Autor: Alexandra Ene

Categorii
Corporate

POV: Lista scurtă în procesele de executive search

Un shortlist bun nu e cel cu cele mai multe CV-uri.

În executive search, calitatea unei liste scurte nu este dată neapărat de numărul candidaților prezentați și nici de cât de impresionante sunt CV-urile acestora. Un shortlist bine construit trebuie, în primul rând, să ofere companiei opțiuni relevante și suficiente informații pentru a lua o decizie fundamentată.

Orice proces de căutare pornește de la un brief: nevoile de business, provocările rolului, experiența și competențele necesare, profilul de leadership dorit. Dar, oricât de bine ar fi definit la început, acest profil poate căpăta nuanțe pe parcursul procesului, pe măsură ce compania întâlnește candidați cu experiențe și perspective diferite.

De aceea, un shortlist nu trebuie să fie o colecție de profiluri aproape identice. Candidații pot îndeplini aceleași criterii esențiale, dar pot aduce lucruri diferite: unul cunoaște foarte bine industria și particularitățile pieței, altul are experiență în dezvoltarea unor operațiuni sau în gestionarea unor transformări organizaționale, iar un al treilea a demonstrat că poate construi și dezvolta echipe în contexte similare.

Uneori, diferențele sunt și mai subtile. Doi candidați pot avea experiențe profesionale comparabile, dar stiluri de leadership diferite sau motivații care îi fac mai potriviți pentru anumite contexte organizaționale.

Iar aceste diferențe contează atunci când compania trebuie să decidă nu doar cine poate îndeplini responsabilitățile rolului, ci și cine are cele mai bune premise să livreze rezultatele așteptate în contextul respectiv.

Aici intervine și rolul consultativ al partenerului de executive search: să ofere, dincolo de CV-uri, o evaluare argumentată a experienței, realizărilor, motivației și eventualelor limitări ale fiecărui profil, astfel încât compania să înțeleagă ce aduce fiecare candidat și unde pot exista riscuri sau compromisuri.

 

Acest articol a fost publicat inițial pe profilul de LinkedIn al Alexandrei Ene, Managing Partner, PFP Advisory.

Categorii
Candidates Corporate

NEWS: Alexandra Ene interview OBSERVATOR ANTENA 1

Technology has made our lives faster, more convenient, and more flexible than ever before, giving us access to tools that simplify everyday tasks, improve communication, and allow us to work more efficiently. Yet, despite all these advances and the time they are supposed to save us, many people find themselves increasingly overwhelmed, constantly connected, and struggling to maintain a reasonable balance between their professional and personal lives.

Our Managing Partner, Alexandra Ene, was recently invited to Antena 1’s Observator to discuss this paradox of modern working life and the growing challenges surrounding work-life balance.

The conversation focused primarily on the importance of establishing boundaries between professional and personal life, particularly when it comes to responding to emails, calls, and messages outside working hours. While there will always be situations that require flexibility or immediate attention, receiving a work-related message in the evening should not automatically create an obligation to respond. However, the discussion goes beyond communication outside working hours, raising broader questions about how technology has changed our expectations, why we increasingly associate being busy with being successful, and whether the efficiency we have gained is actually translating into a better quality of life.

The productivity paradox: We save time, only to fill it with more work

Over the past decades, technology has fundamentally changed the way we work, allowing us to complete in minutes tasks that once required hours, communicate instantly with colleagues and clients around the world, and access almost any information with very little effort. More recently, artificial intelligence has accelerated this transformation even further, helping us automate repetitive activities, analyse information, and complete certain tasks considerably faster than before.

In theory, these improvements should allow us to spend less time working or at least free up more time for activities that require creativity, judgement, and human interaction. In practice, however, much of the time we save seems to be immediately absorbed by additional responsibilities, more meetings, tighter deadlines, and growing expectations regarding how quickly we should respond or deliver results.

We have gained speed, but not necessarily more time for ourselves.

