Research from the McKinsey Global Institute highlights the rise of what it calls “arenas of competition”. These are sectors that are growing faster, changing more rapidly and attracting more capital than traditional industries, which include AI, cloud computing, electrification, biotech, software and digital platforms.
Between 2005 and 2023, 12 such arenas have more than doubled their share of total global revenue, growing at around 14% per year, roughly three times the pace of non-arena industries. Looking ahead, 18 potential future arenas could generate between €27 trillion and €45 trillion in revenue by 2040, and between €1.9 trillion and €5.6 trillion in profit. These figures are converted from US dollars at approximately 0.93 EUR to USD. These numbers are not vague projections; they represent a significant portion of expected global economic growth over the next 15 years.
For boards and chief executives, the message is clear. Strategy alone is not enough. In these fast-moving markets, the leadership team can be the difference between success and failure. A single appointment can either accelerate growth, strengthen execution and enhance investor confidence, or it can slow progress and erode competitive advantage. In arenas where annual growth can be several times higher than the broader economy, the stakes are real and immediate.
In more stable sectors, it often makes sense to hire leaders from competitors, assuming that experience will transfer. That approach is far less effective in fast-growing arenas, where conditions are unlike anything in the past. A finance director who has spent a career optimising cost structures in a mature business may not be prepared for rapid expansion and high capital intensity. A chief executive experienced in steady annual growth may struggle when scaling an organisation at double-digit rates. What matters most is the ability to make decisions under uncertainty, adapt operating models quickly and lead teams through rapid transformation. Leaders who have navigated these conditions before, even in different industries, often bring the most relevant experience.
This requires a rethink of how executive search is conducted. Traditional approaches, which focus on job titles and direct competitors, can overlook candidates who are better suited to the real challenges of a market. Instead, the starting point should be an assessment of the business context, whether the market is stable or evolving, whether the organisation needs to maintain performance or scale rapidly, and what leadership qualities will succeed under those conditions. By framing searches this way, boards are better equipped to make appointments that align with strategic objectives rather than simply replicating past hires.
Cross-sector experience is particularly valuable. McKinsey’s data shows that in 2023 around 40% of the total market capitalisation in arenas came from companies that were small or non-existent in 2005. This demonstrates that value creation is rarely static and that incumbency does not guarantee success. Leaders who have scaled platform businesses, managed international expansion, navigated regulatory complexity, or integrated technology into traditional models often demonstrate skills that translate well across different arenas. For boards and investors, the key question is not just whether a candidate has industry experience, but whether they have succeeded in environments of rapid growth and change.
Appointments in high-growth arenas are not just recruitment decisions; they are strategic choices with a direct impact on performance and investor confidence. Boards must consider whether candidates can operate effectively where competitive pressures shift quickly, capital is intensive and revenue growth may be several times higher than broader market averages. In this context, executive search becomes a tool for strategic insight, helping organisations identify gaps, evaluate capability and uncover talent that can truly deliver.
At Friisberg, our role is to connect organisations with the leaders most likely to succeed in these fast-moving markets. We work to understand the competitive context, the pace of change and the ambitions of the business. We advise on the type of leadership that aligns with those realities and identify candidates whose track records demonstrate success in similar conditions. Importantly, we look beyond the obvious talent pools to ensure leaders are chosen for the challenges ahead, not just for their past roles.
Leadership choice in arenas of competition is not a minor decision. It has a lasting impact on outcomes, organisational direction and long-term success. As markets continue to evolve rapidly, the leaders organisations appoint today will determine whether they thrive tomorrow.
This week, we provide exclusive insights into the thinking of leading decision-makers from the Consumer & Luxury sectors.
Today’s guest is Florian vom Bruch, CEO of BUBEN&ZORWEG, the German luxury house renowned for its high-security safes, precision watch winders and bespoke storage and display systems for collectors worldwide.
The blend of technology, meticulous craftsmanship and design coming together to create true masterpieces is something very special. I also find the strategic and creative work on collections, limited editions and unique pieces highly inspiring, especially within the dynamic collaboration between designers, creatives, engineers, master craftsmen as well as sales and marketing experts.
Feeling the joy of clients throughout the design process, and especially once a piece is put into operation, is incredibly motivating. Knowing that we create something highly personal and lasting for our clients and often grow together in the process is a wonderful feeling.
