Expanding into Bulgaria requires more than understanding the market, it demands insight into organisational culture and people dynamics. In Bulgaria, 55% of leaders and 52% of organisational culture are perceived as authentic and aligned with stated values, highlighting the importance of cultural credibility in business success.
Bulgarian companies are actively developing employees whose behaviour reflects organisational culture, demonstrating a strong focus on aligning leadership and workforce practices. At the same time, 55% of businesses have a DEI policy (compared with 91% in the UK and 72% in Romania), and over 65% have formalised wellbeing policies, showing growing recognition of inclusion and employee support.
Workforce stability remains strong: 81% of employees are on permanent contracts, and average tenure is 9.2 years. Younger professionals are driving cultural change, with 69% of 18-29 year olds supporting more women in senior roles.
Bulgaria blends tradition with evolving cultural expectations. Understanding these dynamics is crucial for international businesses, and Friisberg’s local expertise ensures organisations can navigate them effectively.
Bulgarian companies often retain clear hierarchical structures with respect for senior positions. Input from teams is valued, but final decisions tend to sit with senior leaders. This aligns with assessments of traditional corporate culture in the country.
A national working conditions survey found that 81% of Bulgarian employees are on permanent contracts, and the average tenure in the same organisation is around 9.2 years.
This reflects expectations of stability and long-term employment relationships, which can differ from markets where job mobility is higher.
A 2025 study reported that only 51% of respondents in Bulgaria believe their organisational culture fully supports their business goals.
Between 54% and 72% of companies say they are actively trying to improve organisational culture.
In Germany and Bulgaria, expectations for correspondence between leadership behaviour and real culture, and between culture and stated values, are high. The study found that 55% of leaders and 52% of organisational culture were perceived as authentic and aligned with stated values.
By contrast, only 9% of respondents in Germany believe their organisation hires employees whose behaviour fully aligns with the culture, and only 8% feel that the development of such people is fully encouraged. In Bulgaria, however, the largest number of respondents give their organisation the highest rating for developing employees whose behaviour aligns with organisational culture.
This highlights that in Bulgaria, cultural alignment and employee development are perceived as more actively supported than in some other European markets, making local insight especially valuable for international companies.
In a study of 708 employees, around 20% reported frequent workplace conflict.
In broader surveys, 29.3% of employees said they were completely satisfied with working conditions, while 43.5% were fairly satisfied.
Wellbeing policies are widely formalised in the region: the UK, Romania, and Bulgaria all have over 65% of organisations with formalised wellbeing policies. However, implementation can be inconsistent, particularly in the United Kingdom. Germany lags behind both in terms of the existence of policies and the consistency between behaviour and organisational intentions.
In Bulgaria and Romania, organisations are often more innovative in their approach, offering additional benefits and flexible practices to support employees. This confirms that Bulgarian businesses are increasingly recognising the value of wellbeing and employee support initiatives.
Social attitudes are also evolving. A national survey found that 61% of Bulgarians believe there should be more women in senior business roles, rising to 69% among people aged 18 to 29.
Diversity, equity and inclusion (DEI) policies are less widespread in Bulgaria compared with some other countries: 55% of businesses in Bulgaria have a DEI policy, compared with 91% in the UK and 72% in Romania. This suggests that while inclusion is gaining attention, there is still significant room for growth and international companies can play a role in strengthening DEI initiatives.
This indicates that younger professionals increasingly welcome modern leadership styles, inclusive workplace cultures, and structured DEI and wellbeing approaches.
Bulgarian workplaces blend traditional hierarchy with modern expectations. Friisberg helps leaders understand when formality is expected, when informal communication is appropriate and how to adapt leadership styles to fit local norms.
With high rates of permanent employment and long tenure, employee loyalty and stability matter. Friisberg helps international companies structure roles, communication and engagement strategies that align with these expectations.
Since only around half of companies feel their culture supports strategy, Friisberg provides practical guidance on aligning values, behaviours and leadership expectations to create cohesive teams.
