CTO vs. CIO vs. CDO – Who Do You Actually Need in 2026?
Understand the 2026 technology leadership pivot. Learn the differences between CTO, CIO, and CDO roles, and discover the best hiring strategy to drive EBITDA and AI innovation.
Key Success Factors in Business Transformation
Article by Łukasz Jadczak Partner | Executive Search C-suite wisdom, now in audio. Press play: Business transformation is no longer a one-time project, but a permanent element of how organizations operate if they want to remain competitive in an increasingly unpredictable environment. New technologies, rising customer expectations, and cost pressures mean that companies must not only keep up with change – but stay ahead of it. Although the word “transformation” often appears in executive presentations and annual reports, in practice only a handful of organizations are able to turn bold slogans into tangible results. So, what separates those who succeed from those who get stuck halfway? Based on two decades of experience in turnaround and change management projects, I’ve observed that success is not a matter of chance – it results from the combination of five key factors: a strong leadership mandate, a clear vision instead of a rigid strategy, authentic employee engagement, a long-term perspective, and experience gained on similar battlefields. In the following sections, we’ll examine each of these, showing why this configuration determines the success or failure of a business transformation. 1. The leader must have a genuine mandate for change Effective transformation happens when two key conditions are met: the organization has a mature, experienced leader on board – ideally someone with a strong personality who isn’t afraid of tough decisions and who combines both strategic and executional competencies. The second condition for success is full support from the supervisory board (or another real oversight body) and freedom to act and make decisions. One of my candidates, upon taking the CEO role of a manufacturing company facing a strategic turnaround, made it clear during his first meeting with my client: If this company is to navigate through the storm, I need people by my side who are not afraid to face the wind and the rain with me. That’s not a catchphrase – that’s a real foundation for a successful transformation. 2. A clear vision instead of a rigid strategy More and more often, I hear from clients that in a dynamic business environment, traditional long-term strategies are becoming obsolete. In my view, however, companies still need a clear, concrete vision of the future to help maintain direction during times of change. For example: the recently launched transformation of the Polish Post. Instead of clinging to outdated models, the new CEO formulated a simple goal: We are transforming from a traditional company into a digital courier-retail service platform. This kind of vision allows actions to be continuously adjusted without losing the overall direction. The lack of a rigid long-term strategy means the transformation leader doesn’t need to stick to a fixed 5–10 year plan, but can instead respond dynamically to a rapidly changing market within a clearly defined, flexible vision. 3. Employee engagement, leader engagement Even the best plan will fail if people don’t understand the purpose of the change or believe in it. In my view, the leader’s key role is to build trust and personally engage in the communication and change process. A hands-on approach still translates into effective execution. When people feel the leader is telling the truth – and backing it up with consistent behavior and personal commitment – they are more willing to accept even difficult decisions. They see someone who takes personal responsibility. This model also pulls people into the change process, encouraging them to take ownership from their own perspective. 4. Long-term perspective – transformation takes time It’s also crucial to understand that effective transformation doesn’t happen overnight. Many leaders expect quick results, but in my experience, true, deep change takes at least 2–3 years. The process of embedding a new organizational culture, building competencies, and instilling lasting business practices requires time, patience, and consistency. Clients who understand this timeline avoid disappointment over a lack of immediate results and are better equipped to manage expectations throughout the journey. 5. Experience In the projects I’ve had the pleasure of leading, the greatest successes came from leaders with prior experience in similar transformations – those who had already learned from their own mistakes and gathered best practices. Ideally, these individuals also began their careers in organizations with high management standards and strong organizational cultures. Such leaders already have proven tools, developed through years of practice, which makes them more effective in delivering even the most complex changes. Conclusion From my experience, business transformation is not a sprint but a marathon – built on five pillars: a strong and mature leadership mandate, a clear vision instead of a rigid strategy, authentic engagement of people, patient and consistent execution, and experience gained from previous transformations. Without this configuration, even the best ideas get bogged down in day-to-day reality. So before setting out on the path, we must ask ourselves a simple question: Is our organization truly ready for long-term transformation – or is it still hoping for a quick miracle? About the Author Łukasz Jadczak is a highly experienced Executive Search professional with nearly two decades of expertise. He is focused on supporting clients through complex change management and organizational transformation processes. 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Navigating ESG leadership: the role of CEOs in shaping sustainable business practices in Poland