Artificial intelligence has the potential to take this paradox even further, and the real question is whether organisations will use the efficiency gains to create more sustainable ways of working or simply to raise expectations even further. Ultimately, the impact of technology on our working lives will depend not only on what these tools make possible, but also on how we choose to organise work.

The always-on culture: When does the working day really end?

One of the most significant changes brought about by digital technology is the gradual disappearance of clear boundaries between professional and personal life. Emails, messaging applications, and mobile phones make it possible for work to follow us almost everywhere, and even when we choose not to respond to messages outside working hours, we may continue thinking about unfinished tasks, upcoming deadlines, or problems that need to be addressed the following day.

According to Eurofound’s 2023 report, Right to disconnect: Implementation and impact at company level, more than 80% of the employees surveyed reported receiving work-related communications outside their contractual working hours during a typical week. The findings illustrate how easily professional availability can become an implicit expectation, even when nobody has formally required employees to remain connected outside their working hours.

This is particularly relevant in international organisations, where colleagues and clients frequently operate across different time zones. Someone working in another country may send an email during their normal business hours, without necessarily expecting an immediate answer from a colleague whose working day has already ended. The fact that a message has been sent does not, in itself, create an obligation to respond immediately.

Of course, different industries and professional roles come with different responsibilities, and there will always be situations in which genuine emergencies require immediate attention. What matters is establishing clear expectations rather than allowing permanent availability to become an unwritten rule.

Work-life balance is about more than working hours

When discussing work-life balance, we often focus on the number of hours people spend at work or whether they have flexible schedules. However, the intensity of work, constant interruptions, competing priorities, and growing volume of information we are expected to process can be just as exhausting as long working hours.

There is also an important difference between being physically away from work and being mentally disconnected from it. We may close our laptops at the end of the day while continuing to think about professional responsibilities, and by the time we are finally free, we may no longer have the energy to enjoy our personal lives.

Flexibility can certainly help, particularly by reducing commuting time and allowing people to organise their responsibilities more easily, but its real value depends on the autonomy employees have over their schedules and whether their personal time is respected. Being able to work from anywhere should not automatically mean being expected to work at any time.

At the same time, improving work-life balance cannot be the responsibility of employees alone. Individuals can establish boundaries and communicate their availability, but organisations also need to examine workloads, clarify priorities, and avoid rewarding constant availability as a sign of commitment. Performance and overwork are not synonymous, and being permanently busy does not necessarily mean being productive.

Have we forgotten how to do nothing?

Perhaps one of the more interesting aspects of modern exhaustion is that our tendency to remain constantly occupied does not necessarily end when we finish working.

We have become so accustomed to making efficient use of our time that we often apply the same approach to our personal lives, turning even our free time into something that needs to be planned and used productively. We feel that we should exercise, read, travel, socialise, develop new skills, and make the most of every available moment, while even short breaks are often filled with checking messages, reading the news, or scrolling through social media.

After spending most of the working day in front of a screen, we frequently turn to another screen to relax, moving from one source of information and stimulation to another. While these activities can certainly be enjoyable, they do not always provide the mental distance or sense of recovery we may need after an already demanding day.

Perhaps we have become so focused on making the most of our time that we have gradually lost some of our ability to simply enjoy it, without feeling the need to accomplish anything in particular.

Towards a more sustainable way of working and living

Technological progress has brought extraordinary improvements to our professional and personal lives, and the objective should certainly not be to reject these advances or romanticise the past. The challenge is to ensure that the benefits of progress translate into better working conditions and a higher quality of life, rather than simply creating new expectations that absorb every minute we manage to save.

For organisations, this requires a more thoughtful approach to productivity, one that values results without automatically equating performance with constant availability or excessive working hours. For individuals, it may involve establishing clearer boundaries, becoming more conscious of how we spend our attention, and accepting that rest does not need to be justified by how much we have accomplished beforehand.

Having free time in our calendars is not enough if we no longer have the energy, peace of mind, or mental availability to enjoy it.

Perhaps the next stage of progress should be measured not only by how much more we can accomplish in a day, but also by how much time and energy we manage to preserve for the rest of our lives.