The insights that 55% of leaders and 52% of organisational culture are aligned, and that Bulgaria scores highest in developing employees whose behaviour aligns with the culture, underline why leadership behaviour, cultural authenticity, DEI, wellbeing, and employee development are critical in Bulgaria.
Face to face communication and trust building remain important in Bulgaria. Friisberg’s on the ground presence ensures that new entrants develop the relationships needed to operate effectively.
Bulgaria offers strong opportunities, but business success depends on understanding how people work, communicate and build trust. With Friisberg’s local expertise, organisations gain more than market insight, they gain a partner who understands the cultural context that determines long term success.
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.
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.
The holiday season is a time when cultures shine brightest, revealing the rituals, flavours, and customs that bring people together. At Friisberg, we are proud to have 32 offices across 22 countries. Each deeply rooted in local traditions and rich cultural heritage. This global presence gives us more than just geographic reach; it gives us local insight that brings meaningful value to our clients.
This year, we’re excited to launch the Friisberg Holiday Series, where we ask our colleagues around the world to share the traditions that make the season special in their countries. From festive foods and family rituals to symbols of hope, generosity, and togetherness, these stories offer a window into the diverse ways people celebrate this magical time of year. Hanna Kuntsi from our Finnish team even describes Santa as "The CEO of all our dreams!".
Just as Poland’s Christmas Eve traditions highlight hospitality, unity, and inclusion - setting an extra place for a stranger, sharing the opłatek wafer, and gathering around a table prepared with care - each of our offices brings unique customs that reflect the values at the heart of Friisberg: connection, empathy, and community.
Join us as we travel from country to country, discovering how our global teams celebrate the season and how these traditions inspire the way we work, lead, and collaborate.
We are starting the series with Nevena Nikolova Friisberg Partner and Group CFO who is based in Sofia, Bulgaria.
Across Bulgaria, winter has long been a season shaped not only by cold and darkness but also by traditions that bring warmth, protection and connection. Some of these customs remain central to holiday celebrations, while others are kept alive mainly in smaller communities or remembered fondly as part of Bulgaria’s cultural heritage. Together, they reveal a deep understanding of how people stay energised during the darkest months: through meaning, togetherness and shared light.
Budni Vecher, the Christmas Eve ritual supper, is one of the season’s most symbolic gatherings. Families prepare a vegetarian meal with an odd number of dishes, each carrying its own meaning. Walnuts are placed on the table for fortune-telling, incense is burned to cleanse the home and the ceremonial badnik log is kept alight through the night to bring warmth and blessings. It is a quiet, reflective moment rooted in hope.
The Koledari, Bulgaria’s Christmas carollers, once travelled from house to house before sunrise on Christmas Day. Groups of young men sang ritual songs that promised health, prosperity and protection from misfortune. Although less common today, the tradition remains one of Bulgaria’s most powerful winter customs and symbolises the triumph of light and community over darkness.
Survakane, the joyful New Year’s blessing, remains widely practised. On New Year’s morning, children gently tap adults on the back with decorated cornel-branch sticks, called survachki, while reciting blessings for abundance and good health. Homes are filled with laughter and optimism, and the exchange becomes a cheerful transfer of positive energy from one generation to the next.
Baba Marta, the celebration of 1 March, marks the symbolic end of winter’s heavy months. Although not a mid-winter tradition, the giving of red-and-white martenitsi (small piece of adornment made of red and white yarn) is closely tied to the psychological shift out of darkness. These simple threads carry enormous emotional significance, acting as wearable reminders that brighter days are returning.
Kukeri rituals, elaborately costumed Bulgarian men, who perform traditional rituals intended to scare away evil spirits., held from mid-winter into early spring, bring colour, movement and noise to villages across the country. Elaborate masks, heavy bells and energetic dancing are used to scare away evil spirits and awaken new life. While often celebrated in festival form in cities, the villages that preserve the tradition experience it as an intense, communal release of energy.
