorities and increased the focus on leadership in defence tech and the public sector. The country’s defence strategy now emphasizes preparedness and resilience, marking a new chapter in Sweden’s security landscape.
Over the years, I have worked with many boards and have seen first-hand the difference that strong Non-Executive Directors can make. The best ones share certain qualities that go far beyond technical expertise or impressive CVs - they bring balance, perspective and courage to the boardroom.
For me, these qualities can be summed up in what I call ‘The Seven Cs of a Good NED’.
A capable NED combines sound judgement with practical wisdom. They know their craft and understand how organisations really work. It is not about knowing everything, but about knowing what matters most, and when to step in.
Curiosity keeps a board alive. The best NEDs never stop asking questions, not to trip people up, but to see things from every angle. They read beyond the board pack, stay connected to the business and are genuinely interested in the people who make it run.
Boards work best when there is mutual respect and trust. A collaborative NED listens carefully, values differing opinions and builds bridges between executives and non-executives; they understand that the board’s strength lies in collective wisdom, not individual authority.
Good challenge is at the heart of governance. It means testing ideas without undermining confidence and the best NEDs know how to ask hard questions in a constructive way, keeping discussions focused and purposeful.
Confidence allows a NED to hold their own when opinions diverge, but it also means having the humility to admit when they do not know something. The right balance of confidence and modesty brings credibility and respect around the board table.
Being a NED is not an honorary title, it requires time, preparation and genuine involvement. The most effective NEDs are those who show up fully, engage deeply and stay informed between meetings.
Courage is what separates a good NED from a great one. It is the willingness to speak up, even when it is uncomfortable and courage means standing firm on matters of ethics, accountability and fairness. It is about doing what is right, not what is easy.
In every strong board I have seen, these seven qualities appear in some form. They are not static attributes, but habits that grow through experience, reflection and self-awareness.
As governance expectations continue to rise, the best boards are those that recognise the human side of leadership. The Seven Cs provide a simple framework, but living them takes discipline, empathy and resolve.
At Friisberg UK, we focus on finding people who genuinely embody these seven traits. True board calibre is not measured by titles or tenure, but by attitude, integrity and the ability to influence wisely. Our work lies in recognising these qualities early, even when they are not obvious on paper, and bringing together boards that are both capable and courageous in equal measure.
When Friisberg partners with international clients investing in or acquiring companies in Hungary, we often hear reflections on how different the local business culture feels compared to Western Europe. While Hungary is firmly integrated into the EU and global markets, its business practices remain shaped by a unique history, strong national identity, and Central European pragmatism.
Friisberg has a long-established presence in Hungary and across Central Europe. Our consultants understand the nuances of local culture while operating as One Firm, globally connected. We support clients not only in executive search but also in management audits, integration, and leadership development ensuring that international businesses entering Hungary can adapt effectively while building trust and credibility.
For companies seeking to navigate Hungarian business culture, the key is not just compliance with local law, but respect for authority, patience in negotiation, and a readiness to build strong personal relationships.
Note: These insights reflect common patterns observed in professional settings. Every individual and organisation is unique, and no culture can be defined in absolute terms. Our aim is to highlight trends that international leaders may encounter when working across borders, and to share how Friisberg helps clients navigate these differences with respect and effectiveness.
When companies expand internationally, much of the focus is on strategy, regulation, and finance. Yet time and again, our work at Friisberg shows that it is culture, not numbers, that makes or breaks a cross-border venture.
We see this clearly when supporting acquisitions, management audits, or leadership appointments across our 40+ global offices. A business may acquire the assets and systems of a foreign company in a matter of weeks, but winning the trust, engagement, and commitment of its people requires cultural fluency.
For leaders, failing to understand these nuances can slow integration, erode trust, and undermine performance.
At Friisberg, our consultants combine deep local knowledge with international reach. Whether it is a Swedish firm acquiring in Central Europe, a UK company expanding across the Atlantic, or a global investor entering Hungary, our role is to help leadership teams bridge cultural differences.
We do not just conduct executive search or management audits - we interpret cultures, equipping clients to adapt, integrate, and thrive across borders.
To bring these insights to life, we are launching a series that explores business culture across different countries where Friisberg operates. Each article will highlight the workplace norms, leadership styles, and cultural surprises that matter most for international businesses.
And more perspectives will follow.
The world’s most successful international businesses know that culture is not soft, it is strategic. It shapes leadership, decision-making, employee engagement, and ultimately, financial performance.
At Friisberg, we help organisations see culture not as a challenge to overcome, but as an opportunity to create stronger, more resilient leadership.