Article by Rafał Boczkowski Executive Search Consultant C-suite wisdom, now in audio. Press play: As the global business landscape increasingly prioritizes sustainability and corporate responsibility, businesses in Poland are embracing environmental, social, and governance (ESG) initiatives into their strategies. Companies are recognizing the interconnectedness of these essential factors with their long-term success. But the actual change in this unique market lies within the Polish CEOs’ attitude. This article delves into their pivotal role in successfully driving practices, exploring the distinct opportunities and challenges they face within the unique context of the Polish region. ESG Leadership Landscape in Poland The landscape of corporate responsibility has shifted considerably. The environmental, social, and corporate governance factors (ESG) are no longer just peripheral concerns for companies. Today, they represent fundamental considerations for long-term success, attracting essential investments and mitigating potential future risk. With the global business landscape evolving towards prioritizing sustainability and corporate responsibility, Polish businesses face increasing pressure to comply and align their strategies. The reason behind this stems from several key drivers. The EU’s Green Deal and Taxonomy defines ambitious sustainability goals and activities. Corporate Sustainability Reporting Directive (CSRD) expands mandatory ESG reporting to large and medium-sized companies, driving greater transparency and accountability in the Polish market. Moreover, global investors increasingly prioritize sustainability factors, putting companies in Poland with strong ESG credentials at an advantage in attracting foreign capital. The ESG Challenges, Obstacles, and Opportunities in Poland Poland faces a significant challenge transitioning from coal dependence towards renewable energy. Embracing a green transition presents opportunities for modernization and economic diversification in various sectors, such as sustainable infrastructure and clean technologies. Implementing a robust ESG strategy is crucial for navigating this complex change and securing energy security. Moreover, accessing EU funds for sustainable projects requires firm commitments, incentivizing Polish companies to prioritize ESG implementation. However, Poland’s dependence on foreign energy sources and the ongoing war in Ukraine introduce uncertainties that can impact its energy security and ability to meet its sustainable goals. Each industry in the Polish market faces unique challenges. Agriculture needs solutions for soil health and water management, while manufacturing must reduce emissions and waste. The Critical Role of CEOs in Navigating the ESG Strategies in Poland In the dynamic Polish business environment, where sustainability practices are gaining prominence, CEOs play a vital role in navigating the ESG landscape. They stay at the forefront of shaping strategies that align with local regulations and market expectations, and ensure the companies’ compliance with regulations and thrive. They must recognize that strong ESG practices enhance brand reputation, investor confidence, and market competitiveness. Embedding sustainable principles within the corporate culture requires strong leadership communication, employee engagement, and a commitment to transparency. Moreover, Polish CEOs have to develop tailored ESG strategies that effectively address the specific sustainability issues relevant to their industries. CEOs’ actions require tailored strategies to address these diverse issues. They must implement numerous frameworks and methodologies to translate sustainable policies into concrete, data-driven actions. The lack of accurate solutions, which could lead to tangible performance-based processes and actions, significantly hinders their pursuit of ESG priorities. How Can Polish CEOs Lead their Organizations towards the ESG? The Polish CEO’s role in driving ESG extends beyond global best practices. They need to address specific challenges and opportunities within the local context. By understanding and responding to the unique dynamics of the Polish market, CEOs can effectively lead their organizations toward sustainable and responsible business practices by utilizing the following methods: 1. Setting a Clear ESG Strategy in the Polish Context Every CEO in Poland must be the driving force behind a company’s ESG strategy. This involves setting clear goals and objectives that align with the company’s mission and values, and with stakeholders’ expectations. The CEO must communicate the strategy to all employees, investors, and other stakeholders to ensure that everyone is aware of the company’s commitment and clearly understands how it will be achieved. 