Light and fire play a central role in restoring hope during the darkest weeks of the year. Whether from the burning badnik log or the flaming torches of the Kukeri dancers, fire symbolises purification, safety and the shared ability of a community to “bring back the light”.
Communal movement and visiting also reinforce the feeling of belonging. The songs of the Koledari and the lively steps of Kukeri dancers rely on participation and presence. These customs spread positive energy through physical closeness and collective action.
Food plays an important symbolic role too. The dishes prepared for Christmas Eve, such as grains, beans, nuts, honey and the traditional pita with a hidden coin, represent nourishment, continuity, health and luck. These foods offer reassurance at a time of year traditionally marked by scarcity.
The dramatic masks, loud bells and vigorous movements of the Kukeri are designed to drive away negativity and awaken life forces. The result is a powerful emotional release that lifts communities during the heaviest part of winter.
Finally, martenitsi provide a simple but powerful reminder of resilience and renewal. The red-and-white threads symbolise the return of warmth and the gradual reawakening of nature, offering hope even before spring fully arrives.
Bulgarian winter customs show that resilience grows through meaning rather than endurance alone. Leaders can draw on this insight by creating shared rituals, such as regular reflections or symbolic moments of recognition, to support their teams through demanding periods.
Community is another essential source of strength. Just as the Koledari and Kukeri thrive through participation, teams flourish when there is a sense of belonging. Encouraging shared experiences helps people feel supported and energised.
Small symbolic gestures can also have significant emotional impact. The hidden coin in the Christmas bread or the exchange of martenitsi demonstrates how simple actions can create moments of joy. Leaders can provide similar experiences by celebrating small milestones, offering personal encouragement or establishing weekly team rituals.
Finally, these traditions show the importance of leadership that brings light to challenging circumstances. People need clear markers of hope, progress and possibility. Leaders who highlight the positives and illuminate the path ahead help their teams remain motivated even when the environment feels difficult.
Find out more about our Bulgarian team here: Sofia Office - Friisberg & Partners International
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.
ithuania’s business culture continues to evolve at high speed, shaped by three decades of transformation, global integration, and the rise of new growth sectors. Through our work across Friisberg’s Lithuanian office, and in comparison, with other markets, we observe a culture that blends ambition, adaptability, and a growing international mindset.
While generational differences remain visible, the overall direction is clear: Lithuania is moving from hierarchical to collaborative, from cautious to opportunity driven, and from local to global in both expectations and capability.
Leaders in Lithuania share a strong sense of responsibility, discipline, and performance orientation. Younger leaders, many educated or trained internationally, tend to favour agile, participative, and innovation-driven approaches. In contrast, older or more traditional sectors retain elements of hierarchy, predictability, and controlled risk-taking.
The startup ecosystem, now complemented by thriving sectors beyond fintech and shared services (including deep tech, cybersecurity, manufacturing modernisation, and life sciences), is accelerating a widespread shift towards speed, experimentation, and global ambition. Today’s emerging leaders are fast, motivated, highly educated, and ready to take bold steps to scale businesses internationally.
Communication in Lithuania is typically direct, efficient, and task-focused. Small talk plays a role but remains secondary to purpose and written communication is valued for clarity and accountability.
Silence appears in interactions, reflecting a slightly Northern reserve and comfort with pauses, but it is not strong enough to be regarded as a defining cultural trait. Increasingly, we observe more open dialogue, constructive challenge, and cross-functional collaboration, especially in modern or internationally oriented environments.
Despite this openness, the results orientation remains pronounced: many professionals hold themselves and others to high standards, sometimes leaning more towards challenge than support.
In Lithuanian companies, decision-making is pragmatic, analytical, and notably fast. Teams prepare responsibly, gathering data and assessing feasibility, but it is the speed and decisiveness after alignment that truly stand out. Once direction is clear, execution moves quickly and iteratively.
This combination of responsible preparation followed by rapid action creates a strong 'doer' culture. People take initiative, focus on outcomes, and push for high-quality delivery.