Note: These insights reflect common patterns observed in professional settings. Every individual and organisation is unique, and no culture can be defined in absolute terms. Our aim is to highlight trends that international leaders may encounter when working across borders, and to share how Friisberg helps clients navigate these differences with respect and effectiveness.
In the current era of geopolitical turbulence, digital disruption, and mounting stakeholder expectations, corporate boards are under more scrutiny, and more pressure, than ever - yet not every board is rising to the challenge. The difference between those that lead (rather than react) often comes down to choices about structure, mindset, and partnerships.
Below are five emerging practices that distinguish high-performing boards in 2025 and the implications for CEOs, board chairs, and investors seeking durable governance.
Boards today are expected to do more than rubber-stamp strategy - they must act as though they’re a living muscle, not an archive and that requires greater time commitment and sharper focus.
High-impact boards are responding by:
In other words: clarity in agenda → depth in discussion → speed in decisions.
Risk and ESG are no longer “nice to have”, they are fiduciary imperatives., but boards tending to them as checklists or post-mortems are falling behind.
Boards doing it well now:
Boards must be architects of resilience, not mere examiners of past performance.
One of the clearest markers of governance robustness is how a board handles leadership transitions and not only when crisis strikes.
Best practice boards now:
Strong succession planning is not a “nice to have”, it is a signal to the market of the board’s confidence and preparedness.
The skillsets boards require are evolving faster than terms expire. In 2025, many boards are rethinking how to refresh composition, not just diversity quotas.
Top boards now practice:
Renewal is not just about optics, it’s about equipping the board for the next disruption.
No board is omniscient. The boundary between curiosity and competence increasingly lies in the quality of external partnerships and advisory design.
Boards that lead:
These boards view external advisory not as a cost centre, but a force multiplier.
The gap between high-functioning and legacy boards is widening, not because the challenges differ, but because the response does. Great boards in 2025:
If your board is ready to leap from compliance mode to leadership mode, Friisberg can help design that path. Whether it's structuring a future-fit advisory model, sourcing domain-expert non-executives, or coaching boards to sharpen technique and orientation, partnering with the right advisor is the multiplier that turns governance intent into governance impact.
Questions for reflection (or for your board’s next session):
AI isn’t just a technological shift, it’s reshaping the way we think about work, culture, and even how we connect with one another. Few topics spark as much debate, but avoiding the conversation isn’t an option. The real questions we must confront are clear: how will AI transform the way we work, and how will it redefine the way we live and communicate on a broader scale?
Predictions about AI’s impact on the world of work are wildly divergent ranging from fears of mass redundancies to expectations of only minor industry shifts. Some see the potential for economy-shaping growth and whole new sectors of employment, while others anticipate little more than incremental gains. The only certainty is that the future remains uncertain.
With the Trades Union Congress’ recent report calling for business leaders and the UK government to build an AI innovation strategy with workers and business practices at the core of its approach, it is clear that AI isn’t just a technology strategy – it’s a leadership test. The TUC is right to raise concerns: if left unchecked, AI risks entrenching inequality, but with the right leaders, it can drive inclusion, innovation, and long-term growth. Rapid technological advancement only delivers widespread social progress when business leaders and working people are empowered.
At Friisberg, we see the organisations that thrive are those where Boards put people at the centre of their AI strategies – the key question is how leaders can best prepare for that responsibility.
In the Executive Search field, human insight, critical thinking, and expert judgement are non-negotiables in the successful placement of candidates. Yet in the high-stakes world of talent acquisition, AI can be utilised as a powerful ally, rather than as a threat. Recent insights have shown the array of benefits that AI can reap in the world of Executive Search.
A 2025 Frazer Jones study found that AI can speed up C-suite hiring at a rate of 30-50%. Executive placements are notoriously time-sensitive and delayed hires at the C-suite level can cost companies millions in missed opportunities, weakened leadership, and organisational drift. With AI accelerating candidate identification and matching by up to 50%, firms that integrate AI gain a distinct edge in delivering results faster, without sacrificing quality. In an industry where timing is often the differentiator, this kind of efficiency is transformative.
Most traditional headhunting still leans heavily on professional networks and platforms like LinkedIn. However, today’s top talent isn’t always broadcasting their availability, or even their full potential, online. HelloSky, an AI talent and company intelligence platform, is a noteworthy case study. In a Business Insider profile, founder and CEO, Alex Bates, provided an insight into the ways in which AI can be better utilised by those in Executive Search.
By aggregating data from non-obvious sources and applying sophisticated pattern recognition, these AI tools surface “hidden” candidates who may not appear in standard searches, but are high-value prospects based on career trajectory, skill alignment, or cultural fit.