2. Showing Exemplary Leadership Beyond mere adherence to company policies, the CEO’s role in ESG implementation in Poland requires proactive leadership and visible commitment. This means adhering to the company’s policies and practices and actively promoting them at every turn. CEOs should set a powerful tone for the organization by advocating for sustainable practices. They, for example, can play a vital role in publicly endorsing and championing ESG initiatives at industry events, conferences, and media appearances or leading by example through personal choices, such as utilizing sustainable transportation. 3. Building a Strong ESG Leadership Culture in Polish Companies Understanding the nuances of Polish local work culture and workforce behavior is crucial for CEOs seeking to embed ESG principles in daily operations. Beyond mere awareness, proactive steps are needed to foster a genuine sustainability mindset among employees. Implementing tailored training programs that address local context and incentivizing integrating ESG considerations into all decision-making processes contribute to fostering a more sustainable mindset among employees Learn more about the latest trends in the labor market. Check out the following publications: Adapting to the future of work: A holistic approach to upskilling, reskilling and purpose-driven jobs Gen Z employees becoming managers: What can we expect? Create a resilient culture in times of uncertainty 4. Engaging Stakeholders in ESG Initiatives Collaborative engagement with stakeholders is critical to effective ESG implementation in Polish companies. Diverse perspectives help identify environmental and social risks and potential opportunities for sustainable innovation. Participating in industry groups and forums is valuable, but CEOs’ engagement needs to go further for true impact. They should meet with investors and customers and work closely with suppliers and partners to promote sustainable practices throughout the supply chain. 5. Overseeing ESG Performance in Polish Companies While complying with regulations is crucial, effective oversight ensures long-term success and unlocks opportunities for competitive advantage in the Polish market. This might involve developing key performance indicators (KPIs), reporting progress through sustainability reports and other communications channels, or assigning responsibilities within the board and management team to oversee ESG performance. The Future of ESG Leadership in Poland Prioritizing ESG in
Developing and Retaining Top Talent in the UK
Article by Alicja Jaworska Executive Search Consultant C-suite wisdom, now in audio. Press play: In the rapidly evolving business landscape of the United Kingdom, the importance of developing and retaining top talent cannot be overstated. According to recent findings, 45% of HR leaders in the UK prioritize building employees’ skills as their top concern. In this article, we delve into the specific benefits that cultivating and retaining top talent brings to UK organizations. Benefits of Developing and Retaining Top Talent in the UK A crucial advantage of nurturing and retaining top talent in the UK is the ability to innovate and adapt swiftly to change. Organizations investing in the growth and development of their employees foster a culture of innovation and creativity. This empowers UK-based employees to take risks, explore new ideas, and drive change. Not only does this keep organizations ahead of the curve, but it also enhances employee engagement, job satisfaction, and retention. Picture a scenario where employees in a London boardroom collaborate seamlessly, embodying the theme of retaining top talent. Furthermore, developing and retaining top talent in the UK contributes to building a robust employer brand. Engaged and motivated employees who feel supported in their career development are more likely to speak positively about their experiences. This positive narrative helps UK organizations attract top talent, solidify their reputation as an employer of choice, and foster a positive workplace culture aligned with current UK labor market trends. Learn more about the latest trends in the labor market. Check out the following publications: Reducing Turnover and Associated Costs in the UK In the UK business context, developing and retaining top talent is instrumental for organizations to reduce turnover and associated costs. Employees who feel valued and supported are more likely to stay for the long term, diminishing recruitment, hiring, and training costs. This commitment also promotes consistency and stability, minimizing disruptions to business operations and allowing UK organizations to concentrate on growth and innovation. Why Retaining Top Talent is Crucial in the UK? Retaining top talent in the UK is more important than ever due to