Generational contrasts persist, with traditional environments valuing predictability and formality, but across sectors we observe a consistent ambition and readiness to take on greater responsibility.
Ambition in Lithuania is confident and outward looking. The talent pool is digitally fluent, internationally exposed, and eager to outperform expectations. A growing number of businesses, from tech scale-ups to modernised industrial companies, are targeting global markets and competing successfully.
Lithuanians usually separate professional and personal spheres more clearly than many Southern or Eastern European cultures. Professional relationships start formally and remain task-oriented and once trust develops, relationships become warm, loyal, and long term.
From Friisberg’s vantage point, Lithuania exemplifies a culture in transition:
This blend of cultural layers can create friction, but it also fosters resilience, flexibility, and sustained growth. In a small and highly adaptable country, businesses and leaders evolve quickly.
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.
"I recently wrote an article reflecting on how the world of work is changing, shaped increasingly by AI and how, despite these shifts, job searches remain deeply personal and emotionally charged experiences. Candidates today are navigating uncertainty, rethinking their careers, and asking how they can position themselves effectively in this evolving market.
At Friisberg, we recognise that behind every search is a person making an important life decision. Supporting individuals thoughtfully, with empathy and clarity, remains at the heart of our work. We are committed to ensuring that every candidate feels guided, respected, and supported, no matter the challenges they face.
With the holiday season approaching, it is also a valuable moment for all of us - clients, candidates, and partners alike - to reconnect, reflect on the year, and look ahead to new opportunities. We look forward to strengthening relationships, sharing insights, and continuing to support organisations and individuals as they navigate an evolving world of work. As we enter the festive season, we remain committed to combining expertise, adaptability, and a distinctly human touch to deliver exceptional experiences for everyone we work with."
Introduction from our Chair Zoltán Pethõ
COP30 Brazil reinforced a simple truth: the energy transition is advancing faster than many expected, and leadership will determine who keeps pace. Few countries illustrate this momentum better than Spain. On 16 April 2025, the country powered its entire mainland grid with 100 percent renewable energy, a milestone that signals how quickly the landscape is shifting and why Spain has become a reference point for the rest of Europe.
Given this backdrop, we spoke with Gadea Zumarraga and Emiliano Sacristan Navarro from our Friisberg Spain office, who are at the forefront of appointing senior leaders across the Iberian energy sector. Their perspective, together with insights from The McKinsey & Company Global Energy Perspective 2025 and the International Energy Agency (IEA) World Energy Outlook 2025, sheds light on the evolving demands placed on today’s energy executives.
Spain’s transition is a study in contrasts. Renewables now dominate the electricity mix, yet the system still relies on conventional generation to manage demand peaks and grid stability. According to Emiliano and Gadea, this dual reality requires leaders who can think in multiple time horizons, balancing rapid innovation with continuity and resilience.
Hydrogen is another area where Spain is taking a leading role. With hundreds of projects and billions in committed investment, the country is positioning itself as a future hydrogen powerhouse. This creates a growing need for executives capable of managing long-term, capital-intensive programmes and navigating complex public–private ecosystems.
At the same time, electrification is accelerating at record speed. Data centre growth, AI-related energy demand, and the digitalisation of infrastructure are reshaping what effective leadership looks like. The ability to understand both energy systems and digital technologies is becoming essential.
Across Friisberg, and particularly in Spain, organisations are increasingly seeking leaders who combine strategic transition capability with commercial discipline and operational agility. Our Madrid office continues to play a central role in shaping leadership pipelines for companies operating at the intersection of renewables, conventional energy, hydrogen, storage, and grid modernisation.
COP30 made one conclusion unavoidable: the global energy transition will be defined by those who can lead it. Friisberg is committed to helping clients find the executives able to guide their organisations through this next, critical phase.
On Thursday, 27 November 2025, our French office hosted the International Mobility Afterwork networking event. The event brought together 40 to 45 participants, including thirty clients and prospects, as well as the MANAGING and Coffra group teams and our four speakers.