Categorii
Corporate

NEWS: Alexandra Ene articol pentru BUSINESS MAGAZIN

O recrutare pentru o poziție de leadership nu se încheie odată cu semnarea contractului. De multe ori, adevărata provocare începe abia atunci, când noul lider trebuie să se adapteze organizației, să construiască relații de încredere și să livreze rezultatele așteptate.

De ce unii lideri cu experiență solidă și rezultate profesionale remarcabile nu reușesc să performeze într-un context nou? Și cât costă, în realitate, o recrutare care nu funcționează?

Într-un articol publicat în Business Magazin, Alexandra Ene, Managing Partner PFP Advisory, analizează factorii care pot contribui la eșecul unei recrutări executive în primele 12 luni, de la diferențele dintre așteptările inițiale și mandatul real, până la compatibilitatea culturală, autonomia decizională și provocările integrării în organizație.

Articolul abordează și costurile mai puțin vizibile ale unei recrutări nereușite: proiecte întârziate, oportunități de business pierdute, instabilitate în echipă și decizii strategice amânate.

Ideea centrală: succesul unei recrutări executive nu depinde doar de alegerea unui candidat competent, ci și de înțelegerea contextului organizațional și de crearea condițiilor în care noul lider poate performa.Coa

Citiți articolul integral în Business Magazin: https://www.businessmagazin.ro/opinii/alexandra-ene-pfp-advisory-de-ce-esueaza-unii-lideri-noi-in-primele-12-luni-si-cat-costa-cu-adevarat-o-recrutare-gresita-selectia-e-doar-primul-act-cel-mai-scump-risc-vine-dupa-semnarea-contractului-23198795

Categorii
Jobs

Senior Presales Consultant, Bucharest

We are looking for a Senior Presales Consultant in Bucharest for our client, a leading IT system integrator in Romania.

 

THE ROLE

The Retail Presales Consultant serves as the bridge between the retailer’s operational needs and the solution that the organization can deliver. He/She translates in-store requirements—such as checkout waiting times, losses, stock accuracy, cash handling, and rollouts across hundreds of locations—into functional architectures, technical proposals, and business cases. Additionally, the Presales Consultant coordinates in-store demonstrations and pilots, ensuring that everything discussed with the Sales and Business Development teams during the commercial phase can be successfully delivered by the product and delivery teams.

His/Her core responsibility is centered on ensuring the technical-functional quality of the proposed solution, the accuracy of estimated costs, and the feasibility of commitments made to the client.

Main responsibilities

  1. Solutioning and business analysis
  • Conducts client discovery sessions and documents complex workflows;
  • Defines the technical solution (software/hardware/services) and functional architecture, potentially replicable for large (multi-location) projects;
  • Builds solid business cases (ROI, TCO, inventory optimization, and cash handling).
  1. Commercial support, demos, and PoC
  • Provides technical support to sales teams throughout the entire commercial cycle through technical validation, presentations, workshops, demos, and Proof of Concept (PoC);
  • Defines with the main stakeholders the success criteria, deliverables, and scenarios for PoC.
  1. Bidding, RFP, and tenders
  • Prepares the drafting of technical proposals, specifications, and profitability estimations;
  • Coordinates responses for complex public (SEAP/SICAP) and private tenders, ensuring compliance.
  1. Interface with Product Management and Delivery
  • Aligns major client requirements with the product roadmap and technical feasibility;
  • Ensures a strategic handover to Project Management and Delivery teams at the kickoff of projects.
  1. Partnerships and portfolio development
  • Manages the technical and strategic relationship with manufacturers and suppliers of hardware and software solutions;
  • Develops new solutions and services to expand the organization’s commercial portfolio.
  1. Internal enablement and materials
  • Defines the client approach strategy and conducts internal demo/training sessions;
  • Collaborates with Marketing to establish key messaging and competitive differentiators for the solutions.

 

INTERNAL STRUCTURE

The future Presales Consultant will be part of the Commercial team, reporting directly to the Presales & Product Management Manager. The role will work closely with key internal teams, including Sales, Product Management, Delivery, Project Management, QA, Marketing, and Service.