specific challenges and opportunities unique to this region. UK organizations must prioritize ongoing learning and career development to address evolving workforce dynamics and ensure that their employees remain competitive in the ever-changing business landscape. Strategies for Thriving in the Competitive UK Business Environment Navigating the competitive business landscape of the United Kingdom demands strategic approaches that go beyond traditional talent development. To truly thrive, organizations must tailor their strategies to the unique dynamics of the UK business environment. Here are key strategies for developing and retaining top talent in the UK: Customized Learning and Development Programs Design learning and development initiatives that align with the specific skill demands of the UK market. Consider incorporating industry-specific training modules and certifications that resonate with the evolving needs of the local business landscape. Flexible Work Arrangements Recognize the importance of flexibility in the UK work culture. Offering flexible work arrangements, such as remote work options or flexible scheduling, not only enhances employee satisfaction but also aligns with the changing expectations of the UK workforce. Promoting Diversity, Equity, and Inclusion (DEI) Embrace diversity, equity, and inclusion as integral components of your organizational culture. Implement policies and practices that foster an inclusive work environment, ensuring that all employees feel valued and empowered to contribute their unique skills and perspectives. Effective Communication Channels Establish open communication channels that facilitate transparent dialogue between leadership and employees. In the UK business context, promoting a culture of openness and regular communication enhances trust and ensures that employees are well-informed about organizational goals and developments. Mentoring and Coaching Programs Implement mentoring and coaching programs tailored to the professional aspirations of employees in the UK. Providing personalized guidance fosters a supportive environment and helps employees navigate their career paths within the organization. Clear Career Paths and Advancement Opportunities Define clear career paths and advancement opportunities within the organization. In the UK, employees are more likely to stay engaged and committed when they see a tangible path for career progression. Regularly communicate and celebrate career milestones to reinforce a sense of achievement. Employee Resource Groups (ERGs) and Support Networks Establish Employee Resource Groups (ERGs) and support networks that cater to the diverse needs and interests of your workforce in the UK. These groups provide a platform for employees to connect, share experiences, and contribute to a more inclusive workplace culture. Continuous Feedback and Recognition Implement a robust system for continuous feedback and recognition. In the UK business environment, acknowledging and rewarding employee contributions fosters a positive work culture and reinforces the value placed on individual efforts. Elevating Your Organization in the UK Business Landscape In the dynamic and fiercely competitive business arena of the United Kingdom, the success of any organization hinges on its ability to develop and retain top talent. By embracing tailored strategies that align with the unique characteristics of the UK business environment—such as customized learning programs, flexible work arrangements, a commitment to diversity and inclusion, and effective communication channels—organizations can not only thrive but also stand out as employers of choice. In fostering a culture of continuous learning, career development, and employee engagement, businesses can attract, develop, and retain the most talented individuals. This approach not only propels innovation and growth but also fortifies the organization’s standing as a leader in the UK market. As the landscape evolves, the proactive pursuit of these strategies ensures that your organization not only keeps pace but emerges as a trailblazer in the competitive and ever-evolving UK business environment. About the author Alicja Jaworska, Partner Chair & NED at Neumann Executive, brings extensive experience in executive search, interim management, and the pharmaceutical industry. As a trusted advisor, Alicja fosters organizational transformation and offers strategic guidance in boardroom discussions. With a commitment to ethical practices and a knack for talent identification, Alicja excels in board leadership roles, driving business opportunities while managing risk. Thank you for your interest in our executive search solutions. We are
Strategic role of HR in private equity