In addition, working with our international retail partners and their clientele is deeply inspiring, as every product crafted in our manufactory tells its own unique story. Equally important is the very strong set of values within our community: trust, appreciation, teamwork and humanity - principles I personally hold in high regard.
I see four essential areas:
Manufacturers must create desirable, sustainable premium products that meet the highest standards in materials, technology and long-term value - ideally becoming an emotional companion for clients over many years.
Products must be commercially viable to produce, ensuring an attractive price‑performance ratio in global competition. A customer-focused, long-term service offering across all sales channels is also part of this.
Over the past decade, the landscape of omnichannel tools has changed dramatically. The future belongs to manufacturers that implement; a well‑orchestrated, brand‑aligned mix of global marketing and sales instruments. They should tap into the potential in major non‑European markets such as North America, Asia, the Middle East and India through tailored market strategies.
A reliable governance structure that serves the company’s needs is crucial. This includes finding the right balance between family leadership, professional management, strategic and operational committees, and where appropriate, external (financial) partners.
If German and European manufacturers succeed in managing all four clusters in an integrated, courageous way (for example through targeted use of AI) and with the maximum level of performance required in global competition, then we are, metaphorically speaking, like a perfectly tuned Formula 1 car and team = unstoppable.
A wonderful question. Fortunately, there are many things that give me energy and allow me to embrace my “high‑intensity job” as CEO of BUBEN&ZORWEG, now in my eighth year, with full passion.
Here is a small collection of my personal sources of energy: My wife and closest friends, nurturing old and new friendships, being in touch with inspiring people, Peloton, good coffee, fine food, nature and walks. I love to travel the globe to experience other cultures, including Sydney & Tokyo. I appreciate timeless architecture and furniture, my community of family business leaders, manufacturers and athletes, the photo memories displayed on my iPhone, and a beautifully crafted watch dial!
Most organisations still behave as though senior hiring works like every other kind of recruitment: A role is defined, an advert goes live, applications arrive then the strongest candidate is selected.
It is a tidy, logical model.
It is also almost entirely detached from how leadership talent actually moves.
Because the simple truth is this: your next CEO, Managing Director, or critical functional leader is very unlikely to be applying for your job. In most cases, they are not actually looking at all.
At early and mid-career levels, advertising works. There is a healthy population of active candidates exploring options, updating CVs, and responding to outreach, but at senior level, the dynamic is fundamentally different.
High-performing leaders are typically:
They are not scrolling job boards at 10pm, they are busy running businesses.
The Chartered Institute of Personnel and Development consistently reports that the majority of UK employees are “passive” rather than active jobseekers, and that this effect is significantly stronger at senior and specialist levels. In other words, the higher the responsibility and impact of the role, the smaller the pool of people actively applying.
At the same time, the Confederation of British Industry continues to cite leadership and skills shortages as one of the primary constraints on UK business growth.
Put simply, the people organisations most need are the least likely to knock on the door.
There is also a human factor that often goes unspoken - senior leaders do not move roles lightly.
By the time someone reaches executive or board level, career decisions are no longer about title progression or incremental pay. They are about:
Changing roles becomes a high-stakes decision, not a speculative one which means they rarely respond to generic outreach or public adverts.
Instead, movement happens through trusted conversations, a discreet call, a credible introduction and a thoughtful discussion about purpose and mandate, not just job description.
In many cases, the opportunity did not exist in their mind until someone they respect made it visible.
That is not recruitment marketing, this is advisory engagement.
Yet many organisations still default to the same process for leadership hiring as they use for volume recruitment: Post. Wait. Screen. Interview.
It feels efficient and fair, but structurally, and crucially, it excludes most of the actual market.
When you rely primarily on inbound applications, you are only accessing:
You are not systematically reaching the top performers delivering results elsewhere.
Over time, this creates a hidden bias because you are not choosing the best leader in the market, you are choosing the best leader who happened to apply. Those are very different pools.
Several trends are amplifying this dynamic in the UK.
First, demographic pressure: A significant proportion of senior leaders are approaching retirement age, particularly across infrastructure, industrial, utilities, and regulated sectors. The replacement pipeline is thinner than many boards expected.
