Dr. Carlos Davidovich MD. explores the neuroscience of biases and where they are located in our brain, the negative consequences of unconscious cognitive biases and the connection between biases and Diversity and Inclusion.
Ponder long enough and you might recall hearing at a business conference or reading a blog post from a renowned futurist, author or social commentator some time ago that while things to come remained as always unpredictable, it was likely that the pace of change in our times would indeed accelerate. Looking around at the ways our lives and work have been altered in the past 24 months alone,
Breakthrough technology, uncertainty, the increasing speed of change and the redefinition of 'work' demand an organisation that is a fit for the 21st century (built to change). We refer to it as 'succession planning.' A better description would be 'planning for success.'
TRANSEARCH India invited a panel of CEOs and board members, to discuss the topic 'CEO Conversations: What Boards Expect'. The panellists also debate the importance of agility, culture, succession planning and diversity as key tenets of good governance and purpose-led leadership.
More than anything, agility is a way to think, its a mindset, and as such, without 'leadership' you still don't have much. The type of leadership required exudes, encompasses, encourages, and expresses agility in everything the leader does. Which leads us to the 'The Way of the Dolphin'.
One of the reasons a weekend respite from ones executive leadership responsibilities or a longer holiday break away from the office can be so productive for ones state of mind is because it allows us the time to reflect on our work and absorb important lessons learned by others. There is no shortage of illuminating quotes, allegories and simple epiphanies circulating on the Internet,
While so much of the world around us is changing, there will come a time when people around the world will look for signs, evidence and leaders in whom they can believe and put their trust for better things to come in the future. There is no better economic and social flashpoint to prove this point than the continuing global struggle to contain the spread of COVID-19,
Diversity and Inclusion are founding principles of a more sustainable business model, and even if they encompass several components, including that of gender equity, it is obvious that good intentions are not enough.
As multinational companies work to regain their footing in what everyone hopes is becoming the wake of the COVID-19 pandemic, the competition for executive talent and the best and brightest at nearly every level of the corporate Organisation Chart is becoming intense. While many service industry employers are struggling to attract entry-level talent,
How to become an irresistible company in the post COVID world.
Occasionally, something enters the public discourse that represents a unique teaching moment. The turbulent events in April 2021, focusing on the English Premier League, provided such an opportunity.
Few global events have had bigger impacts on the business world order than the COVID-19 pandemic and the ways it has forced new ways of thinking, acting and planning for the future sustainability of multinational corporations. The disruptions to business plans have been significant and worldwide in scope. The fallout in terms of unemployment and enterprise dreams deferred have been unprecedented.
There comes a time in the history of every global company when its executive leaders wish they had seen something coming. It might have been a warning about potential trouble ahead. It could have taken the form of a complaint from a customer, employee or business partner. And it may have sounded like something trivial the first time it surfaced, only to expand in impact
Sangeeta Sant Lal speaks with Anita Belani, Independent Director/Startup Founder and Mentor on the role of the Boards during the COVID crisis and building a culture of resilience.
Sangeeta Sant Lal speaks with Muthu Kumar Thanu , Group CHRO, TAFE on Coming out of the Crisis Stronger by building a culture of trust and resilience.
It would be an understatement to observe that the COVID-19 global pandemic forced multinational organisations and their leaders to adjust sails and navigate around a series of unprecedented business challenges. We can only hope that the disruptive forces that forced difficult, long-lasting decisions about our business models, customer interactions and human resources over much of 2020
Dr. Carlo Mackrodt speaks with Juergen Walda - VP & GM Performance Tapes EMEA, Avery Dennison about leadership and motivation, and discuss their strategy for the future.
Dr. Carlo Mackrodt speaks with Kolja Hosch - MD and Head of HR EMEA - Clariant AG about leadership qualities in times of crisis, and the culture of accountability of ownership and results.
An old adage suggests that with every generation comes an intrinsic, experience-earned disdain for the next generation and reason to suspect its members qualifications and intentions, particularly in workplaces where office politics abound. Perhaps driven in part by self-preservation and a desire not to be overtaken at work or in society by others lacking the same experience
As global executive leaders, our work lives are filled with requests for guidance, support and answers to difficult business challenges. Others know the experience and expertise we bring to the organisation. They respect our judgment, and they appreciate encouragement and candid conversations. Colleagues and employees alike trust our views of the marketplaces we serve
Its been said that: All great change is preceded by chaos. And chaos is an apt descriptor of the last few months . We are living in an unprecedented era of uncertainty; a business environment where one breakthrough idea can completely change an entire industry. Netflix knocked home-entertainment giants to their knees in under a decade.