 

THE CANDIDATE

Experience

  • Completed higher education – technical or economic profile, or equivalent through relevant experience;
  • Minimum 5 years of experience with retail solutions, acquired within an IT solutions integrator (presales, solution consulting, business analysis, product management, or IT solutions implementation) or within a retail organization (with exposure to complex IT solutions – IT, operations, stores, logistics);
  • Ability to understand an organization’s business processes and translate them into functional requirements;
  • Demonstrable experience in drafting structured documentation: analyses, specifications, tender books (RFP/RFIs), and technical proposals;
  • English language – advanced level, both written and conversational (technical documentation and interaction with international suppliers); another foreign language is a plus;
  • Strong presentation and interpersonal skills, including in front of a mixed audience (both business and IT);
  • Availability to travel approximately 20% of the time to client locations, stores and warehouses across Romania and the Republic of Moldova; Category B driving license required.

Mindset

  • Can-do attitude and self-learner;
  • Ability to bring structure and compile information in complex business cases;
  • Strong execution and follow-through;
  • Ability to develop and empower people. 

You are someone who:

  • Is ambitious, digital and tech savvy;
  • Communicates transparently and works well across functions, clients and partners;
  • Is curious about new technologies and product lines in the field;
  • Provides solutions in a structured way.

 

Why This Role:

  • High-visibility role – direct contribution to what is included or excluded from the retail portfolio and the company roadmap;
  • Clear ownership of a vertical: complete management of retail solutions, both owned and from international partners;
  • Hybrid work schedule, with flexibility based on client agendas;
  • Dedicated budget for training and certifications on solutions and technologies within the portfolio, as well as participation in industry events;
  • Salary package aligned with experience, plus standard Company benefits (medical insurance, meal vouchers, etc.);
  • An established Presales & Product Management team with clear governance processes—ensuring transparency on who decides what and based on which criteria.
Categorii
Candidates

POV: Recomandări pentru candidați

Sunt activă în recrutarea de poziții de top și middle management de aproape 10 ani și văd anumite greșeli care se repetă. Câteva recomandări pentru candidați, din situații pe care le întâlnesc destul de des:

– Salvați și trimiteți CV-ul cu numele vostru, nu „CV final”, „CV nou” sau „CV 2026”. Preferabil în .pdf, dar fără parolă sau blocat, ca să poată fi deschis și copiat ușor.
– Adresa de email de pe care trimiteți să fie profesională (fără pisicutza@ sau contul vecinului) și setați numele de afișare astfel încât să conțină numele vostru. Dacă v-ați schimbat numele după căsătorie, verificați dacă adresa mai poate fi asociată cu voi.
– Datele de contact să fie actualizate și ușor de găsit.
– Titlurile rolurilor să fie clare, nu doar denumiri interne din companie. Un mare plus când adăugați și industria în care activează companiile, nu avem cum să cunoaștem toți angajatorii din piață.
– Scrieți emailurile simplu și natural, în limba în care ați purta și o conversație cu persoana respectivă. Limba engleză este într-adevăr mai folosită în JD-uri și CV-uri, dar un mesaj sau email de la un român către un român nu are de ce să fie în altă limbă.
– Pe cât posibil, recomand să nu trimiteți texte generate integral de AI. Se recunosc și au început să sune toate la fel. Folosiți-l ca ajutor, dacă e cazul, dar lăsați mesajul să fie al vostru.
– LinkedIn-ul să fie actualizat și în linie cu CV-ul. Atenție ca perioadele de angajare să fie corecte și consecvente între platforme, neconcordanțele ridică semne de întrebare.
– Aplicați la roluri care au o legătură rezonabilă cu experiența voastră. Nu trebuie să bifați 100% din cerințe, dar când vedeți subliniat că o anumită experiență / competență este esențială pentru rol, țineți cont de acest lucru.
– Citiți descrierea rolului (și a companiei angajatoare, dacă o cunoașteți) înainte de interviu.
– Dacă ați confirmat un interviu și nu mai puteți ajunge, anunțați.
– Nu trimiteți același mesaj generic către 20 de recrutori, mai ales dacă suntem toți în TO sau CC 🫠.