Second, complexity: Leadership roles now demand broader capability than ever. Digital, regulatory scrutiny, ESG accountability, and international exposure are baseline expectations rather than differentiators.
Third, risk awareness: Boards are understandably cautious. The cost of a poor leadership hire can easily exceed one to two times annual compensation when disruption, delay, and replacement are factored in.
The result is a paradox. The roles are more important, but the talent pool is smaller. Yet many organisations still rely on methods designed for abundance rather than scarcity.
The most effective leadership hiring processes I see look very different and they start with a market view, not a job advert.
Before a role is even public, they ask:
It becomes proactive rather than reactive. Instead of waiting for candidates to self-select, the organisation deliberately goes out to meet the market, but not through mass messaging, through informed, high-trust conversations.
In practice, that often means:
By the time interviews begin, the shortlist is already composed of people who were not planning to move, but now see a compelling reason to consider it.
That is a very different starting point.
At Friisberg, this reality shapes how we work every day.
We rarely rely on who applies. We focus on who should be in the conversation.
Our work begins with understanding the market, the competitive landscape, and the leadership DNA that will genuinely move the organisation forward. From there, we engage people discreetly and thoughtfully, often leaders who had not considered a change until a credible opportunity was presented.
It is less about filling roles and more about unlocking access because at senior level, access is the advantage.
The organisations that recognise this tend to make better hires, faster, and with greater confidence. Not because they run a louder process, but because they reach parts of the market others simply never see.
So perhaps the better question for boards is not:
How many applications did we receive?
Instead it should be:
Did we actually speak to the best leaders available, or only the ones who happened to apply?
The answer to that question usually tells you everything.
Leadership decisions in Central and Eastern Europe are often portrayed as rational, measured and strategic. In reality, they are more frequently shaped by urgency, opacity and inherited assumptions. The region’s leadership markets are small, relationship-driven and rarely transparent, yet the stakes of getting leadership wrong have never been higher.
In this article, Group CFO and Bulgarian Managing Partner Nevena Nikolova explores why so many leadership decisions in CEE continue to be made with partial visibility and how the absence of real market intelligence quietly undermines succession, transformation and long-term value creation. Drawing on extensive regional market mapping, she explains why leadership optionality is shrinking, why familiar names keep resurfacing, and why organisations that fail to understand the true leadership landscape are making critical decisions in the dark.
Across CEE, an estimated 60 - 70% of senior leadership appointments are triggered by unplanned events rather than long term planning. Yet almost half of these appointments underperform or fail within 18 to 24 months. In most cases, this is not due to lack of capability, but because decisions are made with incomplete market insight.
Too often, the answer is shaped by assumptions rather than evidence. Familiar names resurface. Old networks are activated. Market opinion replaces market intelligence. In a region as interconnected and opaque as the Balkans, this is a fragile way to make decisions with long term consequences.
Leadership markets in CEE are thin and relationship driven. In many countries, the realistic pool of board ready CEOs or CFOs numbers fewer than 30 to 40 individuals. Market mapping repeatedly shows that the same 10 to 15 profiles circulate across multiple shortlists, reinforcing familiarity while quietly reducing optionality.
The most effective leaders are rarely visible and almost never actively looking. They move quietly, through trust and timing rather than open processes. Without a structured and current view of the market, boards are forced to operate with partial information.
This is where leadership market mapping becomes a strategic discipline rather than a support function. Properly done, it is not about preparing to hire. It is about understanding how leadership power, influence and mobility actually function across a region.
In CEE, public data tells only part of the story. Job titles often overstate or understate real authority. Informal influence frequently outweighs formal structure. In our regional mapping work, over one third of high impact leaders do not sit in formally top tier roles. Their credibility comes from regulatory knowledge, investor trust or operational control, making them effectively invisible to traditional search approaches.
The consequences of not having this view are subtle but significant. Boards conclude there is no talent when in reality, talent is misunderstood or mislabelled. Internal successors are dismissed without proper external comparison. In fact, more than 50% of internal leadership candidates in CEE are assessed without being benchmarked against the external market, leading to avoidable exits of high potential leaders.
Cross sector moves that could unlock growth are never considered because they sit outside familiar patterns. Unlike larger Western markets, the Balkans do not offer endless optionality. Leadership pools are narrow and overlapping. Without market intelligence, organisations recycle the same profiles while overlooking emerging leaders who operate below the surface.
The real value of leadership market mapping is optionality. It allows organisations to make decisions from a position of knowledge rather than urgency. Organisations with an active and current leadership market map reduce decision time by 30 to 40% when a leadership event occurs. More importantly, they make better decisions across hiring, retention and internal development, because they understand the full leadership landscape before pressure sets in.
Many boards spend months debating leadership questions without ever seeing the complete leadership market. This is equivalent to setting strategy without understanding the competitive environment.
In volatile regions like CEE, leadership insight cannot be static. Markets move. Alliances shift. Credibility travels faster than formal announcements. Organisations that track leadership dynamics over time consistently make better leadership decisions.
The question is no longer whether leadership decisions matter. The question is whether they are being made with insight or with assumptions.
Because in leadership, the cost of being wrong rarely shows up immediately. Over a 3–5 year horizon, a misjudged leadership appointment typically represents multiple points of EBITDA, delayed transformation and irreversible talent loss. By the time the impact becomes visible, the market has already moved on.
We are delighted to feature Managing Consultant Olli Kilpi from our Helsinki office in this edition of Friisberg’s Employee Spotlight series. Olli joined the Friisberg family in August 2025, bringing with him more than 25 years of leadership experience across FMCG, the restaurant business, and retail. With an extensive international background including 15 years living outside Finland, Olli has worked with global brands and played a key role in the internationalization of two Finnish companies.
Prior to joining Friisberg, he served as CEO of a fast-growing Finnish retail company operating in Finland and Germany, and spent 13 years with McDonald’s, most recently as Managing Director for Norway then Sweden. At Friisberg, Olli focuses on senior-level executive searches across organizational functions, with his particular expertise in B2C industries.
I’m a newly appointed Managing Consultant for Friisberg Helsinki, in this role I’m in charge of the strategy and quality of our executive search team - I’m lucky to have a strong team who I am proud to represent.
I really enjoy meeting lots of different talented people and enjoy discussing the challenges and opportunities that companies face. I also enjoy understanding the values and cultures of different companies.
It’s rewarding to talk with talented executives to build an image of what motivates them, what kind of leadership styles and team roles they bring to the table and to identify their particular strengths that can help the companies grow.
One key trend is the tremendous volatility in different markets. This requires new skills from executives: resilience, clarity, ability to lead change, empathy. In particular - in the age of AI, leadership requires boldness to evaluate the impact of modernizing the business model on all levels. This creates uncertainty and even fear in organizations. Visibility and empathy of leadership is needed, as well as clarity of communicating the direction. In many cases, a manager with a ready and fixed agenda is not the ideal candidate. Instead, adaptability and agility are characteristics of a leader that can navigate the best in the era of uncertainty.
I’d like to start by saying, that there’s not really a single winning quality for all purposes. Instead, we must understand the client. What’re the values and culture that exist in the company, and do they want to change the culture to a certain direction? What phase is the company in? Are they looking for a turnaround leader or perhaps someone with a track record of building sustainable growth? What does the team look like, are there particular personality types that are missing in the team that would make the decision making more dynamic and the discussion richer?
Having said that, nothing beats attitude. It is hard to teach a winning spirit and willingness to challenge yourself, constantly learn new things and aim for a higher performance. I always love to see behaviour, which demonstrates a strong winning spirit!
In the end, it is always about the people. You can’t win without the right team around you. No matter how good your product or service is, it is not sustainable without the right people. Invest in them, believe in them and grow with them.
McDonald’s taught me so much that I can use in my current role. The McDonald’s leadership is a beautiful combination of long careers, people that have grown within the company, and new hires, people that bring new ideas and challenge the existing. We used to say that we are in ‘the people business’, the co-operation between the franchisees (and their staff), the corporate employees and the suppliers was the key to success. During my 13 years in the company, I learned a lot about building winning teams, evaluating and hiring talent and developing teamwork. McDonald’s really invests a lot in people. The company also invested in me, and I was privileged to participate in world-class leadership development programs.
