The corporate dialogue relating to diversity and inclusion is relatively advanced, however, with the leadership ranks of the business world remaining predominantly white and male, it is important that we understand diversity holistically. Diversity in its truest sense is about so much more - it is not only about our inherent characteristics but also experiential and acquired differences.

Leadership or lack of it, can make or break an organisation and as such deserves to be a focus for all companies that are looking to get better at what they do. This article looks at how competent personality assessment coupled with business expertise will help to remove bias, avoid groupthink, and get the right character for the role.

When we think of diversity in the workplace, we tend to think of the surface level attributes of gender, race, and other protected characteristics. However, truly deep diversity is about the skills and perspectives distilled from experiencing different upbringings, cultures, educational systems and careers. Truly diverse teams can challenge company strategy, products and preconceived notions with their unique viewpoints.

Our working lives have been changing for a while now, but the emergence of the pandemic has accelerated these changes. Technology may have enabled us to keep our jobs but not without a potential social cost to our workplace interactions.

We interviewed Leif Johansson, Chairman of AstraZeneca, and well-known Swedish business executive, in May and here we share his thoughts on the role of a successful non-executive and leadership in times of crisis.

What are the immediate challenges facing organisations, what can they expect going forward, and how can we build the new normal that is in some parts already here? This report reflects insights on how organisations and their people have been affected by the Covid-19 pandemic, representing the views of many industries and different organisational sizes.

Thomas Hietto, deputy CEO at Caverion, is navigating the megatrends of sustainability and digitalisation of the buildings we live and work in, but also the whirlpool of a global pandemic. Thanks to decisive action and active leadership, Caverion has been able to manage the situation at hand remarkably well. In managing what Thomas calls the first phase of the pandemic and its effects, three distinct practices, all part of a longer-term development of Caverion leadership have played a crucial role.

The Coronavirus has had a huge impact on all organizations – big and small, international and domestic. Some are struggling seriously while some are continuing with their business pretty much as before. The key issue now is what makes companies operating in an open, global market successful. What gives them fuel to reinvent themselves? What gives them energy to evolve continuously?

Nedan har vi intervjuat några av de interims konsulter vi samarbetet med under åren. Här delar dem med sig av deras vardag, deras syn på ledarskap och interim management.

In a time when some businesses are forced into pivoting their models and processes, reorganising personnel and restructuring their organisations there is a need for solid advice and competent guidance to get things right. Åsa Lögdberg, Head of Interim at Alumni sees many companies turn to interim managers for help and expertise.

Not too long ago I had a chat with board professional and several times nominated most influential woman in Finland Maija-Liisa Friman. She shared her thoughts, experiences and advice for board work during COVID-19.

For us working in recruitment the CV remains an important piece of the puzzle to help match the right candidate to the right job. And for our clients, it's an opportunity to get a first introduction of potential candidates. So, for those who are actively looking for new challenges, or for those who want to be prepared when the recruiter comes calling - here are some tips!

In the wake of the Corona pandemic leaders are keen to see concrete examples of what works and what doesn’t to lessen the impact of this crisis. Alumni Consultant and Manager Malin Samuelsson recently caught up with Christian Carlsson, SVP HR at Gunnebo to find out more about how they are tackling this multifaceted crisis.

Alumni psychologist and leadership expert Johan Östlin shares practical advice on what company leaders can do to rally their teams and harness the positive attitudes that come out in people during a time of disruption.

With little research being made into the makeup of effective board room work, an ability to rely on first hand experiences and observations, as well as comparative data sources becomes vital in building a successful board.

We often talk about strategies having to be pivoted during times of disruption. But chaotic times can also create cracks in the fundament of a hard working team.

A recent MIT Sloan report shows digital competence within the board helps longterm success. The respondents consider innovation and strategy to be closely tied with digital savviness, both areas needed to survive. As we work with nominating committees to assess what they need and how to find it, we hear requests of digital experts but they often come up short when asked to define this need for their particular situation.

How does a specific viewpoint come to play in our perspective on the needs of the company? To understand this we reached out to our Nordic network and got 584 respondents to share their perspective on leadership.

Last week the top corporate decision makers of the Öresund region gathered for the annual Alumni Spring Summit to enjoy a networking lunch and panel discussion moderated by the Founding Partner and CEO of Alumni, Magnus Tegborg.

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.