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.
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):
A new chapter begins with the arrival of Regine Krummenacker as a Researcher in our Paris office.
With an impressive background at Korn Ferry and Transearch since 2010, Régine has built her expertise in direct search and executive recruitment across national and international markets.
Her deep knowledge of industries such as automotive, agri-food, pharmaceuticals, energy, electronics, retail, IT, and construction enables her to navigate complex and strategic recruitment challenges with agility and precision.
What sets Régine apart? Her ability to create meaningful connections, her sharp intuition, and her genuine commitment to adding value for both clients and candidates. With strong human values at the core of her approach, she brings sense and impact to every assignment.
Her arrival is perfectly aligned with our ambition to keep growing and delivering excellence in France and globally.
We’re excited to write this new chapter together and we are thrilled to have you as part of our team in France!
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.
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.
The luxury goods sector is a dynamic industry requiring leaders who combine innovation with respect for heritage.
The global luxury market reached €1.5 trillion in 2023, with Japan leading growth in 2024 due to a tourism boom. However, headwinds such as economic slowdown and shifting consumer expectations are influencing strategies. Key trends include:
Our team in Friisberg possesses unparalleled expertise in the global luxury goods sector, rooted in decades of first-hand industry experience and a commitment to staying ahead of market trends.
We know the luxury sector, its many facets and its various fields of activity, because we have experienced it from the inside, in important companies that feed it. We have learnt the concepts of "tailor made" and "customisation" that are specific to this world, and we apply them in the selection of the professionals that the sector requires. We continue to monitor its trends and evolutions in terms of digital transformation, sustainability and consumer expectations to ensure that the candidates we propose are 'tailor-made' to the client's needs and able to lead and innovate. Our focused experience in the industry gives us a unique perspective, allowing us to assess candidates in depth and find those who possess the qualities that the best luxury brands need.
After a period of robust growth, we see that the luxury sector is facing a slowdown. Factors such as economic uncertainties in major markets like China and the U.S., along with increased prices, have contributed to this deceleration. Notably, LVMH reported a 3% drop in sales in Q3 2024, marking its first decline since the COVID-19 crisis.
Consumers are increasingly favouring understated elegance over conspicuous branding, and this 'quiet luxury' trend emphasizes high-quality, timeless pieces without overt logos, reflecting a shift towards subtlety and sophistication. The younger generations, particularly Millennials and Gen Z, are becoming significant drivers of luxury consumption. They prioritize experiences, sustainability, and authenticity, prompting brands to adapt their strategies to meet these preferences. There's also a growing consumer preference for luxury experiences over products. This includes exclusive events, personalized services, and unique travel opportunities, leading brands to expand their offerings beyond traditional goods.
Considering the global luxury market in 2024 so far, we are witnessing a change in consumer behaviour in specific regions. China’s economy has been slowing down and Chinese consumers have been questioning their luxury buying transactions. Due to the weakening Yen, Chinese consumers are spending their shopping budget in Japan rather than their local market. For this reason, Japanese sales have been growing despite the global trend. Other markets, including China and the U.S., are experiencing stagnation or decline. With a 23% sales increase in Japan and a growth in all regions, Hermès stands out with its long-term focus and continued success story.
By consistently staying ahead of industry trends, including digital transformation, sustainability, and the evolution of consumer expectations, we ensure that the candidates we recommend are equipped to lead and innovate. Our targeted industry expertise gives us a unique vantage point, enabling us to assess candidates holistically and find those with the qualities that top luxury brands need.
These trends indicate a dynamic and evolving luxury market, with brands needing to adapt to changing consumer behaviours and global economic conditions to maintain their relevance and growth.
For many luxury brands, filling senior roles also requires a sensitivity to cultural and geographic considerations, as well as an understanding of emerging markets and global consumer trends. We incorporate these factors into our strategy, ensuring our clients can access the most suitable candidates regardless of their location.
My colleague Leila Othieno, who has worked extensively in the fashion and entertainment industries, recently noted that whether it’s goods, experiences, or hospitality, the word ‘Luxury’ evokes a feeling - something intangible yet unforgettable. It carries its own kind of magic, and at the heart of this magic lies one critical element: people.
There is no doubt that leaders who inspire, who cultivate cultures that bring out the best in their teams, and who connect authentically are essential. In the luxury sector, where every detail matters, selecting the right leaders is more than a strategic decision - it’s an investment in the brand’s legacy and future.
