As mid-sized firms expand internationally, cultural fluency has become a critical skill for executives. Technical expertise alone is no longer enough. To inspire trust and drive performance, leaders must be able to navigate cultural differences with agility, nuance, and authenticity.

What Cultural Fluency Really Means

Much has been written about the “first 100 days” of an executive. While this milestone is important, effective onboarding extends far beyond it.

For mid-sized firms, the success of a leadership transition depends not only on the individual but also on the organisation’s ability to support and integrate them into its culture, governance, and strategy.

The DACH region (Germany, Austria, Switzerland) remains one of Europe’s strongest economic engines. Yet beneath this strength lies a growing vulnerability: a shortage of executive talent.

For mid-sized firms in particular, the challenge is not just about finding leaders. It is about finding leaders capable of navigating global competition, digital transformation, and the unique culture of the Mittelstand.

Boards are often seen as control mechanisms, designed to monitor performance and ensure compliance. Yet in leadership succession, boards are far more than observers: they are enablers.

They provide the structure, clarity, and trust that allow transitions to succeed. Without their active involvement, even the most talented candidates risk failing, not because of lack of competence, but because …