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Jsme prémiovou česko-slovenskou poradenskou skupinou s globálním dosahem, která se v rozmezí více než 30 let rozrostla na jednu z nejznámějších a nejčastěji doporučených společností poskytujících na jednom místě (one-stop-shop consultancy) komplexní služby strategického líderství, managementu a veřejných politik.
Naše poradenské týmy jsou aktivní v rámci globálních partnerství a networků, díky čemuž dokážeme držet prst na pulsu nejnovějšího vývoje a v kombinaci s inovativními přístupy nabídnout osvědčené řešení ve středoevropském regionu i mimo něj.
Mezi naše klienty patří mezinárodní společnosti, české i slovenské firmy, investoři, privátní holdingy, rodinné podniky, ale i veřejný a neziskový sektor. Naše poradenské týmy usilují o vytváření oboustranně výhodných partnerství a budování dlouhodobých vztahů.
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Naše poradenské týmy jsou aktivní v rámci globálních partnerství a networků, díky čemuž dokážeme držet prst na pulsu nejnovějšího vývoje a v kombinaci s inovativními přístupy nabídnout osvědčené řešení ve středoevropském regionu i mimo něj.
Mezi naše klienty patří mezinárodní společnosti, české i slovenské firmy, investoři, privátní holdingy, rodinné podniky, ale i veřejný a neziskový sektor. Naše poradenské týmy usilují o vytváření oboustranně výhodných partnerství a budování dlouhodobých vztahů.
Více >>
Články & studie
Omni-channel: In Search of the New Champions
31.12.2013
When competing in the omni-channel race, even the most proficient leaders face a host of challenges. In this article Amrop sets the scene, report from the talent management frontline and presents the ideal profile for that most elusive of candidates-the omni-channel champion.
State Capitalism/A Transformational Tale From the Heart of Europe
30.12.2013
Nestling at the intersection of seven European countries, Poland made its transition to post-communism in 1989. It is the only European economy to have posted consistent growth throughout Europe´s recent recessional drought. This is not just a local tale from the heart of Europe. For in the Polish story lie vital clues to a global story-one which find its most powerful expression in today´s big emerging markets. It concerns the transformation of a group of state-owned behemoths in the hands of a generation of superlative leaders-people motivated not by money, but by the chance to make deepp change.
Leadership and the Brain/A User´s Guide to Empathy
19.12.2013
In this article, Amrop Guest writer Dr. Tara Swart takes a look at the neuroscience of business. How can its insights explain our interactions with stakeholders and help us optimize these?
If you want to be a part of the game and you don´t want to be sitting on a bench, you have to fight for it
Mario Fondati, Partner, Amrop Slovakia
27.11.2013
Here you can read an interesting Context Matters/Amrop Interview with Mr Peter Strýček, General Manager Eastern Europe of Cofely named If you want to be a part of the game and you don´t want to be sitting on a bench, you have to fight for it. With the aim to present a view on trends and visions of Energy & Facility Management industry as well as his own views and experience, was conducted by Mario Fondati, Partner of consulting company Amrop.
Watching Me, Watching You/The Hidden Stakes of Leadership Assessment Post-M&A
23.11.2013
In this article, Amrop highlights a core finding of recent mergers and acquisitions research and presents a set of leadership keys post M&A. Next, it demonstrates the importance of the human dimension in leadership assessment: firstly, to safeguard the retention of leadership talent and secondly, in yieldieng unexpected and critical benefits for M&A follow-through. Amrop presents the findings of two recent case studies and conslude with a shortlist of Management Messages.
Regaining Lost Ground/Why Tomorrow´s Leaders Are Needed Today
5.11.2013
Federico Schwalb, Partner with Amrop Peru and seasoned mining professional, reflects upon a thirty-year revolution in Peruvian mining, finds the roots of the current talent crisis in one of Latin America´s prime mining countries and proposes that the provision of its future leaders can no longer be left to chance.
The Quest for Talent: Shifts, stakes and strategies
30.10.2013
In this article, Amrop´s Global Mining, Energy and Infrastructure Practice identifies the trend having the greatest impact on talent management in the mining industry. Fosusing on the well-established mining countries of South Africa, Russia and Australia, with an eye on dynamic South America and fast-moving Canada and China, it identifies talent management strategies to equip the sector for the future.
The 3 Roles of the New CHRO: Balancing, Designing, Leading
23.10.2013
Complex and fast-paced changes have fundamentally altered the face of business during the past decade. Simultaneous shifts in the environmental, regulatory, sustainability, social and geopolitical dimensions have transformed management and places exceptional demands on leaders. If, as a consequence, human and leadership capital are an unprecedented source of competitive advantage for organizations, what could be the implications for the CHRO?
Make or Break?/Why Transition Coaching is Critical for Incoming Executives
4.10.2013
Whether you are a senior executive facing your first months in a critical role, or a key internal stakeholder in an incoming leader's transition process, Amrop invites you to explore the emotional landscape facing every new entrant, and discover some keys to its successful navigation.
Board Evaluation/A Shareholder Guide
17.9.2013
Supervisory and Executive Boards must act in the interests of their shareholders. Not exclusively, but sustainably. How can the owners of a company go about evaluating their highest representatives and their achievements? On what criteria should Boards expect to be evaluated, and self-evaluate? Financial results aside, in this article Amrop focusses on the evaluation criteria we can find within two dimensions-material and human.
