Kienbaum Blog · Kienbaum NL

De shortlist is niet het probleem. Waar besluitvorming vastloopt in executive search - en wat wél werkt

Fri, 06 Mar 2026 15:04:36 GMT

Diversiteit & leiderschap

De shortlist is niet het probleem. Waar besluitvorming vastloopt in executive search - en wat wél werkt.

Veel leiders willen versnellen met diversiteit aan de top. Toch blijft het in veel searches lastig om “dezelfde kwaliteit, andere profielen” consequent te realiseren. Niet omdat talent er niet is, maar omdat het proces (onbewust) is ingericht op voorspelbaarheid.

Belangrijk onderscheid: waar het debat vaak gaat over norm of keuze (en de diversiteitsparadox), gaat dit artikel over de proceskant : hoe organiseert u besluitkwaliteit in executive search, zodat u onder druk niet terugvalt in routine?

(Voor de bredere reflectie op norm vs keuze verwijzen we naar het artikel van Klaas Bovenhuis: Internationale Vrouwendag | CPB bevestigt quota-impact - norm of keuze? De diversiteitsparadox )

De Executive Search Code maakt precies dit punt concreet: executive searchbureaus hebben invloed op wie in topposities terechtkomt en verbinden zich daarom aan afspraken die het proces breder, objectiever en beter toetsbaar maken, inclusief monitoring.

Waarom dit in 2026 vooral een governancevraag is

In Europa verschuift de lat naar transparantie en objectieve selectiecriteria. De EU "Women on Boards"-richtlijn legt nadruk op een fair en transparant selectieproces met heldere, gender-neutrale criteria en doelen richting 30 juni 2026.

Los van de exacte wettelijke scope per organisatie is het signaal relevant voor iedere board en CHRO: benoemingen moeten steeds vaker uitlegbaar en toetsbaar zijn. Niet alleen wie past, maar waarom en op basis van welke criteria en met welke afwegingen.

Vroeg investeren loont meer dan later bijsturen

Versnellen klinkt alsof u harder moet rennen. In executive search werkt het anders: versnellen betekent meestal vóórin investeren.

Dat betekent: eerder heldere succescriteria vastleggen, eerder alignment bereiken tussen CEO, HR en RvC, en eerder het netwerk verbreden - niet pas als de shortlist tegenvalt. Dat is ook precies waar de Executive Search Code op stuurt: van intentie naar procesdiscipline.

Waar besluitvorming vaak stokt: vier momenten

De bottleneck zit zelden in de shortlist. Meestal stokt het op één of meerdere van deze momenten:

1. Het profiel kopieert het verleden

De rol wordt gedefinieerd als een stapel ervaringslabels: zelfde sector, zelfde route, zelfde schaal. Begrijpelijk. Zekerheid voelt logisch. Maar het verkleint de vijver en maakt de uitkomst voorspelbaar.

Wat wél werkt: vertaal het profiel naar resultaten, context en competenties. Wat moet er in 12 tot 18 maanden aantoonbaar gebeuren, in welke stakeholderomgeving en met welke teambalans? Pas daarna vertaalt u dat naar ervaring en achtergrond. Dán wordt de vijver groter, zonder kwaliteitsverlies.

2. Interviewers hanteren verschillende latten

Zonder gedeeld kader wint de meest herkenbare kandidaat. Uit praktijkervaring blijkt dat de voorspellende waarde van interviews sterk afhangt van structuur en consistentie in het beoordelingsproces.

Wat wél werkt: één set criteria, één ritme en een vaste debrief op observaties, voor iedereen die betrokken is bij de selectie.

3. Potentieel wordt niet expliciet meegewogen

Executive rollen veranderen sneller dan ooit. Ontwikkelpotentieel is daarom geen bijkomend criterium, maar een expliciet beoordelingspunt: kan iemand groeien in complexiteit, stakeholderdruk en schaal?

Wat wél werkt: maak potentieel toetsbaar via concreet gedrag — leerbaarheid, adaptiviteit, reflectie en patroonbreuk — en koppel dit aan de opgave.

4. De final round verschuift naar gevoel

In de laatste ronde kan "klik" de plek innemen van criteria, zeker als het proces niet strak is ingericht. Klik is niet per se fout, maar moet uitlegbaar worden: welke observatie of welk criterium onderbouwt het gevoel?

Wat wél werkt: debrief evidence-first, dan interpretatie. Bij Kienbaum is dit geen theorie: het zijn de vragen die wij in elke search stellen, ook als ze ongemakkelijk zijn.

De echte onderscheidende factor: leverancier of procesbewaker?

Dit artikel is ook een toetsmoment voor uw executive searchpartner. Niet: hoeveel kandidaten kan iemand vinden, maar: wie helpt u het besluitproces zo te ontwerpen dat u onder druk niet terugvalt in routine?

Praktische toetsvragen voor uw volgende search:

Welke vijf tot zeven succescriteria staan vooraf vast en wie bewaakt ze?
Hoe zorgen we dat interviewers op één beoordelingskader werken?
Wat doen we als culture fit een veto wordt zonder onderbouwing?
Hoe wegen we potentieel mee en maken we dat toetsbaar?
Hoe borgen we dat de final round evidence-first blijft?

Diversiteit aan de top versnellen gaat zelden over harder zoeken. Het gaat over beter ontwerpen: scherpere succescriteria, consistenter beoordelen en transparanter besluiten. Want zelfs met een zorgvuldig proces kan het laatste gesprek terugschieten naar gevoel of "klik" en precies daar zit een klassiek knelpunt.

Dat is waarom wij niet alleen kandidaten aanleveren, maar procesbewaker zijn. Wij challengen onze klanten en ontleden samen de klik naar criteria en besluitkwaliteit. De Executive Search Code helpt om die discipline vast te houden, zonder moraliserende toon, maar met één heldere uitnodiging: van "we willen diversiteit" naar "zo doen we het".

Wilt u dit concreet doorvertalen naar uw volgende search?

Neem contact op voor een vrijblijvend gesprek over uw leiderschapsvraagstuk gericht op besluitkwaliteit en procesdiscipline.

Internationale Vrouwendag: CPB bevestigt quota-impact — norm of keuze? De diversiteitsparadox.

Thu, 05 Mar 2026 15:20:41 GMT

Diversiteit & leiderschap

Internationale Vrouwendag: CPB bevestigt quota-impact - norm of keuze? De diversiteitsparadox.

Internationale Vrouwendag is vaak het moment waarop we terugkijken op cijfers: hoeveel vrouwen in toezicht, bestuur en topfuncties. Maar de meest relevante vraag is niet óf er beweging is. De vraag is: waarom stopt die beweging zo vaak precies bij de norm?

Het quotum werkt, en het kost geen kwaliteit

De evaluatie van het CPB (Centraal Planbureau, 2026) laat een helder beeld zien: sinds de invoering van de Wet toezicht gelijke kansen bij werving en selectie is het aandeel Raden van Commissarissen dat de minimumnorm van 33% haalt sterk toegenomen. Waar vóór de wet een minderheid voldeed, zit inmiddels een overgrote meerderheid op of boven die drempel.

Belangrijk: nieuwbenoemde commissarissen blijken minstens even geschikt als daarvoor. Het klassieke bezwaar (“het gaat ten koste van kwaliteit”) houdt in de data geen stand. Ook het veelgehoorde bezwaar van een ‘golden skirt’-effect, dat steeds dezelfde kleine groep vrouwen meerdere toezichthoudende rollen krijgt, vindt het CPB in deze evaluatie niet terug.

Tegelijk zie je bij organisaties die werken met streefcijfers en rapportage dat de groei veel geleidelijker gaat. Met andere woorden: bindend versnelt. Niet-bindend blijft vaak hangen in intentie.

Wat we eerder al zagen in Duitsland: bedrijven springen niet hoger dan ze moeten

Nederland is niet de eerste die hiermee worstelt. In Duitsland werd de Frauenquote eerder ingevoerd. Vijf jaar na de invoering evalueerde Kienbaum voor de Duitse overheid de effecten van de ingevoerde wetgeving: het quotum had aantoonbaar effect, maar zonder verdere prikkels bleven veel organisaties dicht bij het minimum hangen. Het doel werd gehaald, maar niet overtroffen. Dat is geen tekortkoming, het is bijna een wetmatigheid: doelen worden vaak opgevat als een eindpunt in plaats van een startpunt. En precies daar begint het echte werk.

De diversiteitsparadox: we willen vooruit, maar kiezen vaak voor ‘meer van hetzelfde’

Hier zit een ongemakkelijke waarheid. Als mens zijn we sterk gericht op herkenning en samenhang. We zoeken continuïteit, nabijheid, gelijkheid en een gedeeld gevoel van richting. Dat is diep menselijk: het helpt ons om snel te begrijpen, te vertrouwen en te handelen.

Maar hetzelfde mechanisme maakt diversiteit lastig. Want diversiteit is óók: afwijking, frictie, ander taalgebruik, andere referentiekaders. En dat voelt al snel als “risico”, zelfs wanneer we rationeel weten dat verschil betere besluiten kan opleveren.

De paradox is dus: we zeggen diversiteit te willen, maar ons systeem kiest automatisch voor vertrouwd. En dat geldt niet alleen in de boardroom.

Een korte zelftest: hoe divers bent u eigenlijk?

Voor u naar uw organisatie wijst, is het interessant om eerst uzelf scherp te bevragen:

Hoe homogeen is uw vriendenkring — qua opleiding, herkomst, leefstijl en maatschappelijke overtuigingen?
In welke bubbels beweegt u zich: sportclub, buurt, school van de kinderen, netwerk, media?
Hoe vaak heeft u écht contact met mensen die anders zijn dan u: praktisch versus theoretisch opgeleid, stad versus platteland, gelovig versus seculier, verschillende generaties, etniciteit, gender, sociaal-economische achtergrond?
En eerlijk: hoe ervaart u dat? Verrijkend, en/ of ook een beetje ongemakkelijk?

Als inclusie niet intrinsiek wordt beleefd en in het dagelijks leven weinig ruimte krijgt, wordt het in selectie-en benoemingsprocessen vaak óók een dun laagje vernis.

Wat leren we nu echt na 3 jaar quota in Nederland en 5 jaar eerder in Duitsland?

Als we de patronen naast elkaar leggen, kunen we dezelfde conclusie trekken:

Bindende normen versnellen aantoonbaar.
Streefcijfers werken beperkt zolang er geen consequenties of duidelijke governance op zit.
Zonder intrinsieke motivatie blijft het bij compliance. De norm wordt gehaald, maar het systeem verandert niet.

Daarom is de vraag niet: “halen we het quotum?” De vraag is: “bouwen we een organisatie die vanzelf diverser wordt, omdat we anders kijken, selecteren en ontwikkelen?” Die paradox speelt niet alleen in ons persoonlijke leven, we zien hem dagelijks terug in ons werk. In executive search wordt zichtbaar hoe diep het patroon van 'meer van hetzelfde' verankerd zit in organisaties.

Executive search: de bottleneck zit vaak vóór én na de shortlist

In executive search wordt dit heel concreet. De bottleneck zit meestal op twee plekken:

1) Vóór de search: in de intake en het rolprofiel

Als een rol wordt gedefinieerd met een stapel harde ervaringslabels (exact dezelfde sector, exacte route, exact dezelfde schaal, exact dezelfde titel), dan wordt de vijver klein, en vaak eenzijdig. Dan wordt diversiteit moeilijk, terwijl het in feite een gevolg is van hoe de opdracht wordt geformuleerd.

De beweging zit in abstraheren :

Wat is het businessmodel en de fase (transformatie, groei, integratie, turnaround)?
Wat moet er in 12–18 maanden aantoonbaar gebeuren?
Welke complementariteit ontbreekt er in het team?
Welke gedragspatronen moeten doorbroken worden?

Pas daarna vertalen we dat naar ervaring en achtergrond. Dán wordt de vijver groter, zonder kwaliteitsverlies.

2) Tijdens en na de search: in besluitvorming en selectie

Als “klik” of “culture fit” niet scherp wordt gedefinieerd, wordt het al snel een codewoord voor herkenning. En dan winnen kandidaten die lijken op wat men al kent; ook als de strategie vraagt om iets anders. Divers selecteren vraagt dus niet alleen andere kandidaten, maar ook een ander gesprek en een strakker proces.