The luxury goods market in New York saw stable growth despite challenges from macroeconomic uncertainties and changing consumer behaviours. Recovery in tourism, particularly from international visitors, supported demand for premium products and experiences. However, growth slowed compared to prior years due to inflation and cautious spending among domestic consumers. Key trends included a focus on "less but better" purchases, with watches and jewellry remaining strong performers. Emerging preferences for subtle, minimalist styles ("quiet luxury") contrasted with past tastes for logo-heavy items, reflecting broader economic pressures. Additionally, younger luxury buyers leaned into tech-driven innovations and showed interest in sustainable and ethical practices, signalling a shift in brand engagement strategies. These developments indicate the sector's need to balance exclusivity with accessibility to maintain relevance and growth.
Luxury brands are unique because their leaders must embody the brand's DNA while driving growth and innovation. Our recruitment process is highly personalized - we invest time understanding each brand's identity, values, and market positioning. This enables us to find leaders who can authentically connect with consumers and inspire teams. Confidentiality is also crucial in this sector. We prioritize discretion throughout our process, handling sensitive matters with professionalism to maintain the trust and integrity that our clients expect.
In 2024, Poland's luxury goods market is thriving, driven by rising consumer confidence, economic stability, and growing wealth. Premium and luxury cars lead the sector, with increasing demand for electric and hybrid models. Personal luxury items such as designer apparel, watches, and jewelry are also popular, reflecting a cultural trend to display status through high-end brands. E-commerce is gaining traction for personal luxury, although in-store shopping remains significant for items like beauty products and fashion. Meanwhile, luxury real estate and experiential luxury, such as premium hospitality, are expanding due to rising incomes and a surge in domestic and international tourism.
When we work with companies, our role goes beyond filling a position; we build enduring partnerships with our clients. We remain involved as their businesses evolve, providing insight and expertise to help them navigate change. Our track record speaks for itself - we consistently place leaders who make meaningful contributions, enhancing their brands’ market presence and cultural significance. Our success is rooted in a deep understanding of the luxury sector, mirroring the emphasis on reputation and relationship-building that defines the industry.
Team Friisberg: The key lies in understanding the unique essence of each brand and aligning it with leaders who can honor its heritage while fostering innovation. It’s a delicate balance that requires industry knowledge, a trusted network, and an unwavering commitment to excellence. For luxury brands, every leadership choice is a strategic investment in their legacy and future.
Recruiting senior talent for luxury brands demands an intimate knowledge of the industry’s nuances, trends, and cultural significance.
Friisberg’s team combines first-hand experience, strategic insight, and a tailored approach to connect luxury brands with visionary leaders who drive both tradition and transformation.
Natalia Kadia is a distinguished expert in neuromanagement, certified by the NeuroLeadership Institute in New York. She is a seasoned consultant specializing in organizational development, leadership, and human resources management, and she serves as a board member at the Centre for Social Change and Behavioural Economics.
With over a decade of experience, Natalia has successfully applied behavioural change strategies to enhance performance in both business and public organizations. Her work empowers leaders to unlock their leadership potential through evidence-based Neuromanagement methodologies. In her role as a lecturer at the Lviv Business School of UCU (LVBS), mentor, and certified coach from Erickson University International (ICF), Natalia guides leaders to improve their decision-making and build emotional intelligence using cutting-edge educational tools and coaching practices.
Beyond her consulting and teaching commitments, Natalia is a frequent media expert for the national 1+1 television channel, sharing her insights on leadership and organizational behavior.
We are delighted that Natalia is joining Friisberg in our Kyiv office. Her arrival marks an exciting chapter for our team, as her extensive expertise and innovative approach will further strengthen our consulting services and provide invaluable insights to our clients.
Natalia’s experience in driving behavioural change and developing leadership excellence aligns seamlessly with Friisberg’s commitment to empowering organizations and leaders.
Zoltan Petho, Chair of Friisberg said,
“We are thrilled to welcome Natalia Kadia to Friisberg. Her proven track record in neuromanagement and leadership development makes her an outstanding addition to our Kyiv team. Natalia’s deep understanding of organizational dynamics and her innovative methodologies will undoubtedly inspire growth and success for both our clients and our consultants. We look forward to the positive impact she will bring as we continue to support leaders and organizations in achieving their full potential.”
Friisberg is confident that her contributions will elevate our capabilities and reinforce our presence in the region.
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.