The evening showcased how international mobility can be a powerful personal, professional, and strategic lever, illustrated through a variety of experiences and insights.
Speakers and their international journeys:
Held at the Coffra Group offices in Strasbourg, the event provided a friendly and interactive atmosphere, where participants shared best practices and experiences on international mobility across the Grand Est region. Discussions highlighted how global exposure broadens professional horizons and strengthens companies’ competitive edge, talent strategies, and innovation capabilities.
Thank you to all who joined and contributed to this inspiring evening. We look forward to continuing these exchanges and supporting the growth of internationally minded talent and organisations.
"Attending the Regional Defence Summit, organized by Kapital Events, offered me a valuable perspective on how Europe is redefining its approach to security, innovation, and industrial cooperation.
Some key themes stood out:
A highlight for me was taking part in the DronAid workshop, where I assembled a real drone headed to Ukraine - a hands-on reminder of how technology and purpose can directly contribute to Europe’s resilience." Nevena Nikolova Partner and Group CFO, from our Sofia office, Bulgaria.
Dorota Cagiel from Friisberg New Delhi recently attended the SHRM India HR Conference - focused mainly on the future of work with the main tagline: "Celebrating You". Her key takeaways highlight what today’s workplaces need to thrive: courage, authenticity, connection, purpose and joy. The majority of the Conference was focused on Global Capability Centres (GCCs).
India has emerged as a powerhouse for (GCCs) being global talent pool and technology hubs driving innovation and transformation for global enterprises. Yet, only 23% of GCCs have successfully mirrored their parent organisations’ culture. The challenge and opportunity lies in moving from siloed “they” cultures to a shared, thriving “we” culture. Dorota emphasises that culture is not just a value statement; it is a brand builder, a performance driver, and the foundation for scaling future growth.
Another key insight is that the generational gap is reshaping leadership at the executive level. Leaders can no longer rely on yesterday’s playbook. With Gen X, Gen Y, Gen Z and Alpha entering the workforce, expectations are shifting fast. The solution is to hire smart, and coach intentionally. At the C-suite level, this means ensuring that executives are prepared to lead across generational differences, drive strategic impact, and sustain a strong organisational culture.
At Friisberg & Partners International, we partner exclusively with boards and executive committees to identify and place C-suite leaders who can navigate these challenges, shape culture, and deliver long-term success. The generational and cultural shifts at the top are real, but with the right executive in place, they become powerful opportunities for transformation and growth.
Dorota returns inspired, ready to continue contributing to the evolution of executive leadership in India.
Insights from our Global Head of Marketing and PR, Alexandra Wenyon.
Working closely with C-suite leaders at Friisberg & Partners International, I’m always curious about what makes great leaders stand out. One statistic from EY immediately struck me:
94% of C-suite women have played sport.
It’s hardly surprising. Sport builds resilience, teamwork, discipline and the ability to make decisions under pressure, all core qualities of strong leadership. And as organisations continue to fight for talent and gender parity, sport can be a powerful leveller for women.
Yet many girls step away from sport early. By age 16, 64% have stopped participating, often due to confidence challenges or academic pressure. Encouraging girls to stay active is essential, not just for health, but for the leadership skills they gain.
I’ve seen this first hand. Since 2009 I’ve balanced a full-time career with competitive rowing, including time in GB high-performance programmes, at Molesey Boat Club , Oxford Brookes University and as a member of the British Rowing Paralympic Team. Juggling work and elite sport taught me focus, resilience and leadership, skills I now rely on in my work with C-suite executives.
As a cox, I learned to:
These are also the foundations of effective C-suite leadership.
The commitment was huge: long drives to training, family sacrifices and annual leave spent at races. But it taught me:
Most importantly, it taught me to enjoy the journey, because without that, nothing else works.