The experience that I am most proud of was how we, under my tenure as a Managing Director, together with our franchisees, turned the business around in Norway and created and executed a new strategy that led to a sustainable profitable growth. It would not have been possible without the right people, in all areas of the business, that understood the vision, believed in the strategy and executed with excellence. This required also recruiting new talent. We brought in executives that had the skills and seniority required to lead the change and elevate our standards, but they were also a nice cultural fit. That experience confirmed my belief that winning in the end is all about having the right people around you.
I have a Masters degree from the School of Economics in Helsinki, major in Marketing and minor in Finance. I have also conducted exchange studies at the HEC in Montreal and La Sorbonne in Paris. This has given me a solid base as I grew within the ranks in sales and marketing, 15 years after my graduation I took my first role as a Managing Director of a market. Finally, prior to starting a new career as an executive search consultant, I was Group CEO of a fast growing and internationally operating Finnish company, backed up by Private Equity.
In my opinion, academic learning has of course given me a good theoretical thinking of how to approach different situations. I still regularly quote Philip Kotler. And as I discuss with my son, who is a second-year student at the School of Economics, majoring in Finance and Investment, I notice that I still remember the courses in Economics as well as Finance and these courses have helped me both in my work as a Managing Director, and to a certain extent also in managing my personal finances!
But I mostly value the learning that came throughout my studies. The longer-term learning of how to acquire information, how to process it, analyse it and develop opinions. And how to debate and defend the different perspectives from the data, all to form better conclusions and more mature decisions. This way of being critical to available information, ability to ask questions and process to form opinions was something that I continued to develop seamlessly after graduation at my first employer Procter&Gamble. P&G was an excellent continuation to real life after an academic learning.
On 27th January 2026, the “Mother of all trade deals” was signed between the European Union and India after nearly 20 years of negotiations. Covering a combined market of around two billion people and roughly a quarter of global GDP, it is one of the most significant trade deals of the past decade.
For C-suite leaders, this is not just a geopolitical milestone. It has direct implications for growth strategy, opportunities for talent deployment supply chains, investment decisions and leadership priorities over the coming years. Dorota Cagiel from our New Delhi office explores the significance of this trade deal in the article below.
Executives are currently navigating an era of geopolitical tension and tariff unpredictability; the EU-India pact provides a significant counterweight to existing trade dependencies. This diversification can reduce geopolitical risk exposure and open alternative channels for growth.
At its core, the agreement significantly lowers barriers to trade on both sides. Most EU exports to India will see tariffs sharply reduced or eliminated over time, while the EU will also cut duties on the majority of Indian exports, supporting two-way trade in manufacturing, pharmaceuticals, textiles, consumer goods, and more.
Another area of positive development in the EU - India FTA is that it contains provisions regarding the relevant UN and ILO conventions advancing women’s economic empowerment and gender equality, including promoting cooperation in international force to advance these objectives.
For the C-suite leader, global operations must be reassessed and India’s role in European-led value chains must be re-evaluated. Leaders must consider integrating tariff reductions into pricing and commercial strategies, strengthen regulatory and compliance capabilities, and invest in local partnerships to accelerate market entry and execution.
Looking ahead, timing and governance remain important. Implementation will be phased and still requires approvals, with some sensitive sectors still protected and global trade tensions continuing to influence competitiveness. Even so, the deal represents a structural shift in EU–India economic relations, and early movers will be best positioned to translate policy change into lasting advantage.
For senior leaders operating across borders, Spain represents both opportunity and complexity. Spain is one of the EU’s largest economies and a critical gateway between Europe, Latin America, and North Africa. At Friisberg, our Madrid team, including consultants Gadea and Emiliano, work closely with boards and C-suite leaders to help them navigate the cultural and leadership realities that shape performance in the Spanish market. In this article Gadea and Emiliano share their insights on Spanish business culture.
From a C-suite perspective, Spain’s economy is anchored in three dominant sectors that define leadership demand, talent strategy, and organisational design. The services and tourism sector remains the largest economic driver, contributing over twelve per cent of GDP and employing millions across hospitality, transport, retail, and leisure. Executives in this sector face operational challenges in scaling seasonal workforces while maintaining service culture.
Manufacturing and automotive represent another strategic pillar. Spain is the second-largest car manufacturer in Europe, with a strong industrial base spanning automotive, chemicals, food processing, and advanced manufacturing. Leadership in this sector requires operational excellence and change capability, especially as organisations transition towards automation, electrification, and sustainability.