 

Acest text a fost postat pe profilul de LinkedIn al Alexandrei Ene, Managing Partner PFP Advisory.

Categorii
Jobs

Operations Director, food production, Bucharest

We are looking for an Operations Director for one of our clients, an international company operating in the food production industry. The position is based in Bucharest.

THE ROLE

The Operations Director is responsible for the overall management and performance of the manufacturing operations, covering Production, Technical (Maintenance), and Supply Chain functions.

A key mandate of the role is to drive the further development and modernization of operations, improving efficiency and cost performance through process optimization, automation, Continuous Improvement, and stronger performance management. The Operations Director will play an important role in strengthening operational processes and KPIs and building a more structured, data-driven approach to plant management.

As a member of the local management team, the Operations Director contributes to the company’s strategic objectives and works closely with both local and Group functions.

Main responsibilities

  • Leading plant operations across Production, Technical/Maintenance and Supply Chain;
  • Improving operational efficiency, productivity and cost performance;
  • Overseeing production planning and execution and ensuring effective use of resources;
  • Coordinating Supply Chain activities, including planning, logistics and procurement;
  • Managing the operations budget and monitoring key operational and financial KPIs;
  • Driving Continuous Improvement and Lean initiatives across operations;
  • Identifying and implementing opportunities for process optimization, automation and operational modernization;
  • Overseeing operational investment and improvement projects;
  • Ensuring compliance with relevant quality, food safety and environmental standards;
  • Leading and developing the operational management team and strengthening accountability and performance;
  • Collaborating closely with local management and relevant Group functions.

 THE CANDIDATE

Requirements

  • Minimum 10 years of relevant professional experience in manufacturing operations, including experience in a similar leadership position within FMCG food;
  • Background in managing production operations and multidisciplinary operational teams;
  • Solid Supply Chain management experience, ideally with direct exposure to procurement and sourcing;
  • Proven track record of successfully implementing production optimization, automation, and efficiency improvement projects;
  • Strong knowledge and practical experience of Lean Manufacturing and Continuous Improvement methodologies;
  • Knowledge of relevant quality, environmental and food safety management systems;
  • Strong leadership skills, with the ability to develop teams and drive accountability;
  • Strategic and results-oriented mindset, combined with a structured and disciplined approach to execution;
  • Strong analytical, problem-solving and organizational skills;
  • University degree;
  • Fluency in English and Romanian.

 

Why This Role:

  • Broad operational leadership role with responsibility across key plant functions;
  • Opportunity to lead the transformation and modernization of operations, including process improvement, automation and Continuous Improvement;
  • Direct impact on operational performance, cost efficiency and the future development of the manufacturing organization.
Categorii
Jobs

Commercial Director, FMCG food, Bucharest

We are looking for a Commercial Director for one of our clients, an international company operating in the FMCG sector. The position is based in Bucharest.

 

THE ROLE

The Commercial Director will take responsibility for the local commercial agenda, covering sales, marketing, key account development, and commercial performance.

Operating within a lean local structure, the role combines  strategic responsibility with a high degree of hands-on involvement. It is therefore particularly suited to a commercially mature leader who is comfortable moving between strategy, key customer discussions, team coordination and direct execution.

This is a build-and-develop mandate, focused on driving profitable growth, strengthening key customer relationships and further developing the commercial function to support the Company’s growth objectives.

Main responsibilities

  • Defining and executing the commercial strategy in alignment with local and Group objectives;
  • Driving profitable growth and identifying new business opportunities across customers, channels and categories;
  • Managing and further developing strategic customer relationships, including leading key commercial negotiations;
  • Defining pricing and promotional strategies, with a strong focus on margins, profitability and sales mix;
  • Leading and coordinating the sales and marketing agenda;
  • Identifying market and category opportunities and supporting new product and business development initiatives;
  • Leading commercial planning, budgeting and forecasting and monitoring key commercial and financial performance indicators;
  • Monitoring market and competitive dynamics to support commercial decision-making;
  • Strengthening commercial processes, performance discipline and accountability;
  • Leading and aligning the commercial team towards the Company’s objectives.