Whether in sport or business, the crossover is clear:
EY highlights female athletes as future leaders, but the principle applies broadly. Sport shapes adaptable, resilient, high-performing leaders. I didn’t always get the balance right, and burnout was real, but reconnecting with my purpose kept me going.
One simple action makes a difference: keep showing up for women’s sport.
I often reflect on how much the world has changed since I started working as a head-hunter more than 25 years ago. One thing, however, has never changed: when someone is looking for a new role, it is not just a process it is a very personal, emotionally charged period. I meet candidates who are excited, others who are tired, disappointed, or even rethinking their entire career, and they all ask the same question: What should I do now, in this new world shaped by AI?
I penned some thoughts below for those who are seeking direction amid this uncertainty and who want to position themselves consciously and intelligently in the future labour market.
For job-seekers, one of the most important realisations may be that industry boundaries are blurring much faster than role categories are crystallising. In my view, instead of focusing solely on traditional career paths, it is worth seeking roles that connect different domains & positions that combine human judgement with AI capabilities, or that serve as a bridge between technical systems and business needs.
If you are looking for a new role, considering a career change, or want to grow in your current or a new workplace, I suggest:
Don’t simply list what you have done so far; emphasise how you learn, how you solve problems, and how you work with new systems. Employers increasingly value people who can navigate uncertainty and integrate new tools into existing workflows. In fact, how you handled the last major change at your workplace may matter far more than your proficiency with any one piece of software.
Every organisation introducing AI faces the same challenge: how to make sophisticated technology work within a messy, human system. Look for positions and responsibilities related to management, training, or process optimisation within AI-adopting companies, and even in those where AI is not yet an integral part of operations. These roles often do not require deep technical knowledge, but they do require people who understand how organisations function when theory meets practice.
While tech hubs get most of the spotlight, every sector needs people who can bridge the gap between AI capabilities and local implementation. For example, healthcare needs professionals who understand both patient care and data analytics, and manufacturing plants need operators who can work alongside automated systems. Often, the combination of your existing industry knowledge and basic AI literacy creates far more opportunities than starting from scratch in an entirely new field.
At Friisberg, beyond ensuring client satisfaction, we place huge importance on the candidate experience throughout the search process. Every one of our consultants pays close attention to the Candidate Journey.
One aspect that has always mattered deeply to me at Friisberg is the experience we create for candidates. Behind every search is a person making an important life decision, and our team never loses sight of that. I’m grateful for consultants who treat every Candidate Journey with thoughtfulness and care.
Poland has become one of Europe’s most dynamic business environments, attracting international leaders with its skilled workforce, strategic location, and competitive market. Yet achieving success in Poland requires more than strong operations or a solid entry strategy. It also depends on understanding the cultural factors that influence how people lead, communicate, and work.
Polish business culture blends structure with adaptability, clear communication with diplomacy, and traditional hierarchy with a growing focus on collaboration. These nuances can surprise foreign executives. Direct feedback may be misread as criticism, early formality may be mistaken for reluctance, and credibility must be earned through both expertise and consistency.
This article highlights the cultural dynamics that matter most for leaders operating in Poland. It explores expectations around leadership, communication, trust, work values, and market behaviour. Drawing on insights from Friisberg’s Warsaw office, it offers practical guidance to help international executives navigate the Polish workplace with confidence and cultural intelligence.
Polish organisations generally value structured leadership, where managers provide clarity, direction, and measurable goals. Ambiguity is discouraged, precision and preparedness signal competence.
However, leadership in Poland is not strictly top-down. While hierarchy is recognised, effective leaders are expected to be approachable and people focused. The strongest foreign leaders balance authority with empathy, combining confident decision-making with genuine engagement.
Polish professionals tend to communicate clearly and directly, particularly in business settings, but with a preference for tact and professionalism.
Overly indirect communication may be viewed as unclear, while very blunt feedback (common in some cultures) can feel unnecessarily harsh.
Polish business culture places strong value on reliability, competence, and consistency. Trust develops gradually and is reinforced through actions. Early interactions may feel formal, but warmth and openness grow as relationships deepen.
