With Friisberg UK in London, Birmingham and Edinburgh, our end-of-year conversations naturally reflect a blend of English and Scottish traditions. The result is a December full of shared stories, gentle teasing and the occasional debate about whether shortbread counts as breakfast.
Here is a brief cultural tour of the season from our side of the Channel, combining well-known customs with some of the lesser-known rituals that our international colleagues often enjoy discovering.
England approaches Christmas with sentiment, structure and just enough chaos to keep it interesting.
England sends astonishing numbers of Christmas cards. This tradition stretches back to 1843, when Sir Henry Cole, a civil servant and early advocate for the modern postal system, commissioned the first commercial Christmas card. His aim was simple: encourage the public to use the newly introduced Penny Post - and it worked spectacularly. The idea spread quickly, becoming a national habit rooted in courtesy, connection and the very British fondness for polite correspondence. Even in a digital age, the ritual still carries cultural weight.
No English table is complete without crackers and every participant ends up in a flimsy paper crown, united briefly in colourful humiliation. Crackers are one of the most recognisable features of an English Christmas table, complete with a tiny toy and a joke so terrible it becomes a bonding exercise. The tradition began in the 1840s with a London sweet-maker named Tom Smith, inspired by the cracking sound of logs on a fire, wrapped his sweets in paper with a small explosive pop. Crackers appealed to something distinctly English: shared silliness, gentle theatricality and the idea that everyone, from grandparent to guest, should look equally ridiculous for one meal.
The Christmas pudding is one of England’s most iconic festive dishes – it is dense, dark, full of spice and fruit, and it arrives at the table with ceremony, often flaming dramatically in brandy. Its origins go back to medieval “plum pottage” which was a hearty mixture of meat, dried fruit and spices served at feasts, but over the centuries, the meat vanished, the fruit increased and the recipe slowly evolved into the sweet, rich pudding we know today. What keeps the tradition alive is not just the taste, but the ritual: families gather on Stir-Up Sunday to mix the ingredients, each person taking a turn to stir clockwise and make a wish. Coins or charms are sometimes hidden inside, meant to bring luck to whoever finds them (as long as they don’t break a tooth).
Come rain, frost or a determined gale, everyone goes for a long walk on 26 December. The purpose is fresh air, guilt management and making space for leftovers. Dogs consider it the highlight of their holiday.
Scotland treats New Year with the same enthusiasm that England reserves for Christmas and the result is a season of symbolism, warmth and impressive stamina.
Fireworks, music, ceilidhs and crowds that stay cheerful in freezing temperatures mean that Hogmanay is not just an evening, it is an experience.
In Edinburgh, the celebrations begin long before the 31st with the famous torchlight procession winding through the city, thousands of people carrying flames through historic streets that glow with fire and tradition. The entire city becomes a stage set, with crowds singing, hugging and dancing in streets that should, by all logic, be too cold for any of those activities.. Hogmanay here is not simply the turning of the year, it is a declaration of optimism, community and collective stamina.
This tradition has deep roots in Scottish folklore, in fact it dates back to ancient Celtic and Viking customs that viewed the threshold of the home as a powerful, symbolic boundary. The characteristics of the first visitor were believed to influence the household’s luck for the year ahead and dark hair became particularly favourable after Viking times, when the sudden arrival of fair-haired strangers at your door rarely boded well! Today, the tradition is embraced with far more warmth (and far less danger), but the symbolism endures. The first-footer brings prosperity, comfort and good cheer, making it one of Scotland’s most enduring and charming New Year rituals.
Scotland’s tradition of plunging into the freezing North Sea on New Year’s Day is legendary - it is bold, bracing and undeniably questionable. What surprises us most is that Lorri Lowe, our UK Managing Partner, has done the Loony Dook many times. Not once, not “just to see what it’s like”, but many times. Given that Lorri is known across Friisberg for her stilettos, designer outfits and long hair, the idea of her voluntarily entering the North Sea feels almost folkloric in itself. This is a woman who will quite happily take a taxi to avoid a walk in the rain, yet has repeatedly marched into icy water. The contradiction is, somehow, entirely on brand.