Wat werkt wél

Als u boven de norm wilt uitstijgen, helpen drie hefbomen bijna altijd:

Herijk criteria en taal. Minder kopiëren van vorige profielen, meer denken vanuit context, opdracht en teambalans.
Bouw pipeline en opvolgingsplanning met discipline. Diversiteit ontstaat niet in de laatste weken van een search, maar in jaren van ontwikkeling, zichtbaarheid en sponsoring.
Veranker inclusie in governance en gedrag: Niet als slogan, maar als manier van besluiten nemen: tegenspraak organiseren, scorecards gebruiken, calibratie afdwingen en aannames expliciet maken.

En boven alles: durf de vraag te stellen die echt telt. Doen we dit omdat het moet, of omdat we geloven dat het beter is?

Tot slot

Internationale Vrouwendag is een mooi moment om te reflecteren, maar het is vooral een moment om keuzes te maken. Het quotum kan de deur openen. Maar of iemand ook binnenkomt, en blijft, hangt af van wat we doen als niemand kijkt.

Centraal Planbureau (2026).Evaluatie Wet ingroeiquotum en streefcijfers.

10 jaar Executive Search Code: van intentie naar impact

Mon, 02 Mar 2026 17:50:32 GMT

8 maart 2016: het begin van een procesafspraak

10 jaar Executive Search Code: van intentie naar impact

8 maart 2016. Een ontbijt, een handtekening - en een duidelijke afspraak met onszelf. Rond Internationale Vrouwendag organiseerden Talent naar de Top , VNO-NCW en Stichting Topvrouwen het Topontbijt in Amsterdam, waar ook toetreding tot de Executive Search Code op de agenda stond.

Tien jaar later is het gesprek over diversiteit en inclusie volwassener, maar ook complexer. Terminologie schuift, prioriteiten verschuiven, en organisaties zoeken een benadering die werkt zonder “campagnegevoel”. Voor ons is de kern onveranderd: dit onderwerp gaat niet primair over communicatie, maar over kwaliteit van besluitvorming .

Wat de Executive Search Code vraagt (en waarom dat relevant blijft)

De Executive Search Code is bedoeld als set van concrete commitments voor executive searchbureaus. Het gaat expliciet om: selecteren op zowel “masculiene” als “feminiene” kwaliteiten, streven naar een minimumpercentage vrouwen op iedere long- en shortlist, aantoonbaar werken aan verbetering van diversiteit op topniveau en jaarlijkse monitoring van de bijdrage die bureaus leveren aan diversiteit in topposities.

Dat is belangrijk, omdat het de discussie verplaatst van bedoeling naar inrichting: welke afspraken maak je vooraf, hoe bewaak je ze, en hoe zorg je dat het proces niet terugvalt in routine?

Waarom dit in 2026 vooral een governancevraag is

In Europa zie je een duidelijke beweging naar transparantie en objectieve selectiecriteria in boardrooms. De EU-richtlijn “Women on Boards” legt nadruk op heldere, vooraf vastgestelde criteria en een transparant selectieproces, met doelen richting 30 juni 2026.

Los van de exacte wettelijke scope per organisatie: het signaal is helder. De lat voor benoemingen verschuift richting aantoonbare fairness en besluitkwaliteit .

Dat sluit aan op hoe wij DEI-leiderschap positioneren: als sleutel tot duurzame organisatieverandering, met nadruk op besluitvorming, innovatie en goed bestuur vanuit verschillende perspectieven.

Waar het vaak stokt: niet bij intentie, maar bij ontwerp

Tien jaar later zien we vooral vaak dat de beperking al in het profiel zit. Het gesprek over "ervaring" start te smal. De klant vraagt (logisch) om zekerheid: een MD die precies dit heeft gedaan, dezelfde technologie, dezelfde markt, dezelfde route.

Maar als "kennis & ervaring" vooral wordt vertaald naar identieke loopbanen, blijft de zoektocht beperkt tot een kleine, bekende vijver. Dan is de vraag niet meer 'wie past het beste?', maar 'wie hebben we überhaupt gezien?'

Diversiteit ontstaat dan niet door intentie, maar door ontwerp: door het profiel te herformuleren naar resultaten, context en competenties. Niet: "wie heeft exact deze functie al gedaan?", maar: "wie kan deze opgave realiseren gegeven deze stakeholders, deze fase en deze complexiteit?"

Dat is geen concessie aan kwaliteit. Integendeel: het is een professionalisering van het besluitproces.

Van intentie naar impact: drie verschuivingen die we herkennen

Van tellen naar werken

De discussie gaat minder over “wie zit aan tafel?” en meer over “hoe organiseer je besluitkwaliteit?”. Diversiteit wordt pas relevant als je het vertaalt naar heldere criteria, consistente beoordeling en transparante afwegingen.

Van moreel naar strategisch (zonder het koud te maken)
Het gaat niet om gelijk krijgen in een debat, maar om beter besturen: blinde vlekken verkleinen, alternatieven scherper zien, en besluiten nemen met zicht op een bredere stakeholderrealiteit. Daarom werkt een procesbenadering: die maakt het gesprek concreet, professioneel en herhaalbaar.

Van diversiteit naar inclusie
Een benoeming is pas duurzaam als iemand ook ruimte krijgt om anders te zijn. Inclusie betekent: mandaat, ritme, verwachtingen en onboarding zo organiseren dat nieuw perspectief daadwerkelijk kan landen.

5 concrete stappen die het verschil maken

In de gesprekken met onze klanten krijgen we vaak dezelfde vraag: “Wat kunnen we morgen anders doen?” Daarom hebben we een korte checklist gemaakt met 5 concrete stappen die u kunt gebruiken in de intake, interviews en besluitvorming.

Wat dit betekent voor de keuze van een executive searchpartner

Als dit onderwerp in de kern over besluitkwaliteit gaat, dan kies je in executive search niet alleen een netwerk maar juist ook voor het proces. Waarop je een searchpartner mag toetsen:

Scherpte in opdrachtdefinitie: wordt het profiel future-proof gemaakt (resultaten/context/competenties), of kopieert het vooral het verleden?

Consistentie in beoordeling: werken interviewers met één set criteria en een vaste debrief-structuur?

Transparantie in afwegingen: is duidelijk waarom iemand “past”, en welke voorwaarden nodig zijn om te slagen?

Benoemen = ook integreren: is onboarding onderdeel van de benoeming?

Hoe wij dit organiseren

Wij werken met heldere succescriteria (resultaten, context, competenties), gestructureerde interviews en een assessment als extra objectiveringslaag. Daarnaast nemen we expliciet mee welke kwaliteiten al in het team zitten. Niet om de lat te verlagen, maar om ruimte te creëren voor complementaire profielen.

In de praktijk betekent dat: we challengen het profiel in de intake als het vooral een kopie van het verleden is. En in de debrief toetsen we afwegingen aan criteria, niet aan gevoel.

Niet als statement, maar als proceskeuze.

Tien jaar geleden dachten we: als we de Code tekenen, komt de rest vanzelf. Dat bleek niet zo. Intentie is nodig, maar zonder procesdiscipline wint routine het altijd van vernieuwing.

Daarom organiseren we besluitkwaliteit nu vanaf de intake: criteria vooraf, profiel dat past bij de opgave (niet bij het verleden), gestructureerde interviews, assessment en onboarding als onderdeel van de benoeming.

Van intentie naar impact vraagt ontwerp èn discipline om het vol te houden.

Executive Search Code – Talent naar de Top | Topontbijt (2016) – context en organisatie | EU “Women on Boards” – transparante selectiecriteria en doelen richting 2026 | Kienbaum NL – DEI-leiderschap positionering

Salary Forecast 2026

Thu, 09 Oct 2025 13:20:34 GMT

Salary Development

Progress Starts with Insight

In a constantly evolving labor market, strategic choices determine whether organizations stand still or move forward.

The Kienbaum Salary Forecast 2026 , covering more than 20 countries worldwide equips C-level executives and HR leaders with data-driven insights to shape personnel budgets with confidence and vision.

Salary Growth: The Netherlands and Germany in Perspective

After steep wage increases in recent years: 6.5% in the Netherlands and around 5% in Germany in 2024 — salary growth is expected to normalize. For 2026, Dutch organizations anticipate a moderate increase of 1.25% to 3.2% , depending on sector and income level, while Germany forecasts around 3.1% .

From Inflation to Performance: What Drives Pay Decisions Now

The key drivers of salary development are shifting. Inflation and labor market tightness are no longer the dominant factors — instead, company performance, cost discipline and strategic workforce planning take center stage. In Germany, 45% of organizations plan to freeze or even reduce personnel budgets , while Dutch employers are exploring productivity gains and process optimization as alternatives to wage growth. Union demands average around 6%, but many employers consider this unrealistic given current business pressures.

Transparency on the Horizon: The EU Equal Pay Directive

The study also highlights the upcoming EU Equal Pay Directive , which will require organizations to demonstrate pay equity across all levels. Imagine your compensation system laid bare — every salary, bonus and pay decision open to scrutiny. Forward-looking companies are already preparing for this new era of transparency.

Strategic Rewards: From Insight to Impact

The challenge for leaders is clear: translate salary data into a sustainable, future-proof reward strategy. Aligning pay with performance, retention and transparency builds both financial resilience and trust . Progress demands leadership that looks beyond today — towards a balanced, transparent and competitive compensation system.

Want to Know More?

Download the full report for in-depth analyses, sector insights and international comparisons or contact our experts to discuss the impact of these developments on your organization.

The Executive Perspective: Changing Expectations for Defence Industry Delivery

Wed, 17 Sep 2025 08:27:41 GMT

The Executive Perspective

Changing Expectations for Defence Industry Delivery

Over recent months, we have engaged extensively with senior executives across the defence sector, capturing real-time perspectives on changing expectations for delivery. We synthesise these views to highlight how expectations are shifting and what this means for industry and government stakeholders.

Executive Summary

Historic tolerance fading: delays/overruns are no longer acceptable.
Mission-critical urgency: budgets and scrutiny have surged.
Scale at speed: ramp-ups create doubt about on-time delivery.
Supply-chain strain: overpromising risk among mid-tiers.
Regulatory reform: procurement must be faster and simpler.
Standardisation wins: automotive-style, modular platforms.

Learn more about our Defence and Digital Security & Dual-Use Practice here.

Historical Acceptance of Delays in Defence Programmes

Large defence projects and programmes have long been notorious for delays and cost overruns. In previous decades, governments and contractors often accepted that major programmes would slip schedules or go over budget. This tolerance created a culture where protracted cycles became part of doing business.

However, this complacency is being sharply questioned today. Leaders from faster-paced industries, especially automotive, are astonished at the past willingness to accept drawn-out timelines. As the industry expands under new pressures, insiders describe a “crisis of execution,” replacing the old “that’s how it goes” attitude with impatience for timely results.

A Shift in Atmosphere: Mission-Critical Delivery and Public Scrutiny

Several factors have converged to make on-time delivery of defence programmes more critical. Firstly, the geopolitical environment has injected urgency: with conflict on Europe’s doorstep and military needs rapidly evolving, getting new capabilities quickly is a mission-critical matter. Secondly, defence budgets have exploded to levels unthinkable a decade ago, meaning taxpayers are investing vast sums. In Europe, defence spending jumped 17% in 2024 alone (part of an 83% increase since 2015) – growth not seen since the Cold War. With hundreds of billions of euros in new funding at stake, there is intense public and political attention on whether these programmes actually deliver value on schedule.

For time-critical programmes, our Executive Interim Management leaders help stabilise and accelerate delivery.

Unprecedented Scaling - And Scepticism About Timely Delivery

Supply Chain Strains and the Risk of Overpromising

One major hurdle to timely delivery lies in the defence supply chain, which is under intense strain from the current surge in orders. Large OEMs are pushing their network of suppliers to accelerate production of parts and sub-assemblies. In turn, many smaller suppliers face a dilemma: to win business, they may promise more than they can realistically deliver on tight schedules. This dynamic of overpromising and underdelivering down the supply chain is a serious concern. Already, key suppliers are struggling to fulfil significantly higher demand and keep up with production ramp-ups. In some cases, raw material shortages or limited manufacturing capacity mean that even if a supplier wants to meet an aggressive timeline, it simply cannot do so. This opens opportunities for new suppliers, particularly those with excess capacity, to move into the defence industry and grow with the burgeoning sector.

Consensus: Reforming Regulations and Procurement Processes

To meet these challenges, industry leaders and policymakers alike agree that the defence sector’s traditional regulations and processes need a serious overhaul. The bureaucratic, slow procurement cycle of the past is simply not suited to an era in which speed and agility are paramount. There is a widespread consensus that acquisition rules must be streamlined and made more flexible so that organisations can deliver capability faster and more efficiently. Their goals are ambitious: create a more efficient, integrated, and standardised approach to defence procurement across Europe. Among the measures being pursued are: simplifying the tendering and approval steps, raising spending thresholds that trigger lengthy EU-wide procedures, and enabling more joint procurement so that multiple countries can buy off the same contract without duplication. Executives in the defence industry are supportive of these changes, noting that streamlined procurement will help them plan production better and avoid bureaucratic bottlenecks that now eat up precious time. In summary, there is unity among stakeholders that cutting through procedural inertia is critical.

Our Board Services support governance modernisation and oversight during these transitions.

Embracing a Scalable, Automotive-Style Model

Another consensus emerging in the executive ranks is that defence companies must fundamentally rethink their product development paradigm. Historically, many defence programmes have been country-specific – even when multiple nations buy the same base platform, each tends to insist on unique modifications and bespoke requirements. This results in a proliferation of variants, small production runs for each version, and lost economies of scale. In today’s environment, such fragmentation is a luxury the industry can no longer afford. There is growing agreement that OEMs should shift toward a more scalable, generic model of designing and building military hardware – much closer to the approach in the automotive industry. In automotive manufacturing, a few standardised models (or common platforms) are mass-produced for the global market, with only minor adaptations for different customers. Defence executives now argue that adopting a similar philosophy will dramatically improve efficiency and delivery speed.

Conclusion: A Turning Point to Watch in Europe

Record spending will test whether industry can meet higher expectations for timely delivery. Opportunity and pressure rise in tandem: firms must deliver outcomes that justify investment. The tolerance for waiting times is ending; speed now rivals innovation as a strategic imperative. Europe’s ability to produce faster, at scale, and in sync with allies will shape security in the years ahead.

Our Executive Search team identifies leaders with defence-specific delivery experience.

Interested in a short executive briefing? Get in touch for a 30-minute session .

European Commission — Defence Readiness Omnibus (17 Jun 2025) , SIPRI — Trends in World Military Expenditure, 2024 (Fact Sheet) , Oliver Wyman — “Key challenges facing Europe’s proposed defence expansion” (Aug 2025) ,

AI Is revolutionizing product innovation and sustainability

Mon, 25 Aug 2025 15:28:27 GMT

Why Leaders Must Adapt in the Building Materials Industry

AI Is Revolutionizing Product Innovation and Sustainability

AI Is Changing Building Materials: Why It Matters Now

Artificial intelligence (AI) is transforming how the building materials industry approaches innovation, sustainability, and product development. Traditionally known for gradual change, the sector is now facing a rapid shift as AI tools unlock new possibilities from eco friendly materials to optimized R&D cycles and smarter, more responsible production. Steering this transformation requires agility, domain expertise, and digital literacy, capabilities increasingly found in the interim executive market .

From Predictive R&D to Circular Design: What Leaders Must Do

AI is already accelerating innovation in product development. Instead of relying on trial-and-error, machine learning models simulate the performance of different material combinations under varying conditions, compressive strength, thermal resistance, durability, removing much of the guesswork. R&D teams can identify optimal formulations more quickly, shortening product cycles and increasing innovation velocity. Think of concrete mixtures that reduce CO₂ emissions without compromising strength, or insulation materials tuned for specific climate zones. In a market shaped by environmental regulation and green building standards, these advances deliver both competitive advantage and regulatory alignment.

The technology also enables highly customized materials. By analyzing structural needs, local weather patterns, and architectural demands, AI can suggest bespoke blends, composites, or additives tailored to a project or region. The result is better performance with less waste, tighter alignment with sustainability goals, and lower lifecycle costs.

On sustainability, AI contributes across the value chain. Predictive systems optimize raw material inputs to curb overuse, energy consumption, and emissions during manufacturing. Smart sensors allow real-time adjustments that cut waste and improve quality, while AI-optimized logistics reduce transport distances and emissions. Just as important, companies can now quantify environmental impact with greater accuracy. Carbon footprints, circularity metrics, and lifecycle analyses powered by AI strengthen sustainability reporting, support compliance, and inform strategic decisions.

As the sector embraces circular economy principles, AI helps design products for reuse and recovery. By analyzing usage patterns, wear data, and recycling rates, it guides material choices and construction techniques that make products easier to disassemble, reuse, or recycle. Those insights can even reshape business models, from selling products to offering performance based services or closed loop systems.

All of this places new demands on leadership. Innovation shifts from incremental improvement to step-change potential, which means creating environments where data-driven experimentation is encouraged and failure is accepted as part of learning. KPIs, investment models, and cross functional collaboration, particularly between R&D, IT, and sustainability, need a rethink. Talent needs are evolving too. Product development teams must work closely with data scientists, algorithm developers, and digital-twin engineers, while staying grounded in materials science and engineering. Many organizations still lack this integrated expertise, so leaders must build or access capabilities quickly and align them with the core business. And they must manage complexity and risk: AI depends on large datasets, cross-border partnerships, and often opaque algorithms, raising questions about data privacy, IP protection, explainability, and regulatory compliance. Robust governance frameworks are essential to ensure ethical use and data integrity

Interim Leaders as Catalysts for AI Driven Innovation

Interim executives can be powerful catalysts in this context. Leaders with experience in AI-driven innovation bring the blend of technical understanding, strategic perspective, and implementation discipline required to deliver product breakthroughs. They bridge silos between product developers, AI specialists, and business units; coach teams; transfer skills; and help establish a long term innovation culture , without becoming entangled in internal politics or bureaucracy. On sustainability, interims with a track record in green product innovation and ESG metrics align AI strategies with regulatory requirements and market expectations, ensuring that new solutions are not only technically impressive but also environmentally and commercially viable.

Turning Disruption into Opportunity with Interim Leadership

AI is reshaping how building materials are developed, customized, and brought to market. It enables faster R&D, smarter product design, and more sustainable outcomes , while introducing strategic complexity, cultural shifts, and capability gaps that many firms are not prepared to manage on their own. This is where interim executives make a critical difference. With hands-on experience at the intersection of AI, product development, and sustainability, they offer the leadership needed to turn disruption into opportunity .

Let’s continue the conversation.

If your organization is looking to harness AI to fuel material innovation and sustainability, contact Hendrikus Mülle r at Kienbaum Executive Search. With access to a wide network of interim leaders skilled in digital and sustainable transformation, Hendrikus can help you find the right expertise - right when you need it.

Sustainability in 2025: From Reporting to Relevance

Fri, 01 Aug 2025 13:05:23 GMT

The Key to Long-term Value Creation

Sustainability in 2025: from reporting to relevance

Navigating Complexity, Volatility, and Strategic Risk

In 2024, much of the sustainability conversation centered around reporting obligations, CSRD compliance, and the operationalization of ESG. A year later, it is clear that the greatest challenge is not documentation, it is direction. The world has not become more stable. If anything, volatility has intensified: geopolitical tensions, resource fragility, extreme weather events, supply chain disruptions, and societal unrest are reshaping the context in which companies operate.

And yet, for many organizations, business as usual (BAU) continues to dominate the agenda. Not out of complacency, but out of constraint. Faced with short-term financial pressures, talent scarcity, and fragmented regulation, leadership teams are grappling with competing priorities and growing stakeholder expectations. Often with too little clarity and too much noise.

So, where are we now? And what matters most

for leadership and boards in mid-2025?

1. Compliance ≠ Strategy

CSRD has done what it set out to do: place sustainability on the agenda. But compliance is only the entry point. The real challenge is integrating ESG into decision-making: where capital is allocated, how products are designed, how risk is managed, and how leadership is incentivized.

The illusion that sustainability can remain a discrete function (handled by a CSO and a reporting team) is fast eroding. Boards are beginning to realize: the ESG maturity of a company is now a proxy for its capacity to deal with disruption. In 2025, ESG is not a label. It’s a diagnostic.

2. Risk is no longer linear

Most risk models are still rooted in linear logic: probability x impact. But today’s risks are systemic, interconnected, and nonlinear. Climate volatility is influencing migration and supply chains. Biodiversity loss is accelerating regulatory pressure. Energy instability is driving inflation and geopolitical shifts.

What does this mean for boards? It means reframing ESG not as an ethical add-on, but as a critical lens for understanding exposure, resilience , and adaptability. This requires new boardroom fluency in systems thinking , transition risk, and the ability to interpret weak signals before they become crises.

3. Leadership tensions are rising

We see it in our conversations with CEOs and supervisory boards: a widening gap between the speed of external change and the ability of organizations to respond internally. Leaders feel it, there is growing fatigue. Many are trying to drive transformation without the mandate, the talent, or the organizational alignment to succeed.

Transformation is not just about strategy, it is about power, timing, and trust. And that makes the governance of sustainability central, not secondary. When boards are only reactive, or sustainability roles are under-scoped and under-resourced, transformation stalls.

4. T he talent bottleneck is now strategic

While much attention has gone to data quality and reporting frameworks, the most consistent pain point remains talent.

Across Europe, while the ESG hiring wave of recent years has plateaued, the real shortage in 2025 is subtler, and more strategic. It’s no longer a war for headcount. It’s a search for cross-functional leaders who can translate sustainability into business decisions, manage regulatory complexity, and drive alignment across the organization. These roles often fall between the cracks: too strategic for traditional ESG teams, too specialized for general management. And yet they are essential to navigating the next wave of transformation.

5. The next phase is strategic integration , not just organizational design

If 2024 was about building ESG functions and meeting disclosure requirements, 2025 is exposing the limits of that approach. Simply having an ESG team or CSO in place no longer signals maturity or impact. The question now is: where does ESG sit once the urgency of compliance recedes?

That means moving beyond org charts and into accountability , ownership, and influence.

Key questions include:

How are ESG risks embedded into enterprise risk and strategy, instead of managed in parallel?
Who is empowered to drive long-term value creation across functions?
Are sustainability-linked KPIs truly shaping executive incentives, or just added to tick a box?
Where are decisions being made and how does governance either enable or dilute action?

In many organizations, ESG has become politically isolated or structurally sidelined. The next phase is not about expanding

ESG teams, but about integration of sustainability into the power structures and decision logic of the business.

Bridging Strategy and Execution
At Kienbaum, we connect boards with Interim ESG & Sustainability Executives through our rigorous assessment services, deep sector expertise, and global leadership network. These specialists embed ESG risk into enterprise strategy, bring systems thinking to the boardroom, and ensure accountability from day one, helping you build true resilience and long-term relevance in an uncertain world

The call for 2025: recalibrate and recommit

There is no off-the-shelf solution for embedding sustainability in a time of uncertainty. But some things are clear:

Resilience is now strategic currency.
The quality of leadership decisions will define corporate longevity.
Transformation starts when boards ask better questions, and not just about what we report, but why it matters.

The sustainability agenda in 2025 is about navigating complex trade-offs with clarity, courage, and competence. For those ready to lead, this is not a compliance challenge but a leadership opportunity.

Let’s continue the conversation.
What reflections are emerging in your boardroom? Where are you stuck and where are you moving? We would be glad to exchange perspectives, please don’t hesitate to reach out.

Elisabeth van Ebbenhorst Tengbergen

Three reasons why we recommend the interim route

Thu, 24 Jul 2025 13:04:38 GMT

The strategic value of interim CFOs

Three reasons why we recommend the interim route

Working closely with organizations across various industries, at Kienbaum Executive Search we encounter situations where companies need immediate, senior-level financial expertise—but not necessarily on a permanent basis. These moments often arise during transformations, unexpected leadership changes, or major strategic shifts. That's where an interim CFO becomes not just helpful, but essential.

Here are the three key reasons why we advise clients to consider the interim route.

1. Ensuring continuity in times of sudden change

Sudden departures of CFOs are more common than many expect. Whether due to resignation, health issues, or a merger, losing your CFO without a ready successor creates real risk. Financial oversight, compliance, and reporting cannot simply be paused.

What makes interim CFOs so valuable is their ability to step in with minimal ramp-up time. They bring with them a track record of handling similar situations and can immediately stabilize the finance function. We have seen them work alongside boards and CEOs to maintain strategic focus and continuity during otherwise turbulent times.

2. Leading transformation with objectivity

We work with many clients undergoing transformation—be it restructuring, cost reduction, or system overhauls. These are critical junctures that require not just experience, but also the ability to make decisions without bias or internal pressures.

This is where interim CFOs excel. They come in as neutral experts focused purely on outcomes. Whether it's optimizing working capital, renegotiating debt, or professionalizing reporting structures, interim CFOs act as catalysts for change. And perhaps most importantly, they often leave behind a stronger, more capable team ready to carry the torch.

3. Guiding high-stakes strategic projects

Strategic projects like IPOs, acquisitions, or international expansion can quickly stretch a finance team beyond its limits. For mid-sized companies especially, it might be premature to hire a full-time CFO—but the need for senior guidance is undeniable.

In these cases, interim CFOs bring deep transactional experience. We have seen them guide clients through due diligence, tighten up financial models, and ensure compliance in capital markets. Because they operate independently of internal hierarchies, their focus remains razor-sharp on project success.

The Kienbaum perspective

We tell our clients: hiring an interim CFO is not a stopgap, it is a smart strategic choice. They typically deliver focus, speed, and impact exactly when needed most.

If you are navigating a period of change, managing a critical project, or temporarily without a finance leader, consider what an interim CFO could bring to your team.

Feel free to reach out to me. I would be happy to discuss how the right interim solution could support your organization’s goals.

Hendrikus Müller

Emerging Dynamics in the Defence Industry: executive insights from the frontline of change

Mon, 21 Jul 2025 12:52:07 GMT

Real-time insights from senior leaders shaping the future of defence manufacturing.

Emerging dynamics in the defence industry: executive insights from the frontline of change

The defence sector is entering a phase of rapid transformation, driven by geopolitical urgency, heightened demand, and shifting expectations around speed, scale , and adaptability. In recent months, Kienbaum has spoken extensively with senior executives across Europe’s defence landscape. Their collective insights reveal a sector under pressure, but also brimming with potential for reinvention.

1. Scaling at speed

Across the board, defence companies are doubling output expectations. This surge is fuelled by increased NATO spending, urgent procurement programs, and a strategic shift away from “just-in-time” to “just-in-case.” The tempo of industrial growth is unlike anything seen in decades.

2. Delivery timelines are being compressed

Projects that once unfolded over years are now expected in months. Leaders report a major cultural shift, as defence organizations adopt the speed mindset of sectors like automotive and aerospace. Tolerance for delay is evaporating. Lean, cross-functional ways of working are becoming the norm.

3. Capacity bottlenecks & internal competition

As demand spikes, internal resources are stretched thin. Programmes now compete for access to production lines, skilled engineers, and supply chain bandwidth. The internal competition for capacity has become a defining challenge for large, matrixed firms.

4. Networked delivery & extended ecosystems

To cope with scale and speed , many firms are shifting to more distributed delivery models. Strategic partnerships with mid-tier suppliers, contract manufacturers, and niche tech players are being leveraged to add external agility and capacity. Network orchestration is becoming a critical executive capability.

5. Organisational inertia

Despite market urgency, internal structures often lag behind. Leaders cite rigid hierarchies, siloed functions, and outdated governance as key barriers to transformation . While change programs are in motion, many remain sceptical that legacy systems can evolve fast enough to meet current demands.

6. Sustained growth outlook

NATO’s collective investment push signals a strong long-term outlook. However, executives note that actual programme-level funding may take 1–2 years to fully materialise. Strategic planning must therefore balance short-term delivery pressure with long-term positioning.

7. Standardisation as a strategic lever

Customisation has long dominated the defence sector. But scaling up under new timelines demands a different approach. Common platforms, modular architectures, and industrialised design are gaining traction as key enablers of scale, speed, and efficiency.

8. The talent challenge

The battle for talent is intensifying. The defence sector faces a dual constraint: niche technical skill requirements and strict security clearance hurdles. Engineering, programme delivery, and advanced manufacturing roles are particularly hard to fill. There is growing urgency around leadership development, succession planning, and talent attraction strategies.

Conclusion

The defence industry is at an inflection point. To seize the opportunity and meet escalating demands, companies must move beyond traditional operating models. The winners will be those who industrialise innovation , build agile delivery networks, and align leadership with the pace of change.

Connect with our Defence, Digital Security, and Dual-Use Technology Practice to explore how our leadership solutions can help your organisation scale, transform, and lead in this new era of defence. Declan Murphy

Leading at a Distance: Core Competencies for the Virtual Leader

Tue, 15 Jul 2025 06:41:29 GMT

How Remote Work Is Reshaping Leadership Expectations Across Industries

Leading at a distance: core competencies for the virtual leader

Virtual leadership is no longer an exception, it’s an essential capability.

While the return-to-office trend may be regaining traction, hybrid and remote teams remain a structural reality in today’s workplace. The COVID-19 pandemic only accelerated what was already a growing shift: leadership is increasingly practiced through screens, across time zones, and in digital ecosystems.

But what does effective leadership look like in this new context? And what competencies should organizations now be prioritizing?

1. The challenge: performance in a virtual world

For years, scholars have debated whether telework boosts or hampers performance. The answer remains: it depends. Differences in roles, sectors, and digital maturity all contribute to inconsistent outcomes. What is clear, however, is that remote work introduces unique challenge, including blurred boundaries, reduced access to informal knowledge, and a higher risk of disengagement.

The implication is clear: leaders must cultivate a new skill set to maintain performance, trust, and cohesion in virtual teams.

2. The research: five core competencies for virtual leadership

A growing body of research identifies five core competencies that separate high-performing virtual leaders from the rest:

Clear & structured communication
Leaders must articulate goals, provide clarity, and maintain consistency not just in frequency but in the quality of digital communication.

Goal management
Delegating effectively, setting measurable objectives, and using digital tools for progress tracking are essential. Over-controlling behavior, however, has been shown to backfire.

Supportive leadership & empowerment
Empathy and individualized support foster engagement. Empowerment, especially the freedom to structure work, enhances motivation and performance.

Trust-building
Psychological safety, reliability, and openness are critical. Trust acts as the bridge between leadership actions and team outcomes.

Collaboration enablement
Leaders must create space for peer-to-peer engagement and adapt tools to team needs. The best virtual leaders are facilitators of digital collaboration.

These competencies align with traditional leadership models like Leader-Member Exchange (LMX), but they are reframed through the lens of digital-first interaction.

3. A Two-pronged framework for the virtual leader

To succeed, leaders must address both operational and relational distance in remote contexts.

A. Reducing Operational Distance

Digital Communication : Proactive, focused use of tools like Slack, Teams, and Asana.
Goal Management : Delegation and accountability mechanisms via digital systems.
Empowerment : Encouraging flexible work setups aligned with personal effectiveness.

B. Reducing Relational Distance

Support via Digital Media : Regular check-ins, accommodations for work-life balance, and personal attention.
Trust-Building Online : Fair, transparent behavior that creates psychological safety.

4. Leadership Reimagined

Digital leadership is not about reinventing leadership principles, it’s about applying them with greater intentionality in virtual settings. Technology should not become a tool for micromanagement. Instead, it must be used to inform , empower , and enable accountability .

As remote and hybrid work continue to shape the global talent landscape, organizations that invest in developing these leadership capabilities will be better positioned to thrive.

Connect with our Digital Practice to explore how we can help your organization build the leadership capacity needed for the virtual age. Declan Murphy

Cybersecurity moves to the boardroom: preparing for europe’s new digital mandates

Fri, 20 Jun 2025 11:30:36 GMT

Leadership at Risk: Why Boards Can No Longer Ignore Cybersecurity

Cybersecurity Moves to the Boardroom: Preparing for Euro's New Digital Mandates

As the EU prepares to roll out its next phase of cybersecurity legislation business leaders across Europe should brace for more than just compliance checklists. This is not merely about tighter rules or higher penalties. It’s about a profound shift in how cybersecurity is viewed: no longer a technical function relegated to IT departments, but a strategic, company-wide responsibility tied directly to competitiveness, trust, and long-term survival. For many boards and executive teams, this marks the beginning of a new era: cybersecurity as a boardroom issue.

From Optional to Operational

Under previous frameworks, many businesses, especially SMEs in non-technological domains, could treat cybersecurity as a secondary concern. The new legislation changes that. The NIS2 Directive, for instance, drastically expands the list of essential and important entities that must meet stringent risk management and reporting requirements. This means more companies in sectors like manufacturing, food, waste management, and digital infrastructure are now in scope. Furthermore, failure to comply doesn’t just risk reputational damage, it comes with fines of up to €10 million or 2% of global turnover. (1)

Elevating Accountability

One of the most significant changes is the increased personal accountability for top management . Boards and executives can no longer delegate responsibility to their IT teams. Instead, they are expected to take an active role in understanding and governing cybersecurity risk. Under NIS2, executives, including CEOs and boards, can be held personally liable for

cybersecurity failures.

Regulators now expect leaders to:

• Understand cyber risk in the context of overall business strategy

• Personally oversee incident response preparedness

• Approve and fund adequate cybersecurity programs

• Ensure continuous risk management across the value chain

As a result, we’ll see rising demand for executives with strong digital and cyber acumen, even outside the CISO role.

Costs Today, Value Tomorrow

Responding to the legislation will require investment. Companies will need to invest in new technologies, workforce training, third-party audits, and incident response capabilities. Boards will be expected to have cyber-literate members who understand digital risk at a strategic level. But these investments should be seen not just as costs, but as necessary infrastructure, no different than ensuring workplace safety or financial solvency. In an increasingly digital economy, your ability to secure data and systems is your license to operate.

What's Next?

The winners will be companies that embed cybersecurity into their core strategy, equip their leadership with the right capability, and view these directives not as a box-ticking exercise, but as a springboard for innovation and long-term resilience . Cybersecurity is no longer something you hire for. It’s something you hire around.

Whether supporting established industry leaders or emerging innovators, we provide tailored leadership solutions that empower organizations to stay ahead of the curve, foster innovation, and seize new opportunities in an increasingly complex global landscape.

Connect with our Cyber Security and Digital Risk Practice to explore how our leadership expertise can help you navigate the shifting cybersecurity landscape—and turn risk into strategic advantage.

The shifting landscape of defence investment

Tue, 08 Apr 2025 14:02:00 GMT

ESG, ETHICS, AND EMERGING OPPORTUNITIES

The Shifting Landscape of Defence Investment

Changing geopolitical risks, challenging market conditions, and expansive public funding have increased investor attention on the defence sector. Traditionally, Environmental, Social, and Governance (ESG) frameworks led many investors to exclude defence related industries from their portfolios. However, escalating global instability - most notably the war in Ukraine and the subsequent increasing NATO expenditure limits - has ignited debate around the role of defence investments within responsible investment paradigms.

The Traditional Stance on Defence Investments

Historically, ESG-focused funds have categorized defence as incompatible with 'ethical' investment principles . This stance was rooted in the belief that investments should not support industries associated with violence and warfare. Consequently, many institutional and private investors implemented exclusion policies, prohibiting investments in companies that derived significant revenue from military activities or defence contracts ( VanEck ).

Catalysts for Change

The resurgence of military threats to Europe has highlighted the need for robust and modernized defence capabilities. This has led policymakers and financial institutions to reconsider the blanket exclusion of defence from ESG-compliant portfolios. A growing number argue that supporting national and regional security aligns with the 'Social' component of ESG , which emphasizes public safety and societal well-being ( Allianz Global Investors ).

Evolving Investment Policies

Based In response to these developments, several major European asset managers have revised their investment criteria. I’ve observed a clear shift in sentiment within private markets through recent conversations with private equity and venture capital funds. According to Morningstar Direct, at least 30 European funds that previously had no exposure to aerospace and defence companies added positions by early 2025 ( Responsible Investor ). This transition is partly driven by strong performance in the sector a mid broader market uncertainty.

Balancing Ethical Considerations with Security Needs

Despite these changes, integrating defence into ESG strategies remains contentious. Critics argue that investing in defence contradicts the foundational ethics of responsible investment. Additionally, there are material ESG risks to consider—ranging from human rights concerns and political instability to environmental damage and high carbon emissions. Consequently, many large asset managers are maintaining exclusionary stances, citing concerns over potential conflicts with EU sustainable finance regulations and reputational risks ( VanEck ).

Nonetheless, proponents assert that defence can be seen as a force for stability. For instance, the German government has stated that sustainable finance regulations must not hinder funding for the defence sector ( Allianz Global Investors ). In the UK, over 100 Labour MPs and peers signed an open letter claiming that ESG policies are impeding necessary defence spending ( The Guardian ).

This evolving discourse suggests that r esponsible investment must now grapple with the complex trade-offs between politics, security, and sustainability.

The Opportunity

The result is a growing opportunity is emerging for both private investors and defence firms seeking capital. Specialist funds dedicated to defence technology are gaining traction, alongside generalist investors now making room in their portfolios for security-oriented startups.

European defence and security tech startups saw a 24% surge in venture capital investment in 2024 , reaching a record $5.2 billion despite the broader VC market downturn ( Financial Times ). This signals a strategic realignment - where capital is not only chasing innovation, but also recognising security as a cornerstone of long-term value and resilience.

Our Role in Supporting This Shift

In this rapidly evolving landscape, leadership is key. Whether supporting established industry leaders, investors, or emerging innovators, o ur defence practice provides tailored leadership solutions that help organizations stay ahead of the curve, foster innovation, break into new markets or grow their presence, and seize new opportunities.

Connect with our Defence, Digital Security, and Dual-Use Technology practice to explore how our expertise can help you navigate the evolving landscape of defence.

New work in family businesses

hans.jonkers@kienbaum.nl (Hans Jonkers) — Fri, 14 Feb 2025 10:55:36 GMT

Trends and Strategies for the Future

New Work in Family Businesses

The evolution of work in family businesses

The labor market is changing rapidly. Digitization, the rise of remote working, and the expectations of younger generations have led to fundamental shifts in how companies operate. This is especially true for family businesses, which often balance tradition and innovation. Recent research from our German colleagues at Kienbaum and the Wittener Institut für Familienunternehmen (WIFU) sheds new light on how family businesses are embracing the concept of 'New Work'.

These insights are not only relevant to the German market but also offer valuable lessons for Dutch family businesses, start-ups, and private equity firms investing in innovative organizational structures.

What is New Work?

The term 'New Work' was originally introduced by social philosopher Frithjof Bergmann and represents a new way of working that prioritizes flexibility, self-direction, creativity, and meaning. In practice, this includes:

Flexible work models : such as remote work, hybrid working, and flexible hours.
Self-managing teams : less hierarchy and more autonomy for employees.
Digital transformation : leveraging technology to work more efficiently and intelligently.
Focus on well-being : work -life balance and mental well-being as key HR strategies.

For family businesses, this presents a challenge: how do you maintain core values and corporate culture while simultaneously becoming a modern and attractive employer?

Challenges and opportunities for Dutch family businesses

The research shows that many family businesses are still in a transition phase regarding New Work. While most companies recognize that change is necessary, implementation is often fragmented. The key challenges include:

Leadership and change management : Many family businesses still operate with strong hierarchies. A shift toward self-management requires not only new structures but also a change in leadership mindset.

Attracting and retaining talent : With a tightening labor market, staying attractive to young talent is crucial. A flexible and modern work environment is an important factor.

Digital infrastructure : The adoption of technology is often a stumbling block. Digital tools can facilitate hybrid working, knowledge sharing, and more efficient collaboration.

At the same time, there are many opportunities. Family businesses naturally have a strong connection with employees and a long-term vision. This provides an opportunity to build a sustainable and people-centered work culture where innovation and loyalty go hand in hand.

Concrete strategies for successful transformation

Based on the research findings, we have identified three key strategies for Dutch family businesses looking to embrace New Work:

Create a shared vision Start with a clear definition of what New Work means for your organization. Involve both management and employees in this process to ensure everyone takes ownership of the change.
Experiment with flexible work models Implementing flexible working hours, remote work, and project-based collaboration can help build a more attractive employer brand. Test different models and evaluate what works best for your organization.
 Develop a modern leadership style The role of managers is changing: less control, more coaching, and facilitating leadership. Investing in leadership development and training can help ensure a smooth transition.

New Work as a competitive advantage

Dutch family businesses that adapt to new ways of working will not only strengthen their position in the labor market but also increase their agility and capacity for innovation. By combining a strategic approach with the unique strengths of family businesses—such as strong values, a long-term vision, and commitment—they can stand out in a rapidly changing economy.

Curious about how your organization can benefit from New Work? Contact Hans Jonkers for a strategic consultation and discover how we can create a future-proof work culture together.

HR trends 2025: 10 strategic initiatives for the future

hans.jonkers@kienbaum.nl (Hans Jonkers) — Tue, 28 Jan 2025 10:22:24 GMT

HR TRENDS 2025

10 HR Strategic Initiatives for the Future

The HR landscape continues to evolve at a rapid pace. While 2024 was marked by consolidation, restructuring, and the rise of AI, 2025 brings new challenges and opportunities. In this article, we share our vision of the key HR trends and present ten essential initiatives for a future-proof HR strategy.

The New Reality of HR in 2025

The world of work is undergoing profound changes. Companies face increasing cost and efficiency pressures, leading to strategic decisions about international production relocation. Meanwhile, rapid technological advancement, particularly in AI, is forcing organizations to fundamentally rethink their business models.

These developments are taking place against a backdrop of growing societal uncertainty. HR's role becomes even more crucial: not only in facilitating change but also in ensuring stability and cohesion within organizations.

Must-Haves: The Essential Pillars

1. Digital HR Transformation

A coherent digital strategy is no longer optional. HR must lead in implementing AI and automation, not only within its own function but as a catalyst for the entire organization.

2. Dynamic Workforce Planning

The era of static workforce planning is over. Modern HR departments work with flexible models that can quickly respond to changing business needs.

3. Lean Focus & Smart Shoring

Cost efficiency is central to modern HR strategy. By making smart use of international resources and Global Business Services, organizations can increase their impact.

4. Strategic Talent Management

Retaining and developing top talent becomes even more important. Organizations must excel in attracting and retaining high performers.

5. Agile Organization & Digital Experience

Agility is the new normal. This applies not only to project management but also to the digital experience HR provides to internal and external customers.

Should-Haves: The Reinforcing Elements

6. Workforce Competitiveness

A competitive workforce requires continuous development in four areas: skills, motivation, costs, and availability.

7. Global Talent Sourcing

The war for talent knows no borders. Organizations must broaden their horizons and tap into international talent to strengthen their innovation capacity.

8. Modern Employee Relations

Effective collaboration with employee representatives becomes more important than ever. Transparency and partnership are the key words here.

9. Future Workforce Design

Proactively thinking about the composition of the future workforce is essential for long-term success.

10. Data-Driven HR

A modern KPI dashboard enables HR to substantiate strategic decisions, predict developments and demonstrate added value to the organization.

What does this mean for your organization?

The challenges for HR in 2025 are significant but also offer opportunities for organizations that proactively respond to change. By implementing these ten strategic initiatives, organizations lay a solid foundation for future success. It is now up to HR professionals to lead this transition and shape the future of work.

Need help? We are here to support you. Feel free to contact me for further discussion! Hans Jonkers

Artificial intelligence and its impact on the HR function

hans.jonkers@kienbaum.nl (Hans Jonkers) — Mon, 09 Dec 2024 15:54:06 GMT

STUDY (GE) KIENBAUM & BPM

AI and Its Impact on the HR Function

HR is the driving force behind organizational success. The rise of generative AI presents unique opportunities while also introducing new challenges. To help our clients strategically leverage this technology, we conducted this study (GE) to explore how generative AI can enhance HR functions and elevate organizations to the next level.

This study offers our clients valuable insights into anticipating technological changes, identifying the required capabilities, and integrating AI into a future-proof HR strategy.

Key Focus Areas

HR Strategy and Innovation : How HR can drive business transformation with AI

AI for HR Professionals : Practical insights into implementing generative AI in HR

HR Transformation for Organizations : The long-term vision for HR in the AI era

Regulatory Compliance and AI : Balancing innovation with clear legal frameworks

AI Skills for HR Teams : Developing the competencies needed for successful adoption

We not only analyze the current maturity level and effective use of generative AI in HR but also explore how skills development, regulations, and ethics play a role in shaping its adoption. Additionally, we examine the potential of generative AI as a catalyst for change, positioning HR as a stronger strategic partner within organizations.

Stay ahead in the talent race by understanding what your employees truly want and need. Download the study now and equip your organization with the insights to attract and retain top talent in 2024 and beyond.

What does this mean for your organization?

With these insights, we aim to help our clients embrace generative AI strategically and create maximum impact. Feel free to contact me for further discussion! Hans Jonkers

How digital transformation succeeds with courageous leadership

hans.jonkers@kienbaum.nl (Hans Jonkers) — Tue, 22 Oct 2024 15:26:39 GMT

FIRST KIENBAUM BRAVE LEADERSHIP SESSION 2024

Success is more important than fear – How digital transformation succeeds through courageous leadership

In the first Kienbaum Brave Leadership Session entitled Success is more important than fear – How digital transformation succeeds through courageous leadership , everything revolved around exactly this aspect: How can managers shape the path to a successful future through courage in a world full of uncertainties? The discussions by Dr. Christoph Bauer (DuMont), Stephanie Wölfel (Ernsting ́s Family) and Oliver Schlodder (ista) and the findings of the event showed that the key to success lies in responsible and at the same time courageous leadership.

Brave Leadership Session: How Digital Transformation Succeeds with Courageous Leadership

In today’s world, shaped by rapid technological advancements, uncertainty, and the pressure for digital transformation, bold leadership is more essential than ever. The Brave Leadership Session showcased key insights and themes on how leaders can successfully lead organizations through digital transformation with courage and responsibility.

The Context of Digital Transformation

Businesses face significant pressure due to rapid technological changes. To keep up, they need not only innovation but also bold and value-oriented leadership. The constant state of flux requires leaders to create visions for the future while being courageous in navigating risks.

What does Brave Leadership mean?

Brave leadership is about daring to break patterns, making responsible decisions, and courageously taking calculated risks. In this context, courage is not about fearlessness, but about making informed decisions that involve some level of risk but promise great rewards. These leaders inspire teams and create new opportunities while embracing uncertainty.

A Leadership Gap

During the session, data from participants revealed a gap between the desire for courageous leadership and its actual practice. For example, while 72% of respondents believed courage was one of their most important leadership values, only 18% felt their leaders displayed it consistently. This gap suggests a need to better integrate bravery into everyday leadership practices.

Openness as a Foundation for Transformation

A key component of brave leadership is openness—whether to new ideas, technological advancements, or transformative initiatives. Openness is critical, particularly in navigating digital transformations that involve AI, automation, and other new technologies. Leaders must perceive these changes not as threats but as opportunities for growth.

The Role of Technology

Brave leaders use technology not just as a tool but as a transformative force. The integration of new technologies, such as AI and data analytics, should be viewed as a means to enhance decision-making and enable innovation. The session emphasized how technology serves as a foundation for business models that promote innovation and efficiency.

Transformation Demands More Than Strategy

While having a solid strategy is crucial, it alone is not enough. Transformation requires a culture that encourages responsible risk-taking and is willing to make bold decisions. The session revealed that organizations often have the strategy but lack the bravery to execute the necessary actions. Leaders need to instill confidence in their teams, encourage openness, and foster a culture that can adapt to change.

Summing up: Courage as a Key to Success

The Brave Leadership Session demonstrated that courage is indispensable for digital transformation. Companies that want to thrive in the future must ensure their leaders have the bravery to embrace risk, openness, and new technologies. By fostering a culture of innovation and resilience, organizations can navigate uncertainty and succeed in today’s complex world.

For more insights sign up for the next Brave Leadership session November 7th (GER) to follow conversations with Felicitas von Kyaw (CHRD, Vodafone), Katharina Hopp (Beirätin, Robert Bosch), Dr. Alexander von Preen (CEO, INTERSPORT), Michael Kümpfel (Vorstand Marketing, Sales & Customer, MEWA Textil-Service SE) and Tilman Au (CEO, diva-e Digital Value Excellence GmbH).

Leadership and talent management

hans.jonkers@kienbaum.nl (Hans Jonkers) — Mon, 14 Oct 2024 09:45:14 GMT

The Future of Manufacturing

Leadership and Talent Management

As the manufacturing landscape continues to evolve, the role of leadership and talent management becomes increasingly critical. In this second article of our three-part series, we will explore the importance of effective leadership and the strategies needed to attract, retain, and develop top talent in the manufacturing sector.

The Role of Effective Leadership

Effective leadership is the cornerstone of any successful organization. In the context of manufacturing, leaders must navigate complex challenges, drive innovation, and inspire their teams to achieve excellence. This requires a combination of strategic vision, adaptability, and strong communication skills. Leaders must be able to anticipate market trends, make informed decisions, and foster a culture of continuous improvement.

Attracting and Retaining Top Talent

The future of manufacturing depends on having the right talent in place. Attracting and retaining top talent requires a multifaceted approach. Companies must offer competitive compensation packages, provide opportunities for career growth, and create a positive work environment. Additionally, leaders should focus on building a strong employer brand and fostering a culture of well-being. A strong employer brand helps attract top talent by showcasing the company's values, mission, and commitment to employee satisfaction. A culture of well-being ensures that employees feel valued, supported, and motivated, leading to higher retention rates and overall productivity. The World Economic Forum emphasizes the importance of reskilling and upskilling the workforce to make manufacturing more exciting for new generations.

Developing Future Leaders

Investing in leadership development is essential for long-term success. Companies should implement robust training programs to develop the next generation of leaders. This includes providing mentorship opportunities, offering leadership workshops, and encouraging continuous learning. By nurturing talent from within, organizations can ensure a steady pipeline of capable leaders ready to take on future challenges.

Conclusion: What This Means for Top Leadership

For top leadership, the future of manufacturing demands a commitment to talent management and leadership development. Leaders must prioritize attracting and retaining top talent, building a strong employer brand, and fostering a culture of well-being. By doing so, they can build a resilient and innovative organization capable of thriving in a rapidly changing industry. Feel free to contact me for further discussion! Hans Jonkers

Embracing technological advancements

Thu, 10 Oct 2024 07:30:15 GMT

The Future of Manufacturing

Embracing Technological Advancements

As we stand on the brink of a new era in manufacturing, the landscape is rapidly evolving. Technological advancements, climate change, and geopolitical tensions are reshaping the global manufacturing sector. For leaders in this industry, staying ahead of these changes is crucial. In this first article of our three-part series, we will explore the future of manufacturing and what it demands from leadership.

Embracing Frontier Technologies

The future of manufacturing is being driven by frontier technologies such as artificial intelligence (AI), the Internet of Things (IoT), and advanced robotics. These technologies are revolutionizing production processes, enhancing efficiency, and reducing costs. Leaders must be proactive in adopting these innovations to stay competitive. This means investing in research and development, fostering a culture of innovation, and continuously upskilling the workforce to handle new technologies. According to the World Economic Forum, scaling the adoption of technology in a way that works for all is essential. This involves closer collaboration between companies and governments to tackle challenges posed by geopolitics, climate change, and the Fourth Industrial Revolution.

Sustainability and Eco-efficiency

Sustainability is no longer just a buzzword; it is a business imperative. Consumers are increasingly demanding environmentally responsible products, and companies that fail to meet these expectations risk losing market share. Leaders must prioritize sustainability by implementing eco-efficient practices, reducing waste, and minimizing their carbon footprint. This requires a strategic approach, integrating sustainability into the core business strategy, and collaborating with stakeholders to drive positive environmental impact.

Supply-chain Resilience

The COVID-19 pandemic highlighted the vulnerabilities in global supply chains. To survive future disruptions, leaders must build resilient supply chains that can adapt to changing circumstances. This involves diversifying suppliers, investing in digital supply-chain solutions, and enhancing transparency and traceability. By doing so, companies can ensure continuity of operations and maintain customer trust even in times of crisis.motional Stability, Stress Resistance, Adaptability • Profile: Leaders in PE-backed companies often work under intense pressure, making resilience a critical trait. They typically score high on stress tolerance, meaning they can maintain performance under stress, recover quickly from setbacks, and adapt to changing circumstances. High resilience is necessary for managing the high demands and potential volatility that come with PE investments.

Conclusion: What This Means for Top Leadership

For top leadership, the future of manufacturing demands a proactive and forward-thinking approach. Leaders must be willing to embrace change, invest in new technologies, and prioritize sustainability. Building resilient supply chains and fostering a culture of innovation are essential to staying competitive in this rapidly evolving landscape. By taking these steps, leaders can position their companies for long-term success and drive positive change in the industry.

Stay tuned for the next article in this series, where we will delve into the importance of leadership and talent management in the future of manufacturing. Feel free to contact me for further discussion! Hans Jonkers

Sustainability and eco-efficiency

hans.jonkers@kienbaum.nl (Hans Jonkers) — Thu, 10 Oct 2024 07:29:44 GMT

The Future of Manufacturing

Sustainability and Eco-efficiency

As we continue to explore the future of manufacturing, it is impossible to ignore the growing importance of sustainability and eco-efficiency. In this final article of our three-part series, we will delve into how these concepts are shaping the manufacturing industry and what they demand from leadership.

The Imperative of Sustainability

Implementing Eco-efficient Practices

The role of Innovation

Innovation plays a crucial role in driving sustainability and eco-efficiency. Leaders must encourage a culture of innovation where new ideas and technologies are embraced. This includes exploring renewable energy sources, developing sustainable products, and implementing circular economy principles. By staying at the forefront of innovation, companies can lead the way in sustainable manufacturing and set new industry standards.

Conclusion: What This Means for Top Leadership

For top leadership, the future of manufacturing demands a commitment to sustainability and eco-efficiency. Leaders must take a proactive approach to environmental responsibility, integrating sustainable practices into the core business strategy. By doing so, they can build a resilient and forward-thinking organization that not only meets consumer expectations but also contributes to a healthier planet.

Thank you for following this series on the future of manufacturing. Feel free to contact me for further discussion!

Hans Jonkers

Sustainability goes beyond ESG reporting

Thu, 12 Sep 2024 13:06:02 GMT

THE KEY TO LONGTERM VALUE CREATION

Embedding Sustainability in Your Organization

Our latest whitepaper provides in-depth insights into strengthening sustainability through organizational design . It covers how to assess the maturity of your sustainability efforts, leverage sustainability as a competitive advantage , and outlines the steps necessary for achieving long-term success.

Are you ready to transform your organization

and future-proof your business?

Beyond the content of the whitepaper, we share practical, internationally applicable learnings:

The fiduciary duty of leadership and sustainability are closely linked.
Sustainability is not a siloed operational task but involves a wide range of strategic and impactful decisions and implementations.
A company’s approach to understanding and integrating sustainability has a measurable effect on both its top and bottom line, in the short and long term.

This year, there has been a significant focus on compliance across Europe, with companies required to report under the CSRD. This is just the first step in realizing the transformative potential of this directive. The findings in this year's Deloitte Sustainability Action Report focus on publicly owned companies, which are generally ahead in meeting reporting requirements. The report highlights:

Companies are dedicating significant time and effort to reporting.
Data quality remains a major challenge.
Since 2022, there has been a notable increase in the appointment of Chief Sustainability Officers , the creation of dedicated ESG teams, and the rise in new ESG and Sustainability roles, along with investments in reporting capabilities.

From our discussions with clients and networks, we know that data availability is as challenging as data quality. The biggest hurdle, however, is finding and retaining the right talent at all levels. According to the global CSRD survey by PwC, 79% of companies in the Netherlands expect to be fully prepared to report in accordance with the CSRD within the required timeframe, putting Dutch companies far ahead of the global average. Notably, the engagement of Board members in CSRD implementation in the Netherlands also exceeds the international average.

The study emphasizes:

Overcoming initial challenges can lead to innovative insights .
Taking the first steps and gaining hands-on experience reduces apprehensions.
Starting early and building a strong team significantly improves the overall outcome for the business.

These points, though not surprising, are worth remembering as companies face daily challenges head-on.

We’re eager to hear your thoughts and perspectives on this topic. If you have any questions or need further information, please don’t hesitate to reach out. Elisabeth van Ebbenhorst Tengbergen

A typical psychometric profile for leadership

hans.jonkers@kienbaum.nl (Hans Jonkers) — Wed, 11 Sep 2024 09:30:01 GMT

Profiling PrivatE Equity (PE) Leaders

The Essential Psychometric Traits for Success

A typical psychometric profile for leadership in a Private Equity (PE) portfolio company would reflect a blend of traits that align with the high-pressure, results-oriented environment of PE-backed firms. Such leaders need to be dynamic, decisive, and resilient, with a strong focus on execution and value creation. Here’s how a psychometric profile might look:

1. High Achievement Orientation

Traits Ambition, Drive, Goal-Orientation • Profile: Leaders in PE-backed companies typically score high on achievement orientation. They are driven by results and have a strong desire to achieve challenging goals. This trait reflects their relentless focus on performance and value creation, which is critical in a PE environment where success is often measured by the ability to meet or exceed financial targets within a defined time frame.

2. Decisiveness

Traits Quick Decision-Making, Confidence, Assertiveness • Profile: Decisiveness is a key trait, as these leaders often need to make quick, high-stakes decisions. A high score in this area indicates a leader who is confident in their judgment, capable of making decisions rapidly, and willing to take calculated risks. This trait is essential for navigating the fast-paced, dynamic conditions typical of PE investments.

3. Resilience and Stress Tolerance

Traits Emotional Stability, Stress Resistance, Adaptability • Profile: Leaders in PE-backed companies often work under intense pressure, making resilience a critical trait. They typically score high on stress tolerance, meaning they can maintain performance under stress, recover quickly from setbacks, and adapt to changing circumstances. High resilience is necessary for managing the high demands and potential volatility that come with PE investments.

4. Strategic Thinking

Traits Big-Picture Orientation, Analytical Thinking, Vision • Profile: A strong strategic orientation is essential for identifying long-term opportunities and setting the company’s direction. Leaders typically exhibit high levels of analytical thinking and the ability to synthesize complex information into actionable strategies. They are visionary, capable of aligning short-term actions with long-term goals.

5. Execution Focus

Traits Results-Driven, Pragmatic, Detail-Oriented • Profile: While strategic vision is important, leaders in PE environments also need to be highly execution-focused. They score high on pragmatism and detail orientation, ensuring that strategic plans are translated into practical, actionable steps. This balance between vision and execution is critical in a PE context, where the ability to deliver results is paramount.

6. High Cognitive Ability

Traits Intelligence, Problem-Solving, Learning Agility • Profile: Leaders in PE-backed firms often demonstrate high cognitive ability, which reflects their capacity for problem-solving, quick learning, and handling complex tasks. This cognitive sharpness is crucial for navigating the multifaceted challenges these leaders face, from operational issues to strategic decisions.

7. Adaptability and Flexibility

Traits Openness to Change, Innovation, Agility • Profile: Given the dynamic nature of PE-backed companies, adaptability is a critical trait. Leaders typically show a high degree of flexibility and openness to change, allowing them to pivot strategies and operations in response to new information or changing market conditions. This agility is key to sustaining competitive advantage and responding to the evolving demands of the PE firm.

8. High Emotional Intelligence (EQ)

Traits Self-Awareness, Empathy, Interpersonal Skills • Profile: While financial and operational skills are critical, leaders must also possess high emotional intelligence. High EQ scores indicate that a leader is self-aware, empathetic, and skilled in managing relationships. This is essential for maintaining team morale, managing stakeholder relationships, and navigating the complex interpersonal dynamics that often accompany organizational change.

9. Risk Tolerance

Traits Calculated Risk-Taking, Comfort with Ambiguity, Boldness • Profile: Leaders in PE-backed companies often need to take calculated risks to achieve high returns. A moderate to high score in risk tolerance suggests a leader who is comfortable making bold decisions in uncertain environments. However, they balance this with an analytical approach to risk, ensuring that decisions are well-considered and aligned with the company’s strategic goals.

10. High Integrity and Ethical Standards

Traits Honesty, Accountability, Trustworthiness • Profile: Integrity is a non-negotiable trait, particularly in environments where financial and operational transparency is critical. Leaders with high scores in this area are perceived as trustworthy and accountable, ensuring that they lead their organizations ethically and maintain the trust of both the PE firm and other stakeholders.

11. Collaborative Leadership Style

Traits Team-Oriented, Influential, Collaborative • Profile: While decisiveness is important, PE firms also value leaders who can build and maintain strong teams. High scores in collaboration indicate that a leader is effective in working with others, fostering a sense of teamwork, and leveraging the strengths of their leadership team. This is crucial for aligning the organization with the strategic goals set by the PE firm.

12. Customer and Market Orientation

Traits Market Awareness, Customer Focus, External Perspective • Profile: Leaders in PE-backed companies need to maintain a strong external focus, understanding market trends, and customer needs. High scores in this area suggest a leader who is attuned to external factors that impact the business and can adapt strategies to meet market demands. This orientation is essential for driving growth and ensuring the company remains competitive.

Conclusion

As an executive search firm, our role is to identify and develop leaders who possess these profiles suited for a PE-backed company. The future will belong to those who are capable of combining strategic vision, operational expertise, resilience, and an unwavering focus on execution. These leaders are not only capable of driving significant value creation but also thrive in the high-pressure, dynamic environment that characterizes PE investments. By understanding and assessing these traits, Kienbaum can ensure they place the right leaders at the helm of the PE portfolio companies, driving success and delivering on their investment goals.

Looking forward to your thoughts and vision on this topic. If you have questions, please feel free to contact me.

Hans Jonkers

Essential leadership competencies

hans.jonkers@kienbaum.nl (Hans Jonkers) — Wed, 04 Sep 2024 09:00:00 GMT

IN THE AGE OF AI AND Robotics

Essential Leadership Competencies

As AI and robotics become increasingly integral to business operations, the competencies required of leaders are evolving. Traditional leadership skills such as strategic thinking and decision-making remain important, but they must now be complemented by a deeper understanding of technology, agility in navigating change, and an unwavering commitment to ethical considerations. Below are some of the key competencies that leaders will need to succeed in this new landscape:

1. Technological Acumen

Leaders in the age of AI and robotics must possess a solid understanding of these technologies—not necessarily as engineers, but as informed strategists. They need to grasp how AI and robotics can be leveraged to enhance their business operations, improve efficiency, and drive innovation. This includes understanding the potential and limitations of these technologies, as well as staying abreast of the latest developments and trends.

2. Change Management Expertise

The integration of AI and robotics will bring significant changes to organizational structures, processes, and cultures. Leaders must be skilled in change management, capable of guiding their teams through these transformations with clear communication, empathy, and a focus on long-term goals. This competency involves managing resistance to change, fostering a culture of continuous learning, and ensuring that the workforce is aligned with the new strategic direction.

3. Strategic Vision

In a rapidly changing technological landscape, leaders must have the ability to envision the future and set a strategic course that leverages AI and robotics to achieve business goals. This requires forward-thinking and the ability to anticipate market trends, identify new opportunities, and adapt business models to stay competitive. Strategic vision also involves making informed decisions about where and how to invest in technology to maximize returns.

4. Data-Driven Decision Making

AI and robotics generate vast amounts of data, and leaders must be adept at using this data to inform their decisions. This means not only understanding how to interpret data analytics but also fostering a culture where data-driven decision-making is prioritized. Leaders need to ensure that their organizations have the right tools and talent in place to harness the power of data effectively.

5. Ethical and Responsible Leadership

The deployment of AI and robotics raises significant ethical considerations, particularly regarding job displacement, privacy, and the potential for bias in AI algorithms. Leaders must be committed to ethical decision-making, ensuring that their use of technology aligns with societal values and promotes fairness. This competency involves being transparent about the impact of AI on the workforce, prioritizing retraining and reskilling initiatives, and upholding standards of accountability.

6. Innovation and Agility

In a world where technology evolves at a breakneck pace, leaders must cultivate a mindset of innovation and agility. They should encourage experimentation and be willing to pivot when necessary. This competency involves creating an environment where creativity thrives, and where failure is seen as a stepping stone to success. Agile leaders can quickly adapt to new information, technologies, and market conditions, ensuring their organizations remain resilient in the face of disruption.

7. Emotional Intelligence

As AI and robotics take on more routine tasks, the human aspects of leadership—such as emotional intelligence—become even more critical. Leaders must be able to connect with their teams, understand their concerns, and motivate them through periods of uncertainty. Emotional intelligence involves empathy, effective communication, and the ability to inspire trust and collaboration. This competency is crucial for maintaining employee morale and engagement during transitions.

8. Cross-Functional Collaboration

The successful integration of AI and robotics often requires collaboration across different functions within an organization, including IT, operations, HR, and marketing. Leaders must be skilled in fostering cross-functional teams, breaking down silos, and ensuring that all parts of the organization are working together towards common goals. This competency also involves being able to communicate effectively with both technical and non-technical stakeholders.

9. Cultural Competency and Inclusivity

As businesses become more global and diverse, leaders must be culturally competent and inclusive. This means understanding the diverse needs of a global workforce and ensuring that AI and robotics are deployed in ways that respect and leverage this diversity. Leaders should promote inclusivity in how they build teams, develop products, and engage with customers. This competency is vital for fostering innovation and ensuring that AI and robotics initiatives do not inadvertently reinforce existing biases or inequalities.

Preparing for the Future

In conclusion, the integration of AI with robotics will not only reshape industries but also redefine what it means to be a leader. The competencies outlined above are critical for navigating this transformation successfully. Leaders who can blend technological savvy with strategic vision, ethical responsibility, and emotional intelligence will be best positioned to guide their organizations through this era of unprecedented change.

As an executive search firm, our role is to identify and develop leaders who possess these competencies. The future will belong to those who are not only capable of leveraging AI and robotics to drive business success but who can also do so in a way that is responsible, inclusive, and forward-thinking. Our commitment is to help businesses find and nurture such leaders, ensuring they are equipped to thrive in this new technological era.

By embracing these competencies, leaders can turn the challenges of AI and robotics into opportunities, creating a future where both businesses and their employees can prosper.

Looking forward to your thoughts and vision on this topic. If you have questions please feel free to contact me.

Hans Jonkers

A transformative shift in the labor market

hans.jonkers@kienbaum.nl (Hans Jonkers) — Wed, 28 Aug 2024 08:45:00 GMT

The Integration of AI with Robotics

A Transformative Shift in the Labor Market

As a managing partner of an executive search firm in Europe, I have witnessed numerous technological shifts over the years, but few hold as much potential—and present as many challenges—as the integration of artificial intelligence (AI) with robotics. This powerful combination is set to revolutionize industries across the globe, ushering in changes that could replace human labor on an unprecedented scale.

The Rise of AI-Powered Robotics

AI and robotics have individually advanced by leaps and bounds in recent years. Robotics has evolved from simple, repetitive mechanical tasks to complex operations, and AI has matured into a sophisticated technology capable of learning, reasoning, and adapting. When these two forces are combined, the result is a new breed of autonomous systems that can perform tasks with a level of precision, efficiency, and speed that far surpasses human capabilities.

From manufacturing floors to logistics centers, from healthcare to retail, AI-powered robots are being deployed to handle tasks that were once the domain of human workers. These robots can work 24/7, don’t require breaks, and can be programmed to optimize their tasks continuously. As a result, businesses are increasingly looking to AI and robotics to cut costs, increase productivity, and maintain a competitive edge

The Impact on the Workforce

While the integration of AI and robotics presents clear benefits for businesses, it also raises significant concerns about the future of work. The potential for job displacement is real, and the scale at which it could occur is unprecedented. Jobs that involve routine tasks—such as assembly line work, data entry, or even certain customer service roles—are particularly vulnerable. However, even more complex jobs that require decision-making, pattern recognition, or creative problem-solving are not immune, as AI systems become more sophisticated.

This shift demands a proactive approach from businesses, policymakers, and the workforce itself. For companies, the focus should be on reskilling and upskilling their employees, preparing them for roles that AI and robotics cannot easily replicate. Governments and educational institutions must also play a crucial role in creating programs that equip workers with the skills needed in this new economy.

Opportunities in the AI and Robotics Era

While the transition may be challenging, it’s important to recognize the opportunities that AI and robotics present. The adoption of these technologies could lead to the creation of new jobs—particularly in fields such as AI development, robotics maintenance, and data analysis. Moreover, businesses that successfully integrate AI and robotics into their operations can unlock new efficiencies, innovate faster, and ultimately deliver more value to their customers.

For the workforce, this shift is an opportunity to move away from routine, monotonous tasks and toward more fulfilling, creative, and intellectually challenging work. It’s a chance to harness the power of AI to enhance human capabilities rather than replace them.

The Role of Executive Search Firms

In this rapidly changing landscape, executive search firms have a critical role to play. As businesses navigate the integration of AI and robotics, they will need leaders who understand these technologies and can drive their successful implementation. Identifying and recruiting such talent will be crucial for companies looking to stay ahead of the curve.

Moreover, as companies evolve, so too must their leadership teams. This means finding leaders who are not only technically adept but also have the vision and strategic thinking required to guide their organizations through this transformation. Executive search firms must adapt their strategies, leveraging data-driven approaches and deep industry insights to find the right leaders for this new era.

Conclusion

The integration of AI with robotics is not just a technological trend—it’s a transformative shift that will redefine the labor market. As we stand on the brink of this new era, it’s essential to approach these changes with a balanced perspective, recognizing both the challenges and the opportunities they present.

Businesses, policymakers, and workers must work together to ensure that the benefits of AI and robotics are realized while mitigating the potential downsides. With the right strategies in place, we can harness the power of these technologies to create a future where human creativity and innovation are enhanced, not replaced, by machines.

As leaders in executive search, we are committed to helping businesses find the talent they need to thrive in this rapidly evolving environment. The future of work is being shaped now, and together, we can ensure that it is a future where both technology and humanity flourish.

This article reflects the views and experiences of a managing partner at an executive search firm in Europe, focusing on the emerging trends and their implications for the future of work.

Feel free to contact me for further discussion! Hans Jonkers

Leadership driving for value creation

Wed, 21 Aug 2024 11:58:59 GMT

PRIVATE EQUITY

Leadership driving for value creation

Private Equity (PE) firms are highly focused on driving value creation in their portfolio companies, often within a defined investment horizon. Consequently, the leadership they seek for these companies is typically required to possess a specific set of skills and attributes that align with the firm’s strategic objectives. At Kienbaum we are focussed on finding and developing top talent which fit this ambition. Some of the key qualities and competencies we typically look for in the leadership of PE portfolio companies are:

1. Strategic Vision and Execution

Leaders in PE-backed companies must have a clear strategic vision that aligns with the PE firm’s goals. This includes the ability to identify growth opportunities, whether through market expansion, product innovation, or strategic acquisitions. Equally important is the ability to execute on this vision, turning strategy into actionable and measurable plans that deliver results within the investment period.

2. Financial Acumen

A deep understanding of financial management is essential for leaders in PE portfolio companies. PE firms seek executives who can manage the company’s finances with a sharp focus on cash flow, profitability, and return on investment. Leaders need to be proficient in financial modeling, budgeting, and forecasting, and must be able to communicate financial performance in a way that aligns with the PE firm’s expectations.

3. Growth Orientation

PE firms are typically looking for significant growth, whether organic or through mergers and acquisitions. Leaders need to be growth-oriented, with a proven ability to scale businesses. This includes driving revenue growth, expanding market share, and entering new markets. A strong leader in a PE-backed company will be someone who can capitalize on market opportunities and lead the company through rapid, often transformative growth.

4. Turnaround Experience

In many cases, PE firms invest in underperforming companies with the expectation of turning them around. Leaders who have experience in turnaround situations are highly valued. This involves not only stabilizing a struggling business but also putting it on a path to sustainable growth. The ability to make tough decisions, restructure operations, and instill a performance-driven culture is critical.

5. Change Management Capability

PE investments often bring significant change to a company, whether it’s a shift in strategy, restructuring, or the introduction of new systems and processes. Leaders must be skilled in change management, capable of guiding the organization through these transitions with minimal disruption. This includes managing employee expectations, maintaining morale, and ensuring that the changes are successfully implemented.

6. Decisiveness and Agility

The fast-paced nature of PE investments demands leaders who are decisive and can act with urgency. PE firms favor executives who are not only capable of making informed decisions quickly but who can also pivot and adapt when circumstances change. Agility in decision-making and execution is vital in environments where the clock is ticking on delivering returns.

7. Strong Leadership and Team Building

Effective leadership in a PE-backed company requires the ability to build and inspire a high-performing team. PE firms look for executives who can attract top talent, develop leadership teams, and foster a culture of accountability and performance. Strong leadership is also about aligning the team with the company’s strategic goals and ensuring everyone is working towards the same objectives.

