Marta M Kowalska-Marrodán

Prague, Bratislava, Berlin

consultant name

Marta M Kowalska-Marrodán Egon Zehnder, Prague, Bratislava, Berlin


Marta Kowalska-Marrodan, based in Prague, Berlin and Bratislava, focuses on the emerging markets of Central and Eastern Europe (CEE) including the Czech Republic, Slovakia, Poland, Romania, and Bulgaria. Marta advises entrepreneurs, family businesses, and private equity firms on CEO succession and senior leadership development. She is active in Egon Zehnder’s Financial Services, Consumer, and Energy Practices and in the firm’s Family Business Advisory. Marta is often engaged in executive search for CMOs and legal professionals.


Prior to joining Egon Zehnder, Marta led her own business organizing international conferences in Poland, including collaboration with EU institutions as Poland prepared for the entry into the EU. As a journalist and news producer with Interpress Press Agency in Warsaw, Marta worked with the international press, ensuring coverage of historic transitions in Poland, from the Round Table in March in 1989 through the first semi-free elections in June of that year and the establishment of Poland’s first non-Communist government in August. Marta began her career with Wang Laboratories, first as an Intern in Vienna, followed by General Management responsibility for the company's branch in Poland, where she set up and managed Wang’s sales and services activities.

Marta earned an MA in Languages and History from University of Warsaw and an MBA at Ashridge Management College in the UK.

News and Publications

Comfort with Paradox

Most CEOs and boards name succession, both for the CEO and for business unit leaders, as their biggest strategic challenge. While this leadership challenge exists for every industry, it is particularly acute in the consumer sector, where many of the successive waves of disruption first hit.

Navigating a New World of Uncertainty

Volatility, uncertainty, complexity, ambiguity. These four characteristics, or VUCA for short, increasingly define our world. Large organizations must grapple with disruptive change in technology, competitor dynamics, and consumer expectations – along with high levels of market volatility and increasing uncertainty and complexity in politics and regulation.

Taking a step into the unknown: embracing continuous learning

In a world of VUCA, how will we lead our organizations, our teams, and ourselves? If we are to succeed in an environment of profound change, we will have to let go of old routines and worldviews. Thinkers in many fields – economists, historians, philosophers, psychologists, and sociologists – are calling on us to reject rigid patterns and embrace a new, more experimental approach.

Authentic leadership: create some magic, go beyond the rational

The development towards more conscious leadership can be a painful and uneasy process. For leaders who have spent a lifetime placing rationality and mathematical calculation at the forefront of their decision-making, perhaps the toughest shift required is to make more space for emotion and intuition.

Five dimensions of successful organizations

What is the impact of VUCA on the shape of our organizations? Change is no longer sufficient – instead, there is a need for transformation. In the complex world of VUCA every layer of the organization needs to be empowered to find multiple answers to multiple questions.

consultant name

Marta M Kowalska-Marrodán Egon Zehnder, Prague, Bratislava, Berlin