 

THE CANDIDATE

Professional Profile

  • An FMCG professional, commercially driven and business-minded, with a strong focus on profitable growth;
  • Strategic and analytical, yet pragmatic and hands-on;
  • Entrepreneurial and opportunity-oriented;
  • A strong negotiator and relationship builder, comfortable engaging senior stakeholders;
  • Structured and performance-oriented, with the ability to bring discipline and accountability;
  • A credible and mature leader, able to manage team dynamics effectively;
  • Autonomous and comfortable operating within an international environment.

Requirements

  • Minimum 10 years of relevant FMCG commercial experience, primarily within Sales;
  • Background in the food sector;
  • Strong knowledge of the Romanian Modern Trade market and experience working with international key accounts;
  • Experience with HoReCa customers would be an advantage;
  • Proven experience in complex commercial negotiations;
  • Strong understanding of pricing, margins, profitability and P&L principles;
  • Experience with commercial planning, budgeting and forecasting;
  • Experience coordinating teams and operating across both strategic and operational levels;
  • Exposure to Trade Marketing and/or Marketing;
  • Fluent English and Romanian.
Categorii
Jobs

Chief Financial Officer, Oradea

We are looking for an experienced Chief Financial Officer in Romania for our client, a prominent company in the services sector located in Oradea, Bihor county.

 

THE ROLE

The future Chief Financial Officer (CFO) should be a highly organized professional with deep financial and accounting expertise, specifically gained within service-oriented or manufacturing environments. You must bring strong technical knowledge to the table and fully grasp the operational workflows specific to service and production companies. The ideal candidate blends hands-on financial-accounting experience with proven team leadership skills and is genuinely excited to take on the challenge of a large-scale project.

Main Responsibilities:

  • Drives the setup of the financial-accounting department and oversees the rollout of the core accounting system;
  • Takes full ownership of the quality, accuracy, and compliance of all financial-accounting activities;
  • Collaborates with executive management to design and implement financial policies, processes, and corporate strategies;
  • Aligns departmental strategies to effectively reach overall business and financial goals;
  • Leads, manages, and supports all team members within the department;
  • Ensures accurate, real-time logging of all financial data within the system software, making sure that the transactions and economic activities are properly reflected in financial terms;
  • Coordinates and oversees corporate billing, collections, payments, and procurement processes;
  • Manages physical and digital inventory records
  • Handles downloading, processing, and validating inventory data within the corporate system;
  • Organizes and coordinates a comprehensive, general inventory audit at least once a year;
  • Partners with HR to recruit, select, hire, and train financial department staff;
  • Prepares periodic internal and external financial reports for stakeholders;
  • Establishes and organizes a reliable physical and digital archive for financial-accounting documents;
  • Coordinates and provides direct support during internal or external financial audits and controlling actions.

 

INTERNAL STRUCTURE

The future CFO will report to the General Manager, will manage the finance and accounting department and will closely collaborate with other stakeholders, as needed. The position is based in Oradea, Bihor.

 

THE CANDIDATE

Requirements:

  • Higher education degree in Economics;
  • Specialized coursework in Accounting;
  • Certified Public Accountant (CPA) / ACCA studies represents a strong plus;
  • A minimum of 10 years of experience in the economic / financial-accounting field and at least 2 years of experience in a managerial or leadership position;
  • Deep, practical knowledge of financial and management accounting;
  • Experienced in building, mentoring, and managing teams, as well as designing clear workflows and procedures;
  • Proven track record in setting up and structuring accounting systems;
  • Fully proficient in modern accounting software;
  • Fluent in English and Romanian, both spoken and written.