8. Focus on Value Creation

PE firms are laser-focused on value creation, and they expect the same from the leaders of their portfolio companies. This means a relentless focus on initiatives that drive value—whether through operational improvements, revenue growth, cost management, or strategic investments. Leaders must be able to identify and prioritize opportunities that will increase the company’s value within the investment period.

9. Operational Excellence

PE firms prioritize leaders with a strong track record of operational efficiency. They look for executives who can optimize processes, reduce costs, and drive productivity improvements. The ability to execute on operational plans quickly and effectively is crucial, as PE firms often have a clear timeline for realizing value from their investments.

10. Stakeholder Management

Leaders in PE-backed companies must be adept at managing relationships with key stakeholders, including the PE firm itself, the board of directors, employees, customers, and suppliers. This requires strong communication skills, transparency, and the ability to balance the sometimes differing priorities of these groups. Leaders need to provide regular updates to the PE firm, demonstrate progress towards goals, and manage expectations effectively.

11. Cultural Fit with the PE Firm

Finally, cultural fit is an important consideration. PE firms often have a distinct way of operating and expect their portfolio company leaders to align with their approach. This includes a results-oriented mindset, a willingness to take calculated risks, and a commitment to delivering on agreed-upon metrics. Leaders who thrive in the high-pressure, performance-driven environment typical of PE-backed companies are those who align closely with the PE firm’s culture and values.

Conclusion

In summary, PE firms seek leaders who are not only capable of running a business but who can also drive significant value creation in a relatively short period. The ideal leader for a PE-backed company combines strategic vision with operational excellence, financial savvy with growth orientation, and the ability to manage change with the decisiveness needed to act quickly and effectively. Ultimately, the right leadership is crucial for turning a PE investment into a success story.

At Kienbaum we have the network and assessment tools to find, select and match the right candidate for PE portfolio companies. If you have questions please feel free to reach out to me. Hans Jonkers

Accelerating value maximization

Tue, 30 Apr 2024 15:28:01 GMT

Accelerating Value Maximization in Private Equity Portfolios

Comprehensive Approach to Acquiring, Holding, and Exiting Investments

Whitepaper

We offer a comprehensive range of key activities and solutions to address pain points and drive growth. Our services include due diligence, post-merger integration planning, optimizing organizational structures, and enhancing employee experiences. With a holistic approach, we aim to achieve maximum value in private equity portfolios. Whether it's building up the portfolio, maximizing value during the holding period, or preparing for optimal returns before exit, our expertise and strategies enable private equity firms to achieve their investment goals and accelerate value maximization.

People and organization in M&A due diligence

Tue, 30 Apr 2024 04:00:39 GMT

The overlooked value-drivers

People and organization in M&A due diligence

Whitepaper

While there has been a slowdown in the number and value of M&A deals in recent years, looking forward, we expect a ramp-up in market consolidation. Selling business units that are in distress, gaining access to new markets and customer groups, securing supply chains, and planning succession in family businesses are all expected to be key drivers for M&A in 2024.

Particularly in a cautious market environment, the strategic reasoning behind M&A becomes even more critical. Having a clear vision of the desired situation post-merger / post-transaction helps in assessing the most relevant and value-critical aspects to be considered during deal planning. To ensure your M&A avoids the most common pitfalls and your target outcome is successfully achieved, it is crucial that detailed and holistic due diligence is performed to identify risks and synergy potentials.

Two critical, yet often neglected aspects of the due diligence process are the people and organization. Even though these are not initially a focus of the financial and legal transaction, in many cases they are the true gatekeepers of value creation for the overall merger and integration.

Find out in this paper, why the success of M&A deals depends largely on people and organization dimensions.

Efficient organizations

Sun, 21 Apr 2024 09:34:32 GMT

Targeting today's organizational inefficiencies for tomorrow's success

An efficient organization acts beyond mere

cost-cutting

Whitepaper

Efficiency is a key value driver for long-term value maximization. Economic and geopolitical challenges force organizations to question their current business practices and adapt where needed to achieve their objectives as efficiently as possible. Barely influenceable dynamics such as increased energy prices and supply chain collapses highlight the importance of saving resources and reducing costs. Establishing efficiency is a top priority for the majority of C-Suites – as doing so improves their return on investment.

The common approach of reducing costs by 10-30% across the board seldom has a long-term impact. Organizations can be seen addressing the bottom line and focusing purely on visible costs: employee cuts and hiring freezes to reduce personnel expenses, the termination of vendor contracts to reduce infrastructure expenses, and the shifting of projects to the next fiscal year to re-duce budgets. Focusing on these types of cost reductions may promise short-term improvements. However, frequent experience in our customer engagements show that long-lasting efficiencies are found when organizational adaptations go beyond low-level cost improvements.

Instead of blindly cutting costs, it is essential to begin by gaining clarity on the substantial goals you want to achieve with your efficiency initiative. True efficiency improvements will only be realized when the actual causes of the inefficiencies are found. Is that the true objective you want to achieve, and do you want to line up with other successful organizations? In that case, top-level targets will not be adequate.

Find out in this paper how you can achieve increased efficiency beyond a mere focus on cost reductions.

Organizational transformation: building a better and stronger organization

Wed, 28 Feb 2024 04:59:37 GMT

Realigning with changing realities

Organizational Transformation: Building a Better and Stronger Organization

Whitepaper

In today's rapidly changing business landscape, organizations need to adapt and evolve to stay competitive. This requires a strategic approach to organizational transformation, which involves restructuring, separating, and expanding to align the organization towards value, sharpen the portfolio, and drive growth and profit.

We are specialized in helping organizations navigate these transformational journeys. With a focus on realigning with changing realities, we offer a range of services and expertise to build a better and stronger organization, solve current issues, and leverage growth and profit. Whether it's optimizing cost structures, divesting entities, acquiring organizations, or establishing joint ventures, our portfolio enables organizational transformation and sets the focus for value-add growth. Through organizational design, workforce management, and strategic planning, we align your organization for future-fit and sharpen your portfolio for maximum value.

Brave Leadership

Thu, 30 Nov 2023 14:20:05 GMT

Turning Potential to progress

Brave Leadership

Kienbaum Study

Companies are currently in a permanent transformation process. Above all, digitization, new work and a shortage of skilled workers and – most recently – the economic consequences of the war in Ukraine and the energy crisis are forcing organizations to change.

At Kienbaum, we are working intensively on how to master the multiple challenges of the new world of work. The key element here is courage. A crucial factor in promoting courage is leadership that is both strategic and ethical – Brave Leadership.

65% of managers see it as a challenge to find the balance between

market-oriented business goals and employee needs

In our current study, we deal with the question of what concrete influence Brave Leadership has on the success of transformations and what framework conditions an organization must create so that Brave Leadership becomes an integral part of a sustainable corporate culture.

The study also contains canvas models for your own reflection and concrete suggestions on how companies can implement a comprehensive Brave Leadership Transformation.

Salary forecast 2024

Fri, 01 Sep 2023 13:30:06 GMT

What does 2024 hold in store for us?

Salary Forecast

Insight into Future Compensation Strategies

Driven by inflation and a shortage of specialized talent, employers are feeling an increasing pressure to craft effective compensation structures to attract and retain top talent. The obvious question arises: will we witness more extraordinary salary increases?

Our Kienbaum Salary Development Forecast 2024 offers essential insights. Based on data from more than 800 companies across various sectors around the globe, this study unveils the key trends.

Last year, we witnessed notable dynamics in salary development in many places. Propelled by inflation and an ongoing labour market tightness, employees rightfully demanded higher wages. Employers faced the challenge of implementing market-driven adjustments and retaining top talent.

What does 2024 hold in store for us?

Our findings suggest significant salary increases once again, even when considering decreasing inflation. We also delve into the role of economic factors, geo-political developments and individual performance in these developments.

The study reveals a diversity of expectations across Europe, with price evolution remaining the primary influencing factor. From Brazil to Germany, from the Netherlands to Japan, the expected increases vary widely. In many countries, specialists and professionals can anticipate the most substantial raises.

Curious about what this means for your organization in 2024? Download and explore the Kienbaum Salary Development Forecast 2024 and prepare for the future of compensation.

Kienbaum Blog · Kienbaum NL

De shortlist is niet het probleem. Waar besluitvorming vastloopt in executive search - en wat wél werkt

De shortlist is niet het probleem. Waar besluitvorming vastloopt in executive search - en wat wél werkt.

Waarom dit in 2026 vooral een governancevraag is

Vroeg investeren loont meer dan later bijsturen

Waar besluitvorming vaak stokt: vier momenten

De echte onderscheidende factor: leverancier of procesbewaker?

Internationale Vrouwendag: CPB bevestigt quota-impact — norm of keuze? De diversiteitsparadox.

Internationale Vrouwendag: CPB bevestigt quota-impact - norm of keuze? De diversiteitsparadox.

Het quotum werkt, en het kost geen kwaliteit

Wat we eerder al zagen in Duitsland: bedrijven springen niet hoger dan ze moeten

De diversiteitsparadox: we willen vooruit, maar kiezen vaak voor ‘meer van hetzelfde’

Een korte zelftest: hoe divers bent u eigenlijk?

Wat leren we nu echt na 3 jaar quota in Nederland en 5 jaar eerder in Duitsland?

Executive search: de bottleneck zit vaak vóór én na de shortlist

﻿ Wat werkt wél

Tot slot

10 jaar Executive Search Code: van intentie naar impact

10 jaar Executive Search Code: van intentie naar impact

Wat de Executive Search Code vraagt (en waarom dat relevant blijft)

Waarom dit in 2026 vooral een governancevraag is

Waar het vaak stokt: niet bij intentie, maar bij ontwerp

Van intentie naar impact: drie verschuivingen die we herkennen

5 concrete stappen die het verschil maken

Wat dit betekent voor de keuze van een executive searchpartner

Hoe wij dit organiseren

Salary Forecast 2026

Progress Starts with Insight

Salary Growth: The Netherlands and Germany in Perspective

From Inflation to Performance: What Drives Pay Decisions Now

Transparency on the Horizon: The EU Equal Pay Directive

Strategic Rewards: From Insight to Impact

Want to Know More?

The Executive Perspective: Changing Expectations for Defence Industry Delivery

Changing Expectations for Defence Industry Delivery

Historical Acceptance of Delays in Defence Programmes

A Shift in Atmosphere: Mission-Critical Delivery and Public Scrutiny

Unprecedented Scaling - And Scepticism About Timely Delivery

Supply Chain Strains and the Risk of Overpromising

Consensus: Reforming Regulations and Procurement Processes

Embracing a Scalable, Automotive-Style Model

Conclusion: A Turning Point to Watch in Europe ﻿

AI Is revolutionizing product innovation and sustainability

AI Is Revolutionizing Product Innovation and Sustainability

﻿

AI Is Changing Building Materials: Why It Matters Now

From Predictive R&D to Circular Design: What Leaders Must Do

Interim Leaders as Catalysts for AI Driven Innovation

Turning Disruption into Opportunity with Interim Leadership

Sustainability in 2025: From Reporting to Relevance

Sustainability in 2025: from reporting to relevance

So, where are we now? And what matters most

for leadership and boards in mid-2025?

﻿

1. Compliance ≠ Strategy

2. Risk is no longer linear

3. Leadership tensions are rising

4. T he talent bottleneck is now strategic

5. The next phase is strategic integration , not just organizational design

The call for 2025: recalibrate and recommit

Three reasons why we recommend the interim route

Three reasons why we recommend the interim route

1. Ensuring continuity in times of sudden change

2. Leading transformation with objectivity

3. Guiding high-stakes strategic projects

The Kienbaum perspective

Emerging Dynamics in the Defence Industry: executive insights from the frontline of change

Emerging dynamics in the defence industry: executive insights from the frontline of change

1. Scaling at speed

2. Delivery timelines are being compressed

3. Capacity bottlenecks & internal competition

4. Networked delivery & extended ecosystems

5. Organisational inertia

6. Sustained growth outlook

7. Standardisation as a strategic lever

8. The talent challenge

Conclusion

Leading at a Distance: Core Competencies for the Virtual Leader

Leading at a distance: core competencies for the virtual leader

1. The challenge: performance in a virtual world

Wat werkt wél

Conclusion: A Turning Point to Watch in Europe

cost-cutting