Friisberg & Partners International is proud to announce that our Hungary office has secured second place in the Budapest Business Journal's ranking of top Executive Search firms.
This outstanding achievement is a testament to the dedication, expertise, and hard work of our exceptional team in Hungary, whose deep market knowledge and client-focused approach set us apart in a highly competitive industry.
At Friisberg, we take immense pride in the outstanding professionals who represent our firm. Their deep market knowledge, commitment to innovation, and client-first approach continue to set us apart. This achievement reflects not only their hard work but also the trust and confidence placed in us by our clients and candidates.
We understand that our clients are discerning, making thoughtful decisions about who they trust with their Search and Organisational Development needs. That’s why our team in Hungary consistently delivers innovative, tailored solutions that create real value for both clients and candidates.
Our commitment remains the same across all markets: to drive success for our clients and ensure an outstanding candidate experience.
To our team in Hungary: thank you for your unwavering dedication. Your success is well deserved, and we look forward to seeing you reach even greater heights.
Congratulations for this well-earned recognition!
We are delighted to announce that Alex Wenyon has joined our London office as a Consultant. Alex brings an impressive background of professional excellence and personal achievement, with a career spanning roles in public relations and marketing for iconic global brands such as Nissan and Harley-Davidson.
In addition to her professional expertise, Alex is a celebrated cox for the GB and Australian Paralympic Rowing teams and has achieved the prestigious distinction of winning at Henley Royal Regatta. Her dedication, leadership, and strategic mindset, honed both in corporate boardrooms and on the water, exemplify the qualities that make her a valuable addition to Friisberg.
“We are thrilled to welcome Alex to the Friisberg team,” said Zoltan Petho, Chair of Friisberg. “Her experience with globally renowned brands, combined with her competitive spirit and commitment to excellence, will bring a unique perspective to our clients.”
As a Consultant at Friisberg, Alex will support organisations across a variety of industries, leveraging her expertise in branding, stakeholder engagement, and strategic transformation to deliver tailored solutions that address their most pressing challenges.
“I am incredibly excited to join Friisberg and bring my passion for strategy, leadership, and teamwork to this global consultancy,” said Alex Wenyon. “My experiences in both the corporate and sporting worlds have taught me the importance of focus, collaboration, and adaptability - qualities I look forward to applying in this new role.”
Alex’s appointment reflects Friisberg’s commitment to attracting exceptional talent and delivering innovative, high-impact consultancy services to clients across the globe.
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.
In an era marked by continuous disruptions, leaders are increasingly called to guide their teams through challenging and unpredictable times.
Crises stemming from political, economic, and geopolitical events prompt leaders to rethink how they maintain productivity, engagement, and cohesion. However, while current crises undoubtedly impact team morale, they may not be the sole factor. Pressures such as a results-driven culture and shifts in management practices also shape the employee experience. Senior managers need to develop critical competencies, both to navigate the immediate effects of uncertainty and to prepare for long-term resilience.
Crises can create stress within teams, affecting engagement and cohesion. Issues like rising fuel costs, resource shortages, and heightened geopolitical tensions may play a significant role in reducing morale, yet they are part of a broader array of challenges employees face today. A study by Gallup suggests that nearly half of employees feel disconnected from their organisation’s objectives in times of uncertainty. But are crises really the primary cause? Leaders are encouraged to look holistically at factors influencing engagement, responding proactively to strengthen alignment with organisational values and maintain team motivation.
During a crisis, the leadership role extends from traditional oversight to embodying stability and clarity. Leaders are not only responsible for decisive actions but also for addressing underlying anxieties within their teams. A Deloitte report shows that consistent and transparent communication from senior leaders can foster trust and engagement, which are critical during uncertain times. Leaders are thus called to remain adaptable and empathetic, addressing both the operational and emotional needs of their workforce.
