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

I read something inspiring this morning, shared by Hans-Paul Bürkner, former CEO of BCG, and it really resonated with me. The Financial Times pointed out that the use of words related to progress and innovation surged just BEFORE the industrial revolution in England—an era of profound transformation and growth. Fast forward to the past 60 years, the FT observes a notable decline in the use of such forward-looking language. This coincides with a shift toward a culture of caution, worry, and risk aversion, along with slower economic growth (John Burn-Murdoch, "Is the West Talking Itself into Decline?" Financial Times, January 5, 2024). It’s a powerful reminder that the future is, in many ways, a state of mind. The most successful leaders and organizations know this—they approach each day with optimism and a belief in the potential for progress. How we think and talk about the future shapes the world we create. Each day is an opportunity to embrace curiosity and believe in what we can achieve. #WeAreHiring

Boards are navigating an increasingly complex landscape, balancing sustainability, AI, trade disruptions, and geopolitical volatility. While there’s confidence in addressing sustainability, many boards feel ill-prepared for the challenges posed by generative AI and global instability. This has led to tensions at the top, with CEOs and directors questioning their ability to steer companies through such uncertainty. The key takeaway? Governance needs to evolve to meet these interconnected challenges. Resilience, adaptability, and a stronger alignment between boards and CEOs will be critical to ensuring long-term success in this unpredictable environment. #Governance #BusinessResilience #Geopolitics

𝐁𝐨𝐚𝐫𝐝𝐬 𝐚𝐭 𝐚 𝐂𝐫𝐨𝐬𝐬𝐫𝐨𝐚𝐝𝐬: The Challenge of Sustainability, AI and Geopolitical risks 🌍   Boards today face a delicate balancing act. On one hand, they are stepping up to tackle societal challenges like sustainability. On the other, they are grappling with the disruptive potential of emerging technologies like generative AI and navigating an increasingly volatile geopolitical landscape. A recent report by Boston Consulting Group (BCG), INSEAD, and Heidrick & Struggles reveals a mixed picture of progress. 🔑 𝐊𝐞𝐲 𝐅𝐢𝐧𝐝𝐢𝐧𝐠𝐬: ▪️ 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐓𝐚𝐤𝐞𝐬 𝐭𝐡𝐞 𝐋𝐞𝐚𝐝: 77% of boards believe they have a responsibility to address societal concerns like sustainability. This reflects growing alignment with stakeholder expectations—but the question remains: is this enough to drive meaningful action? ▪️ 𝐓𝐡𝐞 𝐀𝐈 𝐚𝐧𝐝 𝐆𝐞𝐨𝐩𝐨𝐥𝐢𝐭𝐢𝐜𝐚𝐥 𝐆𝐚𝐩: Only 36% of boards feel equipped to leverage the disruptive potential of generative AI, and just 37% believe their companies have sufficient strategies to manage geopolitical risks. These gaps highlight the urgent need for greater preparedness and forward-looking strategies. 💡 𝐓𝐡𝐞 𝐏𝐚𝐭𝐡 𝐅𝐨𝐫𝐰𝐚𝐫𝐝: Boards must find a balance between traditional governance and the proactive strategies required to navigate emerging risks. Investing in board competency, scenario planning, and a clear long-term vision will be critical to thriving in an era of rapid change. Read the full report here: https://lnkd.in/eq8276Zm #CorporateGovernance #BoardLeadership #GenerativeAI #SustainableGrowth #Sustainability

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!

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.

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.

Boldness in Effective Global Leadership is ALL about the competencies to turn ambitious ideas into strategies, translate vision into bold action, and transform global challenges into great opportunities to make a positive difference in people's lives and build a more prosperous world for all. Geopolitical events can have a profound impact on global financial markets, shaping macroeconomic conditions and influencing the flow of capital. Learn more from the right experienced and talented Subject Matter Experts (SMEs) on how to apply Artificial Intelligence (AI) in assessing the profound impact of geopolitics on global capital markets, macroeconomic conditions and financial systems. How to oversee organizational effectiveness and mitigate systemic risks? My Global Leadership Legacy and Milestones:  I am a graduate from the UN Development Program (UNDP) in Germany. I am delighted to explore the expert-insights on Artificial Intelligence (AI) in achieving the UN 2030 Sustainable Development Goals (SDGs). Bold actions are essential for driving progress from the ground up. The time is now. António Guterres, Secretary-General of the United Nations (UN), stated: “We can’t create a future for our grandchildren with a system built for our grandparents." He delivered a stern warning to world leaders: “The state of our world is unsustainable. We can’t go on like this." The 79th Session of the United Nations (UN) General Assembly in NY, USA:  Our world leaders will discuss global issues. It’s my distinct honor and great privilege to join the United Nations (UN) from 23-27 September 2024 and hear about the transformation and solutions needed to accelerate action on the SDGs. Trade disputes can disrupt global supply chains, impact economic growth, and lead to market volatility. Political Instability and unrest or regime change can create uncertainty and deter investment. Geopolitical Crises: Conflicts, natural disasters, or other crises can have significant economic consequences. Geopolitical factors can influence climate-related risks, such as extreme weather events and natural disasters. Climate-related policies and regulations can impact investment flows and the allocation of capital. Regulatory change, political instability and macroeconomic uncertainties can deter capital inflows and outflows. Geopolitical events can lead to changes in regulatory frameworks, impacting the operation of financial markets. Global financial markets are highly interconnected, making them vulnerable to shocks from geopolitical events. Building resilience to geopolitical risks requires strong financial systems and effective regulation. How to understand the interplay between geopolitics, macroeconomics, climate finance, and global capital markets?

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