Throughout December, beautifully presented shortbread appears in offices, homes and unexpected places. It is more than a biscuit, it is a cultural expression of warmth, generosity and a deep respect for proper baking. Shortbread’s status in Scotland runs deep with its origins dating back to medieval oat-and-butter biscuits that later evolved into the rich, crumbly recipe we recognise today. Because butter and sugar were once expensive luxury ingredients, shortbread became a celebration food, baked only for Christmas, Hogmanay and weddings. The tradition endured so offering shortbread is still seen as a gesture of hospitality and good fortune - it is, quite literally, Scotland’s way of sharing sweetness and prosperity.
When Friisberg hosted its conference in Edinburgh earlier this year, the team experienced Scottish tradition first-hand. The ‘piping in’ set the tone instantly, and the ceilidh that followed became an unforgettable highlight - watching colleagues attempt reels with varying levels of rhythm and enthusiasm proved once again that Scotland knows exactly how to bring people together. The atmosphere was warm, joyful and every bit as spirited as the culture it represents.
We wish our Friisberg colleagues and clients a season filled with warmth, reflection and exactly the right balance of crackers, ceilidhs and cold-water bravery.
When Friisberg supports clients in acquiring Turkish businesses, or when we audit management teams as part of integration or executive search processes, one question arises repeatedly, “What defines Turkish business culture?”
Externally, Turkey is often viewed as a uniform system. Its business environment includes both locally owned, often founder- or family-led organisations and multinational corporations that operate according to their own global cultures.
This mix is shaped by historical traditions, European economic integration, and one of the youngest workforces in Europe. These elements create a commercial landscape that is relationship-driven, fast-moving, entrepreneurial, and highly adaptive. The experience varies depending on the type of company involved.
Below, Kıvanç Ersöz, from our office in Istanbul, shares the cultural insights international leaders most often encounter.
Many Turkish companies, especially local ones, maintain clear hierarchies. Seniority and titles are respected, and leaders are expected to be visible, decisive, and protective of their teams. Leadership is also personal - managers are expected to show genuine interest in employees' wellbeing, and a distant or overly formal manager is usually seen as disconnected.
Important distinction:
Local companies often revolve around a central "boss" figure whereas multinational companies follow global processes, policies, and leadership structures which usually override local habits.
In Turkey, trust comes before business. Meetings often begin with personal conversation about family, background, or mutual contacts, so what may seem unrelated to foreign visitors is often an essential step in building rapport. Once trust is established, cooperation tends to move quickly and with strong commitment.
In multinational firms, global procedures and governance frameworks reduce, though do not remove, the emphasis on personal rapport.
Communication is often indirect. Instead of saying “no” directly, people may say “Let’s think about it,” or “It might be difficult,” which typically signals disagreement or the need for alignment. Emotions are expressed openly, but usually in a way that preserves group harmony.
Flexibility is also a distinctive strength. Economic shifts and an entrepreneurial environment have made Turkish professionals highly adaptable and quick in their responses.
Local companies often rely on strong, centralised leadership. Decisions can be very quick, and priorities may change rapidly. In multinational organisations, global structures and governance rules lead to a more systematic approach, and while this can feel slower, it provides consistency and alignment across regions.
Because of these differences, leaders entering the Turkish market should understand the type of organisation they are joining. Moving from a multinational culture to a local, boss-driven environment can be challenging, particularly for executives used to structured processes. Expats working inside multinationals typically adjust more easily since they remain in a familiar corporate culture.
Extended availability is common in many local firms, and responsiveness outside standard working hours is often seen as a sign of commitment. Younger professionals, especially in multinationals and the technology sector, increasingly push for more balance and flexible working models.
Team cohesion is valued. Colleagues often socialise together, and personal and professional relationships overlap, so once trust forms, loyalty to leaders and organisations can be very strong.
Foreign investors and integration teams often find indirect communication, the emphasis on personal relationships, and rapid changes in priorities challenging. Centralised decision-making and expressive discussions can also feel unfamiliar.
At the same time, many of these characteristics turn out to be advantages. Turkish organisations often excel in adaptability, entrepreneurial thinking, commitment once trust is established, and speed of execution. The country also benefits from a young, educated, and ambitious workforce, with more than half the population under 45.
