Digitalisation affects every organisation, like it or not. Adaptation and transformation is essential. But how? By bringing in a ”digital” person with experience from one of the big tech companies? Probably not. To find the right person, you will need to look outside their CV.

Being a leader means dealing with people, interested parties and rapidly changing situations, often with conflicting agendas. It takes maturity to stay calm and acting constructively. More specifically, it takes social maturity.

Can the board of directors alone solve the issue of corporate sustainability? No, says Lena Bjurner, Head of HR and Sustainability director at Scandic Hotels Group. On the contrary, the best ideas are often found when you involve the entire organisation and focus on solving real-world problems.

In February, Alumni organised an event titled ’The role and responsibility of the board regarding sustainability’. One thing that the panel and all guests agreed upon was that sustainability needs to be addressed, and it’s urgent. The question is – how?

What makes some teams function better than others? How can you as a leader promote efficiency and creativity in your teams? One of the most important factors – some say the most important – is psychological safety.

The idea of digital transformation makes people tremble. It may feel elusive and even frightening. But it doesn’t have to be. By recruiting people with a digital DNA to your board, you can fill two needs with one deed: enhanced performance throughout your organisation and increased diversity.

The days of stable and predictable markets are long gone. One of many consequences is a change in leadership requirements. It’s no longer possible for a solitary, strong leader to have all the data to make informed decisions by themselves. Instead we depend on the diversity of expertise and perspectives that naturally comes from a dynamic group.

With the United Nations’ 2030 Sustainable Development Goals just a little more than a decade away, the time for addressing environmental issues and acting on them is now. It is astounding to learn that a majority of today’s organisations do not discuss environmental impact in the boardroom.

The Harvey Nash Tech Survey 2019 is out. From a leadership perspective, it’s packed with useful findings. It’s not all pleasant reading, but it just might help you improve. Since 2013, The Harvey Nash Tech Survey has dug deep into data of the tech sector.

In today’s ever-changing landscape, what does it take to be a successful leader? What has changed and what will change? Here are a few perspectives on the matter from five of Alumni’s senior partners.

What are the key attributes that matter most for leaders in a fast-changing, digital world? In some ways digital leadership does not differ a lot from change leadership, as it entails a great deal of driving change in behavior. In other ways it is a leadership facing challenges never before encountered, demanding an explorative mindset like never before.

In recent years we have observed an increasing frustration over the perceived imbalance between effort and reward within the board member community. To further understand this trend, we launched a research programme specifically targeting the issue, with the aim of understanding how much of a problem this is now – and how much it might become in the future.

Discussions of digitalisation today tends to be somewhere along the lines of: How can we use technology X or Y to disrupt our business? How will the outer, external factors and developments affect our inner core business & operations?

Do PE firms struggle to attract female board directors? Alumni's partner Catharina Mannerfelt shares insights and recommendations based on conversations with female board professionals.