 

Professional profile:

  • A mature, high-integrity professional who values and respects organizational rules;
  • Constant attention to monitoring changes in the industry legislation;
  • Rigorous, well-organized, consistent, and exceptionally detail-oriented;
  • Strong analytical and synthesis skills, with a natural eye for spotting potential business risks;
  • Highly intelligent, proactive, and creative when developing risk-management strategies;
  • Very adaptable and quick to pick up new digital tools and systems.
Categorii
Corporate

POV: “Vrem pe cineva care să aducă schimbarea”

Una dintre cerințele frecvente în recrutările de management este: „Vrem pe cineva care să schimbe lucrurile.” Și, de fiecare dată, încerc să înțeleg ce înseamnă concret. Pentru că e ușor să spui că vrei un om care să vină cu o perspectivă nouă, să eficientizeze, să pună ordine, să ridice standardele, să schimbe mentalități etc. Mai greu este când omul respectiv chiar începe să facă asta.

Când un nou manager pune sub semnul întrebării procese vechi, cere date în loc de „așa știm noi că funcționează”, schimbă responsabilități, cere accountability sau spune că anumite lucruri trebuie făcute complet diferit, schimbarea începe să devină inconfortabilă. Și atunci se vede, de fapt, câtă schimbare poate tolera organizația.

Am văzut situații în care companiile căutau explicit oameni cu experiență de transformare și change management, dar, pe măsură ce intram mai mult în profunzimea rolului, devenea clar că spațiul real de schimbare era destul de limitat.

Și de aceea cred că merită făcut un exercițiu înainte să înceapă recrutarea:
– Ce vrem concret să schimbe acest om?
– Ce nu suntem pregătiți să schimbăm?
– Ce decizii va putea lua singur, fără să treacă prin cinci aprobări?
– Și cine îl va susține când schimbarea va deveni inconfortabilă?

Răspunsurile schimbă profilul candidatului pe care ar trebui să îl căutăm, pentru că nu orice companie are nevoie de un lider transformațional. Uneori are nevoie de cineva care să optimizeze ceea ce există, alteori, de cineva care să construiască, iar, în alte situații, chiar de cineva care să vină și să zdruncine puțin lucrurile.

Practic, înainte să definim profilul omului care trebuie să producă schimbarea, ar trebui să definim cât de pregătită este organizația să o primească. Altfel, riscăm să recrutăm exact omul pe care l-am căutat și să descoperim, câteva luni mai târziu, că nu este cel pe care organizația îl poate susține.

 

Postare scrisă de Alexandra Ene, Managing Partner PFP Advisory, pentru LinkedIn 

Categorii
Corporate

NEWS: Cristina Popa-Bochiş articol pentru BUSINESS MAGAZIN

Creştere sau consolidare? Ce tip de CEO aleg companiile în 2026

Articol scris de Cristina Popa-Bochiş, Partner & Senior Consultant în cadrul PFP Advisory, pentru publicația Business Magazin.

 

În recrutarea unui CEO, provocarea reală nu este identificarea celui mai bun lider, ci a liderului potrivit pentru etapa în care se află organizația. În practică, multe mandate sunt construite ca un compromis între așteptări diferite ale acționarilor, boardului și managementului, ceea ce face dificilă definirea clară a profilului căutat.

Articolul explorează diferențele dintre CEO-ul orientat spre creștere și CEO-ul orientat spre consolidare, riscurile asociate fiecărei tipologii și motivele pentru care multe eșecuri de leadership nu sunt generate de lipsa de competență, ci de lipsa de potrivire între lider și contextul organizațional.

Într-un mediu economic tot mai volatil, companiile caută lideri cu un nivel ridicat de adaptabilitate (AQ – Adaptability Quotient), capabili să accelereze sau să încetinească organizația atunci când contextul o cere, fără a pierde direcția strategică.

Concluzia este una simplă: organizațiile care reușesc să își clarifice prioritățile, obiectivele și compromisurile înainte de a începe procesul de recrutare au șanse mult mai mari să identifice liderul potrivit și să construiască premisele unui nou capitol de succes.

Citește articolul complet aici – https://www.businessmagazin.ro/opinii/cristina-popa-bochis-partener-senior-consultant-in-cadrul-pfp-23142868