Butthetruetestiswhenyoucanseeastormcoming,whenthesearoars
withitswildestroar,andtriestoengulfyouwithallitsmight.Thatiswhen theGodsarelookingatyoucontrollingtheshipandgettingthrough.
FeaturingforCIOWomenMagazine'sthisspecialeditionarethestoriesofsuch astuteleaders.
Forthecoverreadabout-
Dr.ShivagamiGuganisaTechnologyTransformationLeaderwithinternational experienceinbuildingDigitalstrategies,ITstrategies,deliveringlargeprograms andportfolios,softwareengineering,service&infrastructure/cloudmanagement, operations,sitereliabilityengineering,andservicedeliveryincomplex,large-scale, mission-criticalITenvironments.Hercorestrengthsaretowardsfuelingbusiness growththroughTechnology,InnovationandDigitalTransformation.
Shespecializesindeliveringabroadrangeofcomplex,multi-disciplinaryprograms DigitalTransformationStrategies,applicationdevelopment,security,and infrastructureinitiativesacrosslarge,cross-functional,andmulti-culturalteams.
Comingfromafamilyofdoctors.Theyoungestofthreesiblings,nooneinSonica Aron'sfamilyhasstudiedorpracticedbusinessmanagement.So,thiswasa completelynewworldforSonica.Fromhavingmedicaldiscussionsatthedinner tableasachildtotodaywheresheandherfamilytalkaboutsocialjustice,gender expression,awarenessaboutdisabilities,andinclusion.SonicaisanHR professionalwithmorethan2decadesofexperience.
ElizabethCormier-Maybeganhercareerasamedicinalchemistspecializingin earlydiscoveryoncologyattheNovartisInstituteforBiomedicalResearch.Sheleft thelabbecauseshefelttoofarawayfromthepatient.Instead,shewantedtobring tangible,meaningfulchangetothehealthcarejourney.Foralmost20yearsshe's beendevelopingnewmarkets,products,andcompanies—withonegoal:to introducenoveloptionsandtechnologiesthatenhancepatientexperiencesandsave lives.
Anyone can hold the helm when the sea is calm.
—Publilius Syrus
This list is NOT a ranking. The companies on listed in magazine serve different aspects of the market, making ranking them in any order except revenue impossible and unfair. We try to bring a perfect platform for business organization to showcase their valued products/ services.
HRTechplatformGreytHRtops G2’sBestHRProductslistfor2022 inmultiplecategories
Ÿ Theplatformhasamassedatotalof 20leaderbadgesaspartofG2’sFall 2022evaluation
Ÿ BasedonreviewsfromG2’suser communityandacomprehensive researchandevaluation methodology,greytHRhasearned inclusionin65G2researchreports duringFall2022.
Bengaluru,22December2022: GreytHR,aleadingHR&Payroll cloudplatform,hasearnedtheLeader badgein20categoriesaspartofG2’s Fall2022listofBestHRProducts. AlsoadjudgedasaHighPerformerin 5categories,GreytHRhasearnedthe 35thspotinG2’sBestHRProductsfor 2022.Whilethisisthefirsttimethat GreytHRhasfiguredinG2’s2022list oftheBestHRProducts.
G2isthelargestandmosttrusted softwaremarketplace,andfiguringin itsannuallistofBestSoftware productsisamarkofrecognitionfor thefeaturedbrandsandproducts. Applyingitsuniquealgorithm,G2 arrivesateachassessedproduct’s resultscoreafterconsideringvarious datapointscompiledfromitsusers, socialmediaandotheronlinesources. greytHRhasbeenconsistentlymoving upintermsofuserreviews,customer satisfactionandmarketpresencewithin theG2grid.
Commentingontheperformance, GirishRowjee,Co-founder&CEOof greytHRsaid,“Weareproudtohave beenadjudgedasaGloballeaderfor CoreHRandWorkforceManagement accordingtoG2intheSmall-Business AsiaRegionalGridandtheMidMarketAsiaPacificRegionalGrid respectively.
GreytHRhasalsoendedupranking brilliantlyin8sub-categories, includingPayroