Boards put great effort into recruiting the right CEO and far less into helping that CEO succeed once in post. Lars Navéus of Alumni Global argues that the board's work continues after the appointment: clear expectations, structured dialogue with the chair, support with the first priorities and, for a first-time CEO or a turnaround, an external sounding board.

Succession planning is no longer about replacing leaders; it is about ensuring future capability. At an Alumni Global panel moderated by Åza Skoog, Björn Axelsson of Sandvik, board chair Karin Eliasson, investor Sara Arildsson and psychologist Mattias Lowebrant of Alumni Global discussed how boards and leaders link succession to strategy, potential and culture.

Uncertainty is no longer an occasional challenge for leaders; it has become the leadership context. At Alumni Global's Öresund Spring Summit in Malmö, Anna Borg of Vattenfall, Mikael Bratt of Autoliv, board chair Malou Aamund and Björn Rosengren, former CEO of ABB, pointed to three answers: adaptable organisations, empowered people and a clear sense of purpose.

Across the Nordics, the CFO has moved to the centre of the organisation, but what that demands in practice has grown far beyond finance. A look at the integrator role now emerging.

Boards in 2026 face increased scrutiny and broader mandates. While oversight and compliance remain essential, boards must engage early, act holistically, and drive long-term value. What should they prioritise?

Leadership in 2026 is no longer linear. Five forces, from people-centred performance to AI identity, will define how Nordic leaders navigate the year.