Polytrauma and survival mode: sustainable leadership has never been harder – or more critical.
James Bond and his Aston Martin. Herbie the Volkswagen Beetle. Miami Vice and the Chevrolet. For many countries, the automotive industry has historically been an economic mainstay – a hub of aspiration, innovation and production. A national flagship.
The sector’s current woes – and its battle between profitability and sustainability - illustrate the disruption caused by global market shifts and geopolitics.
But no industry is exempt. Does sustainability have a place in a world like this?
A core duty
Based on their executive search and board advisory practice, senior Amrop Partners argue that it remains a core leadership duty.
More than ESG measures, sustainability means uniting short-term interests with a long-term vision. Meeting present needs without compromising future generations.
As AI reshapes decision-making and societal expectations intensify, leaders must elevate ‘smart intelligence’ to ‘wise judgment’.
Not in spite of the current turbulence, but because of it.
No leader can ever be flawless. But the journey to wise and purposeful leadership is just as important as the destination. Such executives and NED’s strive to build organizations that can not only weather adversity, but thrive.
These are the role models who carry business and society forward.
Preety Kumar is the Managing Partner of Amrop in India. “Every two to three years something new happens: COVID, war, another economic cycle. Rising populism is redefining globalization, and leaders will need wise judgement to understand how their decisions impact sustainability.”
But sustainability cannot be a side order. Beyond ESG measures, “it must be hardwired into a company’s purpose, business model, operating principles, performance metrics. It is internalized, with a huge external impact on reputation and quality.”
Sandra Schrögenauer, Managing Partner of Amrop Austria, agrees. “A holistic, long-term approach requires integrating sustainability, rather than treating it as a standalone agenda. The focus is on remaining relevant, legitimate, and adaptable. Business resilience and individual leadership maturity are central. The transformation we human beings are undergoing places a premium on core emotional resources: self-awareness, reflection, the ability to see the broader context, assess a threat, and determine a response.”
A whole new level of uncertainty
Of course, the current wave of disruption is not the first, says Fredy Hausammann, Amrop’s Global Chair. But this situation is different. “It’s a toxic cocktail. One crisis is chasing the next. After COVID, we thought it was all over, then one war came, then the next. 6 years on, COVID has left visible marks and wounds.”
Igor Šulik, Managing Partner, Amrop Slovakia, agrees. “We are in a global multi‑crisis. For many companies, the priority is to survive. Many are becoming outdated or obsolete.”
Amrop Partners meet top leaders on a daily basis. Many are currently in survival mode. This is pushing a short-term focus, warns Sandra Schrögenauer. “Everyone wants to do what’s best until the market cools and shareholders yell about quarterly targets,” says Victor Reis, a Partner with Amrop in Sweden. “Fear causes bad decisions.”
“When survival is at stake, people forget about long‑term ideals,” warns Jimmy Chen, Managing Partner of Amrop in China. “In the long run, wise leadership becomes even more important.”
Unsurprisingly, fear is rife. “It is one of the most powerful drivers,” says Victor Reis, a licensed psychologist. Job insecurity is widespread. But the malaise goes deeper still, as the rise of AI leads people to question their role in society, says Sandra Schrögenauer.
“Media amplifies this fear with constant images of conflict, crisis, and AI-driven disruption. Everything feels like it’s trembling. There is a split between leaders who are courageous, visionary, open to learning. Between those who see AI, for example, as an opportunity, and those who only see a threat.”
Victor Reis understands their concerns. “AI delivers enormous opportunities, but also the realization that millions of others have sophisticated tools and may be running circles around you.”
In turbulent times, leaders must resist fear-driven short-termism, connect purpose with performance, and combine technological intelligence with judgment, empathy and courage. Embedding sustainability in strategy, culture and everyday decisions, strengthens resilience and protects value. The leaders who accept this responsibility will help their organizations navigate disruption, retain trust and emerge as role models for business and society.
Read our full report:
Wise Leadership in a Wild World - Part 2: Stability in the Crosswinds.
Read the full report
Is there still case for wisdom?
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