Energy and renewables form the third critical sector. Spain is a European leader in solar and wind, and the energy transition places pressure on boards and executive teams to ensure alignment to this. Across all three sectors, leadership quality and cultural alignment are decisive competitive factors.
Spain’s labour market is highly active but structurally different from many other EU economies. Employment has reached record levels of over 22 million people in work, and hiring demand remains strong, with job postings growing faster than in most major European markets.
At the same time, Spain’s unemployment rate of around ten to eleven per cent remains almost double the EU average of approximately six per cent. Countries such as Germany, the Netherlands, Poland, and Czechia operate at rates between two and four per cent. For the C-suite, this is not a contradiction but a strategic signal. Spain’s challenge is not a lack of demand but structural alignment. Regional differences, skills mismatches, and labour segmentation mean that talent strategy, leadership capability, and development pipelines require deliberate design.
In practice, growth strategies fail when talent strategy is treated as an operational issue rather than a leadership priority.
Spanish executives and leadership teams operate in a context where trust, credibility, and presence matter deeply. Decision-making structures tend to respect hierarchy, but performance improves when leaders remain accessible and visible. Authority is expected, but it must be balanced with relational leadership. C-suite leaders who rely solely on positional power often struggle to mobilise commitment, particularly when leading international teams or integrating Spanish operations into broader regional structures.
Effective leadership in Spain involves setting clear strategic direction, demonstrating consistent behaviour, investing time in relationships, and respecting local decision rhythms.
A defining feature of the Spanish talent market is the gap between capability and perceived opportunity. Senior leaders frequently encounter high-calibre professionals who are confident in their skills but sceptical about internal progression.
For boards and CHROs, this has direct implications for succession planning, leadership continuity, retention of high potentials, and executive bench strength. Organisations that do not articulate credible leadership pathways often lose talent externally, increasing risk and cost at senior levels. Succession planning in Spain must be visible, intentional, and linked to leadership development rather than treated as a confidential exercise disconnected from culture.
Spain has made significant progress in digital capability, particularly in energy, manufacturing, and services. However, transformation programmes frequently stall when cultural readiness and leadership alignment are underestimated.
Executives leading change initiatives must ensure leadership teams are aligned before execution begins, communication is consistent and human, and middle management is actively engaged as change carriers. Technology investment without leadership alignment remains one of the most common failure points observed by Friisberg consultants working with Spanish organisations. Our consultants noticed this misalignment during the pandemic with the increase in remote leadership and are seeing it again with AIs redefinition of how to work.
For CEOs and boards, Spain is a market where execution depends on leadership quality more than structural design alone. C-suite teams that succeed treat culture as a strategic asset rather than a soft variable. They invest in leadership credibility and trust-building, align talent strategy with long-term business objectives, approach succession and retention proactively, and adapt leadership style without diluting accountability.
Spain rewards leaders who understand that culture shapes outcomes. At Friisberg, we support boards and C-suite leaders in aligning strategy, leadership, and talent to the realities of the Spanish market.
Our Madrid office, led by consultants Gadea and Emiliano, partners with executive teams to strengthen leadership impact where it matters most.
To explore how cultural intelligence can strengthen your leadership agenda in Spain, visit:
👉 https://friisberg.com/offices/madrid/
Across politics, business, and public life, there is a growing pattern of leaders choosing what is expedient over what is responsible. The consequences are increasingly visible: erosion of trust, polarisation, reputational damage, and weakened institutional credibility.
This is not a problem confined to any one country. It is a global leadership challenge, and UK boards and executives are not immune.
At its core, the issue is simple: in moments of pressure, leaders face a choice between short-term advantage and long-term integrity. The easy option often promises speed, certainty, and applause, whereas the harder option demands restraint, accountability, and moral clarity.
Only one of these builds durable authority.
The defining test of leadership is not performance in stable conditions, it is conduct under strain. When scrutiny intensifies, uncertainty rises, or reputational risk looms, true leadership reveals itself in how decisions are made, not just what decisions are reached.
Weaker leadership tends to amplify risk. It trades credibility for control, inflames rather than steadies, and optimises for short-term optics at the expense of long-term trust.