Article by Lumir Meloun Executive Search Consultant C-suite wisdom, now in audio. Press play: While many private equity (PE) investors are quite optimistic about the year 2024, the current challenging geopolitical situation, coupled with slow economic activity and tight credit markets, undeniably exerts pressure on the entire industry. This situation intensifies the pressure on PE firms to refine their current investments and maximize their value. According to a research project by Harvard Business Review, the leadership of portfolio companies (portcos) has a 10 to 15% impact on financial performance and a 25 to 30% impact on market valuation. In essence, talent emerges as one of the most crucial assets for private equity firms in creating value for their acquired companies. This trend is gradually overshadowing proprietary deal flow and financial engineering. Given these circumstances, the role of Human Resources (HR) in private equity becomes pivotal. Despite this, we still observe many portcos where the HR function remains transactional and, unfortunately, does not adopt the strategic scope we anticipate. At the very least, we would expect the following strategic competencies: 1. Getting the best talent on board Time is of the essence in private equity, but… For a PE firm, it is crucial to assemble the right team before completing the acquisition process. When executive search is involved, HR professionals often face a common challenge. Both portco and PE executives may, at times, emphasize the urgency of time, pushing HR to take shortcuts, such as hiring based on personal connections or past success stories. This can prove to be a costly approach. Each acquisition unfolds under unique market conditions, and each portfolio company confronts distinct challenges—no story can be replicated. The only correct approach is to conduct a thorough executive search supported by an extensive list of target companies, including already recommended candidates. Even after the top management of a portco is hired and settled, the active role of HR persists. According to data from AlixPartners, 73% of CEOs are likely to be replaced during the entire investment life cycle, and even 30% of replacements will be replaced. These alarming numbers apply similarly to other executive positions. This places special stress on HR professionals to continually observe the market and benchmark internal candidates against the best external ones. The most efficient way to do so is through talent mapping, often provided externally by most executive search firms. 2. Retaining and motivating top talent Without a doubt, one of the primary tools for retaining, motivating, and attracting key individuals in portcos is the executive package. Quality packages typically include two or three percent equity, and this percentage may increase based on the seniority of selected executives. The HR professional must ensure that packages, even those with little or no equity, are supplemented with other meaningful incentives to maintain the loyalty and motivation of key talent. In addition to enticing executive packages, HR should also play a pivotal role in creating and managing other tools to retain and motivate key talents. These may include, for instance, clear communication of the company’s vision, employer branding, or hybrid working models, just to name a few. Learn more about the latest trends in the labor market. Check out the following publications: 3. Integrating different cultures Culture is key to success (and failure) in private equity deals… When a PE firm acquires a company, it usually has a significant impact on the portco culture. The encounter of two different cultures can be fatal for the entire deal. While PE professionals excel in numbers and deal structuring, they often lack excellence in people skills. Their financially focused, change management, or time-pressing attitudes can create significant stress for portco management, easily destabilizing the whole team and hampering its productivity. The situation may worsen if the portco CEO or CFO also comes from the PE industry. This is where the crucial role of HR executives comes into play. With strong support from other top executives, they need to integrate both cultures and smooth out sharp edges as quickly as possible. Cultural fluency, involving consideration of the other person’s perspective, is key. This can be achieved by deploying various tools such as continuous communication of the company mission and objectives, introducing a new organizational structure, conducting workshops and team-building events, fostering employee engagement, etc. However, the most important tool for each stakeholder involved is mutual respect and humility. Conclusion: Value creation in private equity occurs through various mechanisms, but ultimately, it is driven by people. Every PE firm, especially in middle-sized and larger portcos, should appoint a strategic HR executive with a broad mandate (but at least at the minimum scope mentioned above) and a sufficient budget, as this can significantly increase the company’s value more than anything else. About the author Lumir Meloun is an executive search professional with over three decades of experience and a proven track record in top management positions across diverse industries. His expertise is concentrated in the private equity and financial services sectors in continental Europe and the UK, with a particular emphasis on the CEE region. Thank you for your interest in our executive search solutions. We are here to help you build your leadership team. Contact us for more details Connect with us
