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We are a premier Czech-Slovak consulting group with strong ties to Austria. Over the past 30 years, we have become one of the best-known and most frequently recommended one-stop-shop Central European boutique consultancies with global reach delivering complex Strategic Leadership, Management and Public Policy services.
Through our consulting teams active within global partnerships and networks we manage to keep a finger on the pulse of latest developments and thus offer proven experience combined with innovative expertise in and beyond the central European region.
We have many clients including international companies, Czech and Slovak companies, investors, private holdings, family businesses, as well as the public and non-profit sector. Our consulting teams are committed to creating mutually beneficial partnerships and building long-term relationships.
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Through our consulting teams active within global partnerships and networks we manage to keep a finger on the pulse of latest developments and thus offer proven experience combined with innovative expertise in and beyond the central European region.
We have many clients including international companies, Czech and Slovak companies, investors, private holdings, family businesses, as well as the public and non-profit sector. Our consulting teams are committed to creating mutually beneficial partnerships and building long-term relationships.
Read more >>
Articles & Studies
Family business does (or not) stay in the family
2.12.2014
The advisory and analytical institute European Public Policy Partnership (EPPP) in cooperation with consulting company Amrop and Slovak Business Agency has carried out qualitative research among Slovak family businesses. Its research results summarized into a study Family business does (or not) stay in the family. The aim of the study is to open discussion about family business problems, legislative shortcommings related to family business as well as in the area of internal setting up of the family in favour of the family business.
Welcome to the Flight Deck
15.11.2014
This report – an Amrop and IMD global study – is your personal invitation to enter the Flight Deck of today´s globalizing mid-caps. To hear what C-suite leaders are confidentially revealing – in their own words. It is a deep exploration of the world globalizing mid-caps. Based on 83 in-person interviews with C-suite leaders from every continent, at top levels. Our focus – the human element (Talent Management, Culture and its implications for performance and Board Governance).
Attracting young people is not enough, they must feel the chance
20.10.2014
Although the labor supply considerably outweighs the demand in the labor market, many employers are extending to the fresh graduates when filling the vacant positions. And so they do it more often than a few years ago. It must be said openly that the beginners are cheaper than skilled tirailleurs / warhorses with years of practice. This applies despite there should be something to invest in the upcoming generation – money, time and also energy. As Martin Krekáč, President of EPPP and Chairman of Jenewein Group confirms – this investment usually goes worth…
Mobile Payments – New Market, New Leaders
3.9.2014
Already changing the lives of millions, the concept of Mobile Payments is high on the list of the strategic agenda of companies in multiple sectors, impacting people’s daily lives as consumers and professionals and leading to profound change in a wide spectrum of organizations. Our article, examining the main developments of Mobile Payments and its talent implications, draws upon Amrop interviews with twelve top Managers in the field.
The CEOs rather care of their career than the prosperity of the company and the employee
18.6.2014
The bosses of large companies are more worried about their career than the prosperity of their own company. Up to 81% of 160 surveyed CEOs in a global survey of the Association of Executive Search Consultants (AESC) said that they rather make the biggest concern from their future position than current position. According to AESC President Peter Felix, fearing of being non-innovative, avoiding and preventing the career stagnation or providing jobs for their employees belong to the next place on the imaginary list of career priorities.
Family companies and their place in business
Mario Fondati, Partner, Amrop Slovakia
7.5.2014
Up to 82% of small and medium enterprises in Slovakia are family companies. Their professional support has distinct advantages for all stakeholders and it would be undoubtedly useful for the State. To find more fact, arguments and ideas on the topic you can read an article by Mario Fondati, partner at consulting company Amrop Slovakia.
I follow two challenges: client satisfaction and personal development
Jana Hyžová, Media & Public Relations, Jenewein Group
7.5.2014
Short interview with Tomáš Bereta about his studies, carrier plans, challenges as well as current work as a Public Affairs Consultant in Fipra Slovakia prepared exclusively for the section Naši ľudia (Our people) and JeneweinQuarterlyNEWSletter.
Entrepreneurism as a personal program
Martin Krekáč, Chairman a Senior Partner, Jenewein Group
7.5.2014
Martin Krekáč, chairman and senior partner of Jenewein Group talks about an entrepreneurial mindset which is by him considered as the ability to change ideas into actions and cope with new and unexpected challenges and also adapt to changed circumstances.
2013 Search industry revenues up but volume down
7.5.2014
Annual report shows growth in retained Executive Search and Leadership Consulting revenues, but a declining number of assignments.
The Courage to Change: Enhancing CEO Succession Through Stronger Board Leadership
5.5.2014
It has become nearly impossible for boards and their directors to deny the importance of effective succession plans for their CEOs. The topic has been studied, researched, surveyed and case-studied to death. All this work has arrived at the same conclusion: succession management is a critical contributor to business success. It certainly makes you wonder why, in the face of so much data, analysis and consensus, so many boards are still struggling with succession?