You hear it all the time: success is a state of mind. Have you ever wondered how two leaders can go after the same goal in the same way and yet just one of them succeeds? Is it sheer luck? Timing? Perseverance? More often than not, its a persons mindset; how they see the world - that determines whether they fail or succeed.
Leadership Insights Aintzane Aroca Speaks with Juan P Moreno.
Leadership Insights Alejandro Gortari Speaks with Luiz Ferrándiz.
Leadership Insights Alejandro Gortari Speaks with Juan Diaz-Laviada.
Leadership Insights Alejandro Gortari Speaks with Juan P Urruticoechea.
Culture isnt an end in itself. It is a container for diversity. It both frames and supports the organisations value proposition. It is the bedrock of a great brand. It is the engine that drives change. Its what separates a great company from the rest of the pack. Watch The Culture Conversation Webinar for more information.
Any global business leader could be easily forgiven for requiring a moment, perhaps even a day or more, to process all the ways the business world and our own organisations and societies have changed over the course of just the past three months. No matter where you work, the impacts of COVID-19 and intensifying calls for social equality and justice have created new expectations
Our world has changed drastically, and more rapidly, than anyone could have imagined just a few short months ago. As the awakening of new sensibilities about public health, employment, culture and the digitisation of human relationships continues, global business leaders must pay particular attention to how the expectations of those around you are shifting.
"When people support each other they not only share the burden, they find inspiration in the actions of those around them." Concerns about the global spread of Coronavirus have taken centre stage in recent weeks. Today, in many unprecedented ways, countermeasures to slow its advance have disrupted the daily work routines for hundreds of millions.
There are times in ones executive career when our reputations are shaped and our legacies forged for good in the hearts and minds of those we work with. These may take the form of a dramatic workplace shift, the death or sudden illness of a colleague, or something central to ethical leadership. Whatever the form, these modern-day challenges for executives tend to raise heartbeats
Choosing the right leader for any organisation is its most important business. Just ask employees and shareholders, and they will tell you that their experience and investment will hinge on whether they can follow the man or woman with the utmost accountability for future results. Customers, too, will weigh in but most often only if issues with products or services are somehow disrupted or changed
One of the most difficult challenges today's global executives face has everything to do with the shifting market dynamics that are already changing or threatening to disrupt legacy customer and distributor relationships. Consider the convergence of technology and financial pressures that will invariably drive major changes in how healthcare is delivered to patient populations.
Charles Darwin is long remembered for informing us, based on years of study as a naturalist and biologist, that it is not the strongest of the species that survives, but rather, the one most adaptable to change. At least partly for this reason, business owners and global executive leaders rather predictably call for significant innovation when crafting their annual business growth plans.
Sometimes, if you listen intently enough, some of the most powerful lessons of your executive leadership career can come from some of the most unexpected places. Too often, it seems, global executives tend to look up the chain of command for insight on a host of important management challenges.
Most global executives are promoted or recruited into new leadership roles because of the education they completed, the experience they gained and the insights they bring to new business opportunities and challenges. Experience alone can be a game-changer. Having learned the ropes once before, successful executives can leverage the lessons learned and confidence instilled in them
Executives in a growing number of industry spaces are beginning to ask many 'What if?' sorts of question. Their teams are modeling revenue projections, supply chains and technology risks against a bevy of influences brought on by new technology and new business competitors whose aims are as disruptive as they are ambitious.
If you found time recently to reflect on where you are on life's journey or on the pathway of your executive career, you may have found yourself thinking more about your purpose, your time and your priorities. Finding meaning in your work, and the example you set as a leader, is a powerful motivator when business demands require you to travel to far away time zones
Business growth and profitability is the stuff of legends. Companies that astound investors, employees and the business media with sustained or unprecedented expansion become the darlings of the global financial markets and the spotlight grows on the careers of the executive officers, non-executive directors and innovators who made it all happen.
You probably already know - or perhaps even fit - this management type. You know, the hard-charging Chief Executive who demands a tremendous amount out of his or her people, and even more of themselves. If you have worked with and possibly even reported to just such a global leader, you may have find yourself thankful for the experience, humbled by their commitment and personal sacrifice