Reducing time wasted on day to day menial tasks can allow Executive Search experts to spend more time investing in leadership assessment and client relationships. With human judgement at the core of these critical decisions, automating the monotonous can only improve the quality of placements.
In the near future, tools that generate live org charts, attrition risk models, and predictive talent maps, will become standard in leading firms as they are increasingly informed by data analytics.
Firms will increasingly invest in AI tools. According to a 2024 McKinsey report, over 90% of companies reported increasing their budgets for AI across HR and talent acquisition and Executive Search firms will not be immune to this wave. From intelligent sourcing tools to platforms that assess leadership potential or simulate team dynamics, the range of AI solutions is expanding rapidly. Firms that fail to invest in these technologies risk falling behind, both in efficiency and in the ability to deliver value to increasingly tech-savvy clients.
At Friisberg, we see this not as a threat, but as an opportunity. The combination of cutting-edge AI tools combined with our deep human expertise is where real value lies. Technology can accelerate processes and surface new insights, but only people can assess cultural fit, potential, and leadership qualities.
The future of Executive Search will not be AI instead of humans, but AI with humans.
Today, the vast majority of global leadership, whether in politics, business, or finance, remains dominated by men.
As of 2024, men hold over 85% of Fortune 500 CEO roles and over 90% of head-of-state positions worldwide. The handful of women who do reach these heights are often celebrated for simply being there, regardless of how transformational their leadership is.
Meanwhile, the world faces daunting challenges: persistent wars, rising inequality, polarized societies, environmental crises. It’s fair to ask: would things look different if leadership better reflected the populations it serves?
Let’s look at the facts:
And yet, leadership remains overwhelmingly male. Figures like Donald Trump, Xi Jinping, Vladimir Putin, Narendra Modi, and others are making decisions that affect billions - decisions often framed by models of leadership cantered on dominance, competition, and control.
Importantly, men and women tend to bring different strengths to leadership. Studies suggest that men often focus more on task orientation, rapid decision-making, and risk-taking, while women are more likely to emphasize collaboration, long-term thinking, and inclusive communication. Neither approach is inherently better, but when leadership is dominated by one style alone, important perspectives and opportunities can be missed.
A balanced leadership model, where both styles are valued and integrated, could offer a far more adaptive and resilient way to tackle today’s complex challenges.
To be clear, this is not about criticizing individual leaders simply because they are men. Many male leaders have demonstrated extraordinary vision and empathy. But the system itself, built over centuries by and for men, prioritizes a certain style of leadership that isn't always suited to today's interconnected, complex challenges.
More women in leadership would likely bring:
Imagine if half of the world’s major economies were run by women.
Imagine if peace talks were led equally by those who have lived experiences not just of power, but of powerlessness.
Imagine boardrooms and parliaments where diversity was the default, not the exception.
It’s not just a matter of fairness. It’s a matter of effectiveness, performance, and progress.
The world is overdue for a leadership revolution - one where women are not the exception at the table, but equal partners designing the future.
At Friisberg & Partners International, we help our clients find the very best leaders - regardless of gender - who can drive real, lasting success.
We believe that diverse leadership teams aren’t just good for business, they are essential for building a better future. By focusing on skills, vision, and values, we ensure that organisations are led by those best equipped to meet today’s challenges and tomorrow’s opportunities.
As we reflect on 2024, I want to take a moment to celebrate the remarkable journey we’ve shared this year. Together, Friisberg has faced challenges head-on, celebrated significant achievements, and continued to thrive as a global team—united by our unwavering commitment to excellence and collaboration.
This year has been one of growth and innovation for Friisberg. We’ve deepened our relationships with partners and clients, broadened our horizons, and demonstrated resilience and adaptability in a rapidly evolving world. These accomplishments are a testament to the hard work, dedication, and shared belief in the impact of what we do.
In 2024, we saw organizations worldwide placing greater emphasis on diversity, equity, and inclusion, prioritizing leadership with strong adaptability and change-management skills, and seeking out executives who could drive sustainability and innovation in an increasingly digital and globalized economy. Friisberg has remained at the forefront of these trends, partnering with clients to identify exceptional leaders who align with their vision and values.
As we look ahead to 2025, I’m filled with optimism and enthusiasm. The opportunities on the horizon are extraordinary, and we are poised to build on our solid foundation, innovate how we serve our clients, and continue nurturing the supportive, family-like culture that makes Friisberg unique.
We will enter 2025 with the same energy, passion, and determination that have defined us this year—ready to reach new milestones and embrace every challenge as a unified team.
From all of us at Friisberg, we wish you and your loved ones a New Year filled with health, happiness, and success.
