Khwaja Shaik’s Post

Demographic shifts, debt burdens, deglobalisation and disasters. How can boards navigate these challenges? Here are the key takeaways from the recent #INSEAD Directors Forum: - #Innovation is key to staying ahead, but many companies struggle with radical innovation. INSEAD's Professor of Entrepreneurship Vibha Gaba explains why having the right processes and management support is crucial, and how to get there. - Future-proofing organisations requires a diverse board, robust risk management and continuous learning, say board directors Yen Yen Tan and Karen Fawcett. - Don't jump on the AI bandwagon without a clear strategy. The first step is to identify the specific business needs that AI could meet, says INSEAD Board member and CEO (Asia-Pacific) of Ekso Bionics, Chwee Foon Lim. #corporategovernance #AIstrategy #changemanagement #VUCA

We are excited to announce the second thematic session of Ethical Finance Global 2024: Leadership and Purpose in Times of Crisis. As the complexities of today’s world intensify, companies that prioritise adaptive, ethical, and inclusive leadership - anchored by a clear and impactful purpose, are better positioned to thrive and make a meaningful difference. This session will explore these themes from corporate, financial institution, and practitioner perspectives. One highlight of this session is our fireside chat on Leadership and Purpose, featuring Sandra Boss, Senior Managing Director and Chair BlackRock UK, and moderated by George King IV, Senior Wealth Manager at MASECO Private Wealth. This discussion will cover BlackRock’s fiduciary approach, the structural forces shaping investing, and the firm’s purpose and culture. With just over a week to go till the summit (25/09), and over 290 registrations, tickets are running low! Buy yours now at https://lnkd.in/dmQhGgRN , or find out more at https://lnkd.in/eX-58SRX #EthicalFinance #SustainableLeadership #LeadershipAndPurpose #EthicsAndAI #EFGS2024 #BlackRock #AI #SustainableFinance #FinanceInnovation 

INSEAD Knowledge article, "Directors in a VUCA World: Pitfalls and Upsides," is a timely and insightful exploration of the challenges and opportunities facing boards of directors in our current volatile, uncertain, complex, and ambiguous (VUCA) environment. Key Learnings from the Article: 1️⃣The Evolving Role of Boards: The traditional role of boards focused on financial oversight is evolving. In a VUCA world, boards must also consider strategic foresight, risk management, and the impact of disruptive technologies. 2️⃣Avoiding Common Pitfalls: Boards need to be aware of potential pitfalls, such as groupthink, information overload, and lack of diversity. 3️⃣Leveraging the Upsides: Boards can leverage their strengths in areas like experience, collective wisdom, and access to networks to guide organizations through VUCA challenges. 4️⃣Continuous Learning: Board members themselves must engage in continuous learning to stay informed about emerging trends and technologies. 5️⃣Emphasis on Long-Term Sustainability: Boards should focus on long-term sustainability, considering not only financial performance but also environmental, social, and governance (ESG) factors. Additional Insights from Our Perspective: ✅The Importance of Cultural Context: The article rightly emphasizes the importance of diversity on boards. However, it's crucial to consider not just demographic diversity but also cultural diversity. Boards operating in a globalized environment need directors who understand different cultural contexts and can navigate complex geopolitical situations. ✅Building Strategic Agility: Beyond simply anticipating the future, boards need to foster strategic agility in their organizations. This requires a culture of innovation, experimentation, and rapid decision-making. ✅The Role of Stakeholders: The article focuses primarily on the relationship between boards and CEOs. It's also important for boards to consider the needs and perspectives of other stakeholders, such as employees, customers, and communities. Leading with Wisdom and Compassion: Effective boards in a VUCA world need to go beyond just competence. They need to exhibit wisdom and compassion in their decision-making, fostering a sense of trust and shared purpose within the organization.

As we approach the close of 2024, we find encouragement in emerging positive macroeconomic signals and the substantial investment funds raised, fueling hope for a potential revival in the life sciences market in 2025. CFO recruitment within venture-backed biotech has been particularly robust, fueled by cautious optimism regarding a potential reopening of the IPO window in the coming year. However, the investment landscape remains selective, with certain areas of science and technology receiving significant attention while others remain underserved. The incoming US administration’s proposals for tighter regulatory scrutiny have also added a layer of caution, prompting investors to focus more narrowly on areas with clearer pathways to approval and commercialization. This year, we’ve had the opportunity to collaborate on an increasing number of projects in health-tech, bio-industrials, and sustainability-focused impact investing. These rapidly growing sectors are driving groundbreaking innovation at the intersection of science, technology, and societal and environmental progress. As they continue to evolve, we are proud to contribute to building leadership teams that will propel these transformative industries forward and help them achieve their ambitious goals. During the COVID era, the intense demand for talent led to the rapid filling of senior leadership roles, often with individuals lacking the requisite experience. This has resulted in a leadership gap that continues to impact the industry, with a shortage of experienced leaders capable of guiding and inspiring teams. Over the past 12 months, we've seen a shift back to building locally based teams, as companies recognize that remote work, while effective for continuity, has impacted team cohesion, output, and the development of future leaders. Despite ongoing cost-cutting efforts by larger companies, the shortage of top-tier talent persists, highlighting the intense competition for exceptional leaders who can build, inspire, and sustain high-performing teams. On a brighter note, this year’s Jefferies conference carried a more optimistic tone, setting a positive stage as we approach JPM in January. Chris Palatucci, PhD, Nona Footz and I look forward to connecting with some of you in San Francisco. Let’s hope this momentum translates into a constructive and inspiring year ahead for all of us. On behalf of the Coulter Partners team, spanning across North America, Europe, Australia and beyond, we wish you a joyous holiday season and a successful start to 2025!