UK organisations are operating in a climate of heightened transparency, regulatory oversight, workforce activism, and public scrutiny. Expectations on pay fairness, governance standards, ESG credibility, and ethical conduct are rising.
Leadership is no longer assessed solely on commercial outcomes. Stakeholders now evaluate how results are achieved, how people are treated, and whether leaders demonstrate sound judgement when decisions are difficult or unpopular.
This creates a strategic imperative. Organisations led by individuals who default to speed, dominance, or deflection carry hidden risk. Those led by individuals who demonstrate integrity, composure, and principled decision-making build resilience, legitimacy, and long-term value.
Boards play a decisive role in setting leadership standards, yet many still over-weight experience, reputation, or track record without fully testing how leaders behave under ethical, reputational, or cultural pressure.
The next generation of leadership assessment must go further:
This is not about idealism. It is about risk management, organisational health, and sustainable performance.
We work with boards and senior leaders on executive search, leadership assessment, succession planning, and governance. Our focus is not only on capability and experience, but on character, judgement, and long-term leadership impact.
Friisberg in the UK helps organisations identify leaders who:
In an increasingly volatile environment, leadership quality has become one of the most material drivers of organisational success.
This is the moment to reset leadership expectations.
Ask whether your organisation rewards decisiveness over discernment, performance over principles, or speed over sound judgement. Examine whether your leadership culture is designed to build trust or simply maintain control.
Austria’s workforce values stability and structure. 79% of employees are on permanent contracts, and the average tenure in the same organisation is approximately 10 years, reflecting a strong preference for long-term employment relationships. Organisational culture and leadership authenticity are also important: studies suggest that over 50% of employees perceive alignment between their organisation’s stated values and actual leadership behaviour.
Diversity, equity and inclusion (DEI) is gaining attention, with around 60% of Austrian companies having formal DEI policies, while wellbeing initiatives are well established, with over 65% of organisations implementing formal policies to support employee health, engagement and work-life balance. Younger professionals increasingly expect inclusive leadership and flexible working arrangements, which can challenge traditional hierarchical norms.
Friisberg’s on-the-ground expertise ensures international companies understand these cultural nuances, align leadership behaviour with local expectations, and integrate effectively into the Austrian business landscape.
Austrian organisations tend to have structured hierarchies, with clear lines of responsibility. While input from teams is welcomed, major decisions are typically taken at senior levels. Formality and professionalism are valued, particularly in communication and negotiation.
With 79% of employees on permanent contracts and an average tenure of 10 years, Austria’s workforce values job security and long-term planning. Companies are expected to provide predictable career paths, clear responsibilities, and professional development opportunities.
Authenticity and alignment between leadership and organisational values are crucial. Employees are more engaged when leadership behaviour reflects the company’s stated principles, and Austrian firms are increasingly investing in employee development to ensure cultural fit and performance alignment.
DEI is an emerging priority: approximately 60% of Austrian companies have formal DEI policies, focusing on gender balance, inclusive leadership, and equitable recruitment practices. Younger professionals, especially those under 35, place a high value on inclusivity and fairness in organisational culture.
Over 65% of Austrian organisations have formal wellbeing policies, covering health, work-life balance, and employee engagement. However, implementation can vary across industries, highlighting the need for clear communication and management follow-through. Austrian organisations are also increasingly offering innovative benefits such as flexible working, mental health support, and wellness programmes.
Younger employees are driving change in Austrian workplaces. A growing proportion of professionals prioritise inclusive leadership, flexible work arrangements, and meaningful professional development. Companies that adapt to these expectations are more likely to retain talent and sustain engagement.
Austria combines traditional hierarchical structures with evolving modern expectations. Friisberg helps leaders adapt their communication, decision-making, and engagement approaches to local norms.
High levels of workforce stability and long tenure mean that employee engagement, career development, and trust-building are central to success. Friisberg helps international companies design strategies that reflect these priorities.
With authenticity and alignment between leadership and organisational culture increasingly important, Friisberg provides guidance on aligning values, behaviours, and policies to ensure cohesive teams.
Business in Austria is relationship-driven. Friisberg’s local presence allows companies to establish the trust, credibility, and networks necessary for sustainable success.