Poland’s workforce is recognised for:
Work–life balance views are evolving. While older generations may favour more traditional structures, younger employees increasingly value autonomy and wellbeing.
Poland remains a major hub for manufacturing, shared services, technology, and international investment. Through our Warsaw office, Friisberg consistently observes:
For expanding organisations, understanding these dynamics is essential for sustainable success.
Leadership styles, communication patterns, and work–life expectations vary across countries. A polite “yes” in one place may not signify commitment; direct feedback in another may be seen as impolite.
For leaders entering Poland, overlooking these differences can:
The world’s most successful international businesses understand that culture is strategic. It shapes decision-making, leadership effectiveness, and ultimately, financial results.
Our Warsaw office, working closely with our global teams, brings together deep local understanding and international experience. Whether supporting a Scandinavian acquisition, a UK expansion, or a global investor entering Poland, we help you bridge cultural differences with clarity and confidence.
We do not simply conduct executive search or management audits, we interpret cultures; our consultants equip clients to adapt, integrate, and thrive in cross-border environments.
This article forms part of our expanding Culture Factor series, exploring the business cultures that shape leadership and success across our international footprint.
More perspectives from our European colleagues will follow.
Culture is not soft-it is structural, strategic, and essential.
At Friisberg, we help organisations see culture not as an obstacle, but as an opportunity to build stronger, more resilient leadership across borders.
Read more here: The Culture Factor – Friisberg & Partners International
Note: These insights reflect common professional patterns. Every individual and organisation is unique. Our aim is to highlight trends that international leaders may encounter and to share how Friisberg supports clients in navigating them effectively and respectfully.
Last month, McKinsey released its Global Energy Perspective 2025, offering a detailed outlook on long-term energy trends, transition pathways, and the evolving economics of global systems. When combined with the International Energy Agency’s World Energy Outlook 2025, these perspectives create a clearer picture of what the coming decade will demand from leaders in the energy sector.
Drawing on these insights and supported by real-time knowledge from Friisberg Spain who specialise in placing C-suite and senior leaders across the energy industry we highlight the themes most relevant for today’s organisations.
McKinsey’s scenarios show that the transition will not unfold along a single predictable path. Spanish energy companies are experiencing rapid policy evolution, fluctuating subsidy structures, and fast-changing regulatory expectations.
This dominance of renewables means organisations increasingly need leaders with strong strategic foresight, the ability to navigate uncertainty, and the depth of regulatory understanding required to operate successfully in solar, wind, hydrogen, and grid-modernisation markets.
Despite the rapid growth of renewables, McKinsey still anticipates meaningful fossil-fuel demand well beyond 2050. Spain reflects this hybrid reality:
Friisberg Spain frequently conducts searches for executives who understand both conventional energy operations and emerging transition technologies. A combination that is becoming more valuable across the Iberian energy landscape.
McKinsey highlights that technologies such as green hydrogen will expand gradually unless supported by strong regulatory intervention. Spain, however, is an exception:
This environment requires leaders comfortable managing long-horizon projects, working with investors, and collaborating across government and industry.
Both McKinsey and the IEA emphasise that energy transitions will progress unevenly between regions. Spain is positioning itself as a European energy-export hub:
Friisberg Spain plays a central role in this network, especially as Iberia emerges as a strategic link between the EU and Latin America.
The IEA notes that the world is entering the “age of electricity.” Spain is already seeing this surge:
Friisberg Spain is increasingly supporting clients who require leaders capable of managing these diverse needs.
According to the IEA, renewables continue to grow faster than any other source of energy. Spain’s 2024 electricity mix illustrates this:
Nuclear remains a stabilising force, while solar continues rapid expansion. Leaders must balance innovation in renewables with long-term infrastructure planning.
Across Friisberg, organisations are increasingly seeking leaders who combine strategic transition capability with commercial discipline, operational excellence, and digital fluency. In Spain, this is especially pronounced as energy businesses accelerate efforts in renewables, storage, grids, hydrogen, and industrial decarbonisation.
