Here's how you can move from a technical role to a leadership position in consumer electronics.

Be a person of integrity, always keep promises if given, never promise anything you know you wouldn't be able to do, treat everyone with the same level of respect, be it a C-level suite, or a cleaning lady. Other competences will come with time and with learning specifics.

In my opinion Strategic planning enables you to position products competitively especially in crowded markets like Middle East markets, It worth some time before start. Having industry knowledge is crucial, stay updated on consumer electronics trends and always adapt strategy to market changes.

I've witnessed firsthand the importance of broadening one's skill set to succeed in leadership roles within consumer electronics. I recall leading a project where technical expertise alone couldn't ensure success. By leveraging project management skills, financial acumen, and strategic planning, we delivered the project on time and within budget, exceeding customer expectations.

Important to build both vertical and horizontal relationships within the company, also within partner organisations. Also, do not rush into business topics right away as listening and hearing your peers will give you lots of valuable information on their style, hobbies, way of life, you name it. This would then surely help in business topics. And you will make friends. I promise!

To communicate vision, you have to have a vision worth communicating. Start there. Then you have to paint the picture so others can see it. You have to walk the talk. Leading implies followers. Below I wrote that John Maxwell gave me a great way to think about leadership. Leaders: - know the way - show the way - and go the way So if you do have a vision worth communicating, then you 'know the way'. It is time to start working on the message, to 'show the way'. And to begin the journey taking others with you, to 'go the way'. How often do you communicate the vision? Every moment of every day. Like breathing.

Uma coisa que muitas vezes não é levado a sério nas organizações é a real função e importância da visão para o engajamento tanto da equipe como dos steakholders. Na verdade desde a sua concepção pela área estratégica. Quando conseguimos comunicar de forma clara , a chance de sucesso aumenta consideravelmente. O líder deve alinhar constantemente e sempre ajustando as ações, caso sejam necessárias.

Great leaders see the bigger picture much better than great technical experts. Cultivating a skill to think about the system as a whole goes a long way in career transition. Systematic approach is a skill that can be trained. Start with asking a question “why?” before “how?” to reduce an immediate urge to offer a simple technical solutions. Great leaders inspire people to come with solutions instead of offering quick fixes

This is one of the oft repeated but often overlooked aspect of leadership. What distinguishes a true visionary from a paper pusher is his or her ability to look beyond the day to day operations and into the horizon. Be it overall market position, competitive strategy, product or service positioning a vision of taking the organization from where it is today to where it needs to be is crucial. In this a broader understanding of the business, consumer behavior and trends of the future tends to lend a better understanding.

Ali Foughi was a vice president for whom I had a lot of respect. He was incredibly intelligent, full of energy, but always had a vision that encouraged us to work to our best to ensure we achieved optimal customer services and products. Going to work for this man made the job fun.

In my experience the fastest way to progress is to become the go-to-person in your area of expertise : be approachable, help colleagues, co-workers and excel in your own role As soon as people come to you to seek your advise you are already leading - it will then depend on the corporate org structure to what degree other roles are available

John Maxwell gave me a great way to think about leadership. Leaders: - know the way - show the way - and go the way So you have to start with your own vision of what you are trying to do and why you are trying to do it. An example from my business. We only develop products that will make the world a better place. We will never develop a product for the gambling industry or to get people addicted to substances. That is a values based decision. And our values are not for sale. Take the high road. That is leadership for good. How does this affect consumer consumer electronics? Care about the customer and the outcome for them. Develop better products that improve their world. And then you have a reason to lead a team to do exactly that.

From the practical perspective, it is worth very much to include less senior people into certain activities where they will be able to see, feel and act, led by yourself or your colleagues. This kind of actions will build trust and give a big boost of self-confidence to some junior colleagues in your organisation or team. With time they will rise to the task much faster than supposed to, because of the experience.

As they say change is the only constant and the leader has to be the change agent, the catalyst and the enabler. Change is uncomfortable and it’s important to lead the organization to change for a better future. In this, the leader first has to truly believe and then communicate clearly on the path forward keeping all the stakeholders in mind.

A perspective from Einstein, "The solution to a problem requires better thinking than the thinking that created the problem". So change is necessary. You can't have an improvement without change. Innovation = change. My take on Innovation = A change that is intended to be an improvement. So since change is the given: - what will you change? - how much will you change it? - how soon can you change it? - who can help you with the change? The world needs some big improvements. My final thought on the word "consumer". This is a concept designed to increase waste. So that also has to change.

Difficult topic, and mostly for the change management. Even if you are quick to realize the change is inevitable or certain steps are utmost necessary - transferring that message and convincing within the organisation or partners will be the most difficult. Yet the solution is banal - clear reasoning, ideally, backed by data or market studies. And persistence.

Very Truly said, Imagining Change is easy, bringing in the change is the most difficult task, because everybody wants change, but very less wants to Change. It's a very slow process , but steady if believed upon