🌟 Governments Should Be Effective, Not Efficient 🌟 Reading the article "Governments Should Be Effective, Not Efficient" by Professor Karthik Ramanna at Blavatnik School of Government, University of Oxford left a lasting impression on me due to its innovative approach to leadership and governance. The article underscores the potential drawbacks of implementing corporate efficiency models within governments, pointing out that they should concentrate on effectiveness by finding a balance between fairness, equity, and social impact rather than solely optimizing resources. Key insights from the article: 1️⃣ Efficiency vs. Effectiveness: Maximizing resources is the goal of efficiency, whereas ensuring broad societal impact is the objective of effectiveness, which requires balancing competing priorities such as justice, equity, and security. 2️⃣ Inclusivity Matters: Governments must cater to diverse populations, necessitating leaders to promote active involvement and transparent decision-making processes. 3️⃣ Incremental Innovation: Effective governance requires an experimental methodology, which involves assuming calculated risks in small, controlled increments to foster long-term progress. 4️⃣ Value Beyond Self-Interest: Governments reach their objectives by delivering advantages to the broader public, a target that contrasts with businesses, which concentrate on producing earnings from value creation. 5️⃣ Leadership Adaptation: Successful public leaders understand the complexities of governance and adapt their leadership styles to cater to these challenges. 6️⃣ Effectiveness Over Efficiency: A government agency that prioritizes effectiveness over efficiency will better meet community needs than one which focuses solely on efficiency. On a personal note: This article resonates deeply with my passion for leadership, organizational development, and innovation. I am currently seeking #PhD opportunities in the #USA or the #European_Union in fields like #FuturesStudies, #OrganizationalDevelopment, #Leadership, and #Innovation. My research focus encompasses examining the impact of cutting-edge technologies such as artificial intelligence and blockchain on the evolution of governance and leadership methodologies. If you know of opportunities or are interested in collaboration, feel free to connect with me! #Governance #Leadership #FuturesStudies #PhDOpportunity #DigitalTransformation #AILeadership #OrganizationalBehavior #Innovation #ResearchCollaboration #HigherEducation #ScholarshipOpportunities #PhDUSA #PhDEurope #AcademicNetworking #LeadershipDevelopment #PublicPolicy #GlobalImpact #PolicyInnovation #AIRevolution #Blockchain #OrganizationalDevelopment #FutureOfWork #AcademicOpportunities #DoctoralResearch https://lnkd.in/dx-SZTGq

In a VUCA world, leaders and organizations need to be adaptable, resilient, and innovative.

Over the last ten years, CEOs have faced a number of diverse and complex challenges. How have the evolving landscapes of geopolitics, technology and economics influenced CEOs' current thinking and future planning? Learn about the latest findings and discover key trends from the past decade in this year’s #CEOoutlook: https://lnkd.in/gv_dYiVH.

There were many executive orders in the first few days of the Trump's presidency, but the road ahead on tariffs seems unclear. Why? And what can companies do to navigate the uncertainty? I enjoyed this conversation with Dr. Lang of Boston Consulting Group (BCG).

Over the last year, uncertainty has been all over the news, with global markets sending mixed and occasionally confusing signals. These signals speak to the challenges facing strategy and business leaders today—how to create advantage and capture value in a landscape characterized by disruptive technologies, geopolitical and economic uncertainty, changing consumer and stakeholder expectations, and complex policies and regulations around sustainability, tech, and data. In this environment, we conducted our fifth annual global survey of chief strategy officers (CSOs). Key takeaways Optimistic outlook: Despite economic and geopolitical instability, most CSOs are optimistic that their organizations will successfully navigate the year ahead, a sentiment that may be indicative of planning for new capabilities, such as artificial intelligence (AI). Drastic shifts in investment areas: CSOs are investing in emerging areas, including AI and ecosystems, for competitive advantage. A lag in activation may be representative of the early stages these areas are in, which presents an opportunity for CSOs to take an active role. Evolving ways of approaching strategy: CSOs report increased confidence in their core strategic initiatives, a shift that could be related to changes in shaping, executing, and collaborating on strategy, consistent with traits outlined in “Strategy Now.” Obstacles to overcome: CSOs report facing real challenges as they navigate these forces and the evolution of their function, including managing across time horizons, talent shortages, and competing strategic priorities. https://lnkd.in/eFgY9B3R

Dive into the key takeaways from the World Economic Forum 2025 presented by Oliver Wyman. #WEF25 #ThoughtLeadership