Austria offers a stable and attractive environment for international business, but cultural understanding is key. Success depends on recognising hierarchical norms, promoting authentic leadership, and implementing inclusive, employee-focused policies. Friisberg’s local expertise ensures organisations navigate Austrian culture effectively and maximise their long-term potential.
Our Austrian office, located in Vienna, is led by Partner Sabine Pirkner. Sabine brings nearly 20 years of experience in international board, C‑level and leadership‑team assessment and development. Under her leadership, the Vienna team delivers tailored executive‑search, leadership consulting and organisational‑culture advisory services combining local Austrian insight with the global reach and standards of Friisberg.
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.
Executive search is one of the first areas where AI has started to deliver tangible value but his is not surprising. Large data sets, extensive market mapping, and significant time pressure make parts of the search process well suited to intelligent automation.
However, this is also where I observe some of the greatest misunderstandings.
There is a growing assumption that increasing speed and efficiency through AI will automatically improve the candidate experience. At senior levels, this is rarely true.
Executives do not remember a search process because it was fast. They remember it because it was thoughtful, discreet, and respectful.
When applied with care, AI can meaningfully support:
Used well, these capabilities can enhance rigour, consistency, and scalability without compromising quality.
AI is not suited to:
One of the most common mistakes organisations make is automating precisely these areas.
Generic outreach, automated rejection messages, or a lack of meaningful follow-up do not create efficiency. They erode confidence and damage reputation.
In executive search, candidate experience is inseparable from organisational reputation. Senior leaders do not disappear when a process concludes, they remain visible in the market: they talk and they remember.
Search today is therefore not only about identifying the right leader, it is a reflection of the organisation’s judgement, values, and professionalism.
The strongest practices I see are those where:
The real question is not where AI can be used, but where human judgement must remain central. Because at its core, executive search is not data processing - it is judgement, trust, and relationships. If you experienced your own executive search process as a candidate, how would it reflect on the organisation behind it?
A toborzás kétségkívül az egyik első terület, ahol az AI valódi segítséget tud nyújtani már régóta és egyre inkább.
Sok adat, sok ismétlés, nagy volumen, folyamatos időnyomás – logikus, hogy itt jelenik meg először az automatizáció.
Tapasztalataim alapján, mégis, itt látom a legtöbb félreértést.
Sokan abból indulnak ki, hogy ha egy kiválasztási folyamat gyorsabb és hatékonyabb lesz, akkor automatikusan jobb élményt is nyújt a jelölteknek. A valóság azonban ennél árnyaltabb.
A jelöltek ritkán azért emlékeznek pozitívan egy kiválasztásra, mert az gyors volt.
Sokkal inkább azért, mert emberséges, tiszta és tiszteletteljes volt.
Az AI valódi értéket tud teremteni, ha jól használjuk. Segíthet:
Ezek mind fontosak. És mind hozzájárulhatnak ahhoz, hogy a toborzás professzionálisabb, következetesebb és skálázhatóbb legyen.
Az AI nem alkalmas arra, hogy:
Mégis, sok szervezet itt követi el a legnagyobb hibát: automatizálja azt is, amit nem kellene.
Gondolok itt az automatikus elutasító üzenetekre, a sablonos, személytelen válaszokra.
Teljes csend azok felé, akik időt és energiát fektettek a jelentkezésbe.
Ezek nem hatékonyságot hoznak, hanem rombolják az employer brandet. A cégedét.
A jelöltélmény ma már reputációs kérdés, és az újabb generációk megjelenésével a munkaerőpiacon, még inkább az lesz.
A jelöltek nem „eltűnnek”, ha nemet mondunk nekik. Megmaradnak a piacon. Beszélnek róla. Megosztják az élményeiket. Emlékeznek. Így egy kiválasztási folyamat ma már nemcsak döntés egy pozícióról vagy jelöltről, hanem névjegy a szervezetről. A vállalatod névjegye.
A legjobb gyakorlatokat ott látom, ahol:
Mert ne feledjük el: a toborzás végső soron nem adatfeldolgozás, hanem kapcsolódás.
Az AI segíthet abban, hogy gyorsabbak és pontosabbak legyünk, de az élményt továbbra is az dönti el, hogyan bánunk az emberekkel a döntések mögött.
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