Adapting to crises requires a dynamic approach to leadership that balances immediate operational resilience with a forward-looking mindset. Key actions include:
While crises reveal organisational vulnerabilities, they may also uncover opportunities for growth and adaptation. The World Economic Forum reports that organisations accelerating digital transformation efforts during the COVID-19 pandemic often achieved substantial revenue growth post-crisis. This highlights how a proactive, future-focused approach can enable organisations to adapt and even capitalise on changes in the environment, transforming adversity into competitive advantages.
Effective crisis management involves looking beyond immediate issues to anticipate future challenges. Deloitte's research highlights that organisations with robust continuity plans are better equipped to handle subsequent crises. Leaders should prioritise risk anticipation, foster a culture of continuous learning, and reinforce organisational agility to create a workforce capable of thriving amidst ongoing uncertainties.
Leadership during crises requires a blend of strategic insight, adaptability, and empathy. For executives and senior managers, leading teams through uncertainty is as much about resilience as it is about building a foundation for long-term success.
Rather than solely responding to crises, leaders should cultivate an organisational culture ready to confront future challenges and to transform adversity into progress.
We are pleased to announce the appointment of Sabine Pirkner to our Executive Board. In her new role, Sabine will be responsible for leading and shaping our Business Development strategy, furthering our growth and market expansion goals.
Sabine brings a wealth of experience to the role. With a proven track record of driving innovation, strategic partnerships, and sustainable growth, Sabine is poised to strengthen our position in the marketplace.
“We are delighted to have Sabine on our executive team,” said Zoltan Petho, Chair of Friisberg, “Her deep expertise in business development and her visionary leadership will be instrumental in helping us navigate new growth opportunities and achieve our long-term strategic goals.”
Sabine’s appointment comes as Friisberg continues to build on its legacy of success, which has been driven by the guidance and vision of its accomplished Executive Board. Under this leadership Friisberg has achieved sustained growth, solidifying its reputation as a leader in the Management Consultancy & Executive Search industry. Their strategic approach has seen the company expand its global footprint, deliver unparalleled client service, and attract top-tier talent for clients across multiple sectors.
“I am excited to join the talented Executive Board and take on this new role," said Sabine. "I look forward to contributing to Friisberg's continued success and helping to shape its future by building strong partnerships and driving innovative growth strategies.
"In my role, my focus is on bringing together the deep expertise we have in certain countries and, based on that, formulating an overarching strategy that better reflects our years of experience across various industries. Together, it's about defining strategic initiatives and directions that will strengthen and expand our growth and presence.
"The aim is to reassess the strategic directions for individual markets, while also taking into account industry trends and developments. I believe that by combining all our experiences, we can become even stronger together and gradually build up our presence step by step."
As one of the oldest Search firms in Europe, Friisberg's innovative approach and dedication to client success continue to set it apart in a competitive marketplace.
Friisberg is excited to announce its highly anticipated conference on 9th-11th October in Vienna, Austria. This year’s conference promises to be bigger and more impactful than ever, bringing together industry leaders, innovators and professionals from across the globe to share insights.
With an agenda packed with inspiring keynote speakers, and interactive workshops we aim to foster collaboration and spark meaningful conversations. We will have the opportunity to connect with peers, gain valuable knowledge, and be the first to experience Friisberg’s newest innovations. Attendees can expect a warm, welcoming atmosphere where relationships take centre stage. From casual networking events to in-depth collaborative sessions, this conference is about strengthening bonds and creating a sense of belonging.
“We are thrilled to bring together such a dynamic group of professionals and thought leaders for this year’s conference” said Zoltan Petho, Chair of Friisberg. “This conference is all about sharing ideas, and shaping our future, together. We look forward to creating an unforgettable experience for all and cementing our deep connections and shared values that make our company truly special.
“For Friisberg, people are the foundation of everything we do, and this event is a way for us to come together like family." said Sabine Pirkner, from our office in Vienna, "The success we’ve built is rooted in trust, support, and mutual growth, and our conference reflects that spirit of collaboration. Our team in Vienna can’t wait to welcome everyone and celebrate the next chapter in our already long history.”