At Friisberg, we support leaders navigating cross-border complexity through management audits, executive search, integration projects, and cultural alignment work. We help foreign investors understand both local and multinational norms, support Turkish leaders entering global corporate environments, and guide executives as they move between these very different systems.
In a market where trust, agility, and relationships strongly influence performance, cultural intelligence is a strategic advantage.
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.
As someone working closely with C‑suite executives at Friisberg & Partners International I’m curious to find out what makes leaders excel. A recent statistic from EY immediately stood out:
It’s no coincidence. Sport develops resilience, teamwork, discipline, and decision-making under pressure all the qualities that make leaders thrive. As EY puts it, while we’re all competing in the war for talent, there’s another battle ongoing: the fight for gender parity. Women gain a crucial advantage when sport becomes a lever to level the playing field.
Yet, too many girls step away from sport early. By the age of 16, 64% of girls have stopped participating, often due to fear of judgment, low confidence, or academic pressures. These numbers show why it’s so important to encourage girls and women to stay active and share the lessons learned along the way.
I’ve seen the impact of this personally. I’ve been rowing since 2009 and, since 2016, have balanced a full-time career with training and competition, including years in GB high-performance programmes, at Molesey Boat Club, Oxford Brookes University, and with The Paralympic British Rowing Team. Managing work alongside rowing taught me lessons in focus, resilience, and leadership that continue to shape how I operate today.
The EY article argues that athletes often become exceptional leaders because of the unique pressures and demands of sport. As a cox, I learned to:
These are the same skills that make for an effective C‑suite executive: clear decision-making under pressure, motivating diverse teams, and adapting strategy on the fly.
While this was extremely rewarding, it included many hours a day driving to training, family sacrifices and annual leave being used up on competition. The experience taught me lessons about resilience, focus, and balance that I now bring into my work with executives:
Sport teaches you that leadership is not just about personal excellence - it’s about lifting the entire team and sustaining performance under pressure, but my main takeaway is to make sure you enjoy the journey. Otherwise, what's the point?
Whether you’re in high-performance sport, a professional environment, or both, the crossover is clear:
The EY article highlights female athletes as future leaders but the principle applies to all leaders: the lessons learned in sport create exceptional, adaptable, and resilient leaders.
I acknowledge that I sometimes didn't get the balance right along the way which left me burnt out, but the reminder of why I was doing this, always pulled me through.
So how can we close the gender gap? Keep showing up for women's sport. Simple.
Scandinavia is a region, not a country. Within it lie nations such as Sweden, Norway, and Denmark - each with subtle but consequential differences in how work is done, how leaders lead, and how people relate.
Many say ‘The Finnish design, the Swedes build, the Danes sell and the Norwegian buys’. Michael Karlsson from our Swedish office offers his take on the cultural nuances in Sweden.
Swedish organizations tend to emphasize equality. You might see senior executives grabbing lunch in the staff canteen, and open dialogue is encouraged, even when expressed views diverge from the majority.
One of the more striking, and sometimes frustrating, behaviours to outsiders is how decisions are made: only after lengthy discussion and with broad buy-in. Some see this as overly cautious or consensus-driven, and I agree it can be slow at times.
Swedish managers are typically strong on defining objectives, but less directive about execution. Topics like politics or religion are avoided. Emotions are usually kept in check, confrontation is muted, and critical feedback is often delivered indirectly.
Outside office hours, Swedes generally respect strong boundaries. Socializing outside work is limited unless it’s an organized event. At the same time, benefits such as generous parental leave, extended holidays, and solid pension contributions are highly valued and contrast favourably with many local norms elsewhere.
For many acquired firms, the Swedish way can feel frustrating and not very transparent: the deliberative decision process, indirect communication, and strict work–life boundaries represent a different rhythm than they’re used to.
And for businesses entering Sweden from abroad, a common and unexpected hurdle is the cost and legal obligations tied to Swedish employment norms - especially around parental leave, vacation entitlements, and pension contributions.
But those very attributes - equality, fairness, and balance - are also what many come to admire and adopt over time.
At Friisberg, our experience blends local insight with global reach.
We regularly support clients navigating cross-border transitions, whether via management audits, integration projects, or executive search mandates.
Our role is not just to explain culture, but to bridge it helping clients connect foreign ways of doing business with Swedish norms sustainably.
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 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.
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