Friisberg Spain continues to play an essential role in shaping leadership pipelines for these sectors, identifying individuals capable of driving transformational change while ensuring operational and financial performance.
Friisberg’s global reach combines deep sector understanding, partner-led search quality, local-market knowledge, and strong cross-border cooperation. Our office in Madrid has become a flagship practice in the energy sector, consistently placing C-suite executives, transformation leaders, board members, and senior P&L heads who are shaping one of Europe’s most dynamic markets.
McKinsey and the IEA both reinforce a fundamental truth: the energy transition requires leaders who can bridge legacy systems and emerging technologies, navigate uncertainty, and deliver sustainable, commercially viable growth.
Friisberg Spain is ready to support clients in meeting this defining leadership challenge.
In recent years, technological changes have been reshaping the world of work in ways that profoundly transform employment. Artificial Intelligence (“AI”) does not “just” automate: it generates new ways of working, new professions, and new competencies. While many fear that AI will “take people’s jobs,” and we often discuss which roles are at risk, it’s equally important to examine the other side: which jobs will thrive in the future.
If we look at broader fields, the following areas may contain roles that will be the winners in the coming years:
AI excels in structured, repetitive tasks: collecting data, automating repetitive decisions, generating text or code. For example, IT development, customer service, and simple administrative work are already visibly changing.
In contrast, roles that require creativity, human intuition, emotional intelligence, or strategic thinking - such as product development, strategic consulting, creative agency work, and leadership roles - will be in a strong position in the AI era. Here AI doesn’t replace; it augments, freeing humans from routine tasks.
Introducing and operating AI requires more than end-users: it needs people who design, run, interpret, and adapt AI systems. Such professions include data and machine-learning engineers (Data Scientists, ML Engineers), AI product developers, and AI ethics and governance leaders.
Companies aiming to become “AI-mature” will compete for these specialists, meaning demand for these roles will grow.
While automating highly structured and mechanizable jobs is easy, roles requiring strong interpersonal skills, empathy, and complex human-to-human interaction remain relatively safe. Examples include healthcare assistants, mental-health professionals, counsellors, and creative employees.
AI can support efficiency here, but cannot replace the human element.
Many jobs won’t disappear but will transform. AI will take over routine, rule-based tasks, while humans take on higher-level responsibilities.
For example, the data analyst role used to focus on modelling and reporting; today, interpreting data, supporting decisions, and drawing strategic conclusions are the priority.
In other words, the professions that win are those where humans and AI work together and where humans retain final control, creativity, and value creation.
As AI technologies spread rapidly, roles with a high share of automatable tasks will become disadvantaged - typically administrative work, data collection and entry, simple customer service, invoicing, and repetitive internal activities.
But success requires more than simply “avoiding automation”: we must prepare for the AI era - learning how to collaborate with AI and create comparative advantages that AI cannot generate alone.
• Develop skills AI cannot replicate: creativity, emotional intelligence, critical thinking, complex decision-making.
• Learn to use AI tools, enabling true human–machine collaboration not merely fearing automation.
• At the organizational level: build operations where AI implementation is not just a technology initiative but a business and operating-model transformation.
• Reskilling and adaptation: those who do work today that AI may take over tomorrow should consider how to transition into higher-level roles.
AI likely won’t eliminate all jobs, but it will significantly transform many. Those roles will thrive where humans perform deeply human tasks: creative, complex, relationship- and intuition-driven work.
The “AI-winning” professions combine human value that algorithms cannot independently generate with the technological fluency required in the future of work.
If we recognize this direction as professionals or business leaders, we can not only adapt but gain a competitive advantage.
Here is the list of 65 specific occupations with the highest expected growth that could be winners of the AI era in the next 5–10 years, according to the US Career Institute.
After reading through - especially seeing my position ranked 64th - I felt reassured that I still have a future. 😊
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