Charismatic leaders have a unique ability to captivate and inspire those around them, often leaving a lasting impact on their colleagues and organisations. We all find it reassuring to have someone leading who can communicate a compelling vision, has emotional intelligence and personal magnetism because they create environments where people feel motivated, valued, and united in their efforts.
While some people may have natural traits that lend themselves to leadership, (such as confidence, charisma, or communication skills), leadership is largely a set of skills and behaviours that can be developed over time through experience, education, and intentional practice.
Performative leadership, when approached with intention and balance, can be a powerful tool for inspiring teams, influencing stakeholders, and driving organisational success. This leadership style emphasises the importance of visible leadership actions and behaviours, which can play a crucial role in setting the tone, energizing a team, and rallying support around key initiatives.
Performative leaders understand the importance of visibility. By being present in key moments—whether through speeches, meetings, or public engagements—they ensure that their leadership is felt throughout the organization. This visible presence can boost morale and signal that the leader is actively engaged and invested in the team’s success.
Through their actions and words, performative leaders can inspire confidence and motivate their teams. By projecting confidence, decisiveness, and vision, they can energize employees and create a sense of momentum and purpose within the organization.
Performative leaders are often skilled communicators who can articulate a compelling vision and rally others around it. Their ability to communicate clearly and persuasively is a key asset in aligning the team with organizational goals and fostering a shared sense of purpose.
Engaging in symbolic actions—such as leading by example, making public commitments, or recognizing team achievements can have a powerful impact on organisational culture. These actions, while sometimes more symbolic than substantive, can reinforce values, celebrate successes, and build a strong, cohesive team identity.
By focusing on visible, high-impact initiatives, performative leaders can create a sense of urgency and momentum. These leaders excel at setting ambitious goals and galvanizing their teams to achieve them, often turning ideas into action quickly.
Performative leadership can also enhance the organisation’s reputation. By being a visible, proactive leader, one can project an image of a dynamic, forward-thinking organisation, which can be attractive to clients, partners, and potential hires.
Leaders need to engage and motivate their teams, much like actors captivate their audience. Acting skills help leaders craft messages that not only inform but also inspire action and commitment.
Performative leadership, when done well, can be a catalyst for positive change and success. By mastering the art of visible, impactful leadership actions, leaders can inspire their teams, drive momentum, and build a strong organisational culture. When balanced with authenticity and substance, performative leadership becomes not just an act, but a powerful tool for achieving lasting success.
In 2024, organizations are increasingly recognizing that attracting and retaining top-tier talent is crucial for sustaining competitive advantage and driving innovation.
As the market for senior executives becomes more dynamic, we advise companies must adopt smart hiring strategies to ensure they secure the best leaders who can navigate the complexities of today’s business environment.
The senior-level talent market in 2024 is characterized by a blend of traditional leadership qualities and modern competencies. The rapid pace of technological advancement, the increasing importance of sustainability, and the need for diversity and inclusion have reshaped the expectations from senior executives. Today’s leaders must be agile, forward-thinking, and adept at managing cross-functional teams in a hybrid work environment.
Redefine Leadership Competencies: Modern senior leaders must possess a unique blend of skills. Beyond traditional competencies like strategic vision and financial acumen, they need to excel in areas such as digital literacy, change management, and emotional intelligence. Organizations should redefine their leadership competencies to align with the current and future needs of their business.
Leverage Advanced Analytics: Data-driven decision-making is revolutionizing the hiring process. Utilizing advanced analytics can help identify the characteristics and experiences that correlate with successful leadership within a specific organization. Predictive analytics can also forecast a candidate’s potential for growth and adaptability, ensuring a better cultural fit.
Enhance Employer Branding: In a competitive talent market, a strong employer brand is essential. Companies need to communicate their values, culture, and vision effectively to attract high-caliber candidates. Highlighting commitment to innovation, diversity, and employee well-being can make an organization more attractive to senior executives who are seeking purposeful and impactful roles.
Expand Search Horizons: The talent pool for senior-level positions is global. Organizations should look beyond local markets and consider candidates from diverse geographical and industry backgrounds. This approach not only widens the talent pool but also brings in varied perspectives that can drive innovation and growth.
Emphasize Cultural Fit: Cultural alignment is critical at the senior level, where leadership decisions significantly impact organizational culture. During the hiring process, it’s important to assess whether candidates’ values and management styles align with the company’s culture. This can be achieved through comprehensive behavioral interviews and cultural fit assessments.
Prioritize Diversity and Inclusion: Diverse leadership teams are proven to enhance decision-making and drive better business outcomes. Organizations must prioritize diversity and inclusion by actively seeking candidates from underrepresented groups. Implementing unbiased recruitment practices and ensuring diverse interview panels can help mitigate unconscious biases.
Utilize Executive Search Firms: Executive search firms can be valuable partners in the hiring process. These firms have extensive networks and expertise in identifying and attracting top talent. Collaborating with a reputable search firm can streamline the process and provide access to candidates who might not be actively seeking new opportunities.
Offer Competitive Compensation Packages: Attracting top senior talent requires competitive and comprehensive compensation packages. Beyond salary, candidates are looking for benefits that support work-life balance, such as flexible working arrangements, opportunities for continuous learning, and long-term incentives like equity options.
As the market evolves, staying ahead with these smart hiring strategies will be key to organizational success.
Our conference provided a unique opportunity for colleagues from different counties and disciplines to come together, share perspectives, and collaborate on projects. Through interactive workshops, team-building exercises, and cross-functional brainstorming sessions, we gained a deeper understanding of each other's roles, strengths, and challenges. This collaborative spirit laid the foundation for future partnerships and synergies across the organization.
At the heart of our conference was a celebration of innovation. We discussed our latest projects and initiatives aimed at improving processes, and delivering consistently outstanding results to our clients. The breadth and depth of talent within our organization was on full display, inspiring us all to push the boundaries of what's possible.
Effective communication and alignment around company goals are essential for driving collective action and achieving meaningful results. Throughout the conference, our company's vision, mission, and strategic priorities were reiterated, providing clarity and direction for us all. Interactive sessions allowed us to map our projects and initiatives to overarching business objectives, ensuring that everyone was aligned and working towards a common purpose.
Innovation thrives in environments where creativity is encouraged, failure is viewed as a learning opportunity, and experimentation is celebrated. Our conference served as a catalyst for nurturing such a culture within our organization. Through thought-provoking discussions, and hands-on activities, we were encouraged to embrace a mindset of curiosity, resilience, and adaptability, laying the groundwork for future success.
Our internal conference was a resounding success, fueling excitement, creativity, and collaboration across our organization. As we reflect on the insights gained and connections forged, we are energized by the possibilities that lie ahead.
Armed with new ideas, skills, and perspectives, we are ready to embark on the next phase of our journey, united in our commitment to driving innovation, delivering results, and shaping a brighter future for our company and clients alike.
Volvo Trucks is a world-leading truck manufacturer, committed to drive progress and shape the future landscape of sustainable transports.
Małgorzata: Completely! 12 years is a long time, and today we are totally different. I joined an organization managed in a directive manner, organized in silos, where information was treated as an asset to build an advantage to maneuver within the company. Few people understood why I, a woman, with no technical knowledge of trucks, suddenly became the Managing Director. I had to deal with some problems and the reluctance of others, who did not believe that a woman in a truck business could survive in the long -term, but I managed. Let me remind you that the concept of diversity was not that strongly promoted at that time, and I joined what was a very macho business.
Much time has now passed, and we have made many collective changes to become a great organization today, balancing experience with new generations, more women, as well as activating engagement of individuals to fight jointly for the company goals.
Małgorzata: Building a culture of open communication and trust. It's a long process, but it has paid off in many ways. I didn't know about the technicalities of the trucks, but I knew how to deal with people. Today, we are all proud of the community Volvo Trucks Poland creates, and some of our solutions are inspirational, not only for other Volvo Group entities, but also for our competitors. I have to say proudly that we created and still create many talents.
Katarzyna: One of the assumptions of our strategy is the slogan: #Inspired by Your Needs. It means that we are inspired by the needs of our customers, our employees and our business partners. Our company employs 500 people in 13 distributed branches. This is not the easiest structure to manage, so we need to be close to people, genuinely listen to their needs and address them appropriately. People feel cared for, they feel our concern for them (the “care” factor increased from 60% to 90% in the last 3 years), it's not a slogan, but our everyday life.
Małgorzata: This approach strongly impacts the company's results. Last year we achieved our highest result and we believe we are doing so because we listen to people - I mean all people: our customers, our business partners and of course our employees, who are definitely the biggest assets of our organization, as well as the creators of our common achievements. As a Management Team we travel around our locations, give space to ask questions and listen to ideas, analyze and address what people say, no matter whether it concerns basic or more sophisticated issues. We don't sweep anything under the rug. Maybe sometimes we don't have an answer immediately, but we acknowledge the issue and come back with answers encouraging local colleagues to propose solutions, improve processes, and to make constant small improvements.
Małgorzata: Volvo Group is an organization that appreciates people feedback, but what we do is that we create “Local WHY” with everything we do in Poland. Today Poland is the 4th Volvo Trucks market in Europe and 6th in the world, so we are an important player, and we need to be strong for our customers, who act in an extremely difficult and competitive international environment.
Sales of the trucks as such, is not enough. In Volvo Trucks we want to be the best and the most desired transport solution provider. It means that what we do must have a measurable value for our customers and our approach must be effective and focused on premium services. We also need to have a very professional and transparent dialogue with our customers to build relations for good and bad times.
Katarzyna: Employees feel listened to and cared for. They consciously work for innovative solutions. We believe that our customers can feel that we have a unique culture and that employees are stronger, dedicated, engaged and want to work with us.
Employees are ambassadors, they feel a unique sense of belonging here to our Volvo community, and this attracts customers. This energy transfers from people to people. This is what distinguishes us from the competition.
We are the market leader in many fields and have very high customer satisfaction which is measured systematically either in the area of trucks sales and delivery, or service market and retail services or financing provided by our sister company Volvo Financial Services. We care a lot about how our customers assess us and what can we still improve.
Małgorzata: Absolutely YES!!! People returned to working back in the office within two weeks after the first lockdown during Covid. Many other companies are still struggling to have people back in their offices. Our people are genuinely committed, have lots of new ideas and feel connected to the company and the Volvo Family we create. I believe that is why we have such a phenomenal performance.
Katarzyna: We have decreased the number of voluntary leavers twice to 4%. It is very difficult for our competition to encourage our people to leave Volvo Trucks. People go beyond their area and emphasize their strong bond with the company. Every year we organize the Health Challenge and other programs to take care of both the physical and mental health of our employees - but we never do it without checking what they really need. People organize it themselves, take an active part in it, fuel and motivate each other.
Also regarding additional benefits, we decided to introduce a pre-paid Volvo card system because people need different things. We have 25% of each generation in terms of age, it is a very well-balanced organization, and we need to accept that people have different needs. We do understand it and we care about it.
Małgorzata: As in every corporation we are a results driven company, there is high time pressure and results pressure, so we try to monitor the stress associated with it so that our people feel taken care of. We do what we do for real, we don't provide KPIs - because that's a corporate requirement, but we use them to Keep People Inspired, to Keep People Interested, and to Keep People Innovative. We don't follow fashion, but we do something for people in a real way and it pays off so well.
Our people increase our competitive advantage, optimize our activities and make us busy with so many great ideas and initiatives. And by this our Performance KPIs are also outstanding. We have a great Management Team, where we are also very gender, age and personality balanced: 4 Women + 4 Men, isn’t it great?
Katarzyna: We both have great pleasure and satisfaction in working for such organization, and I am more than sure that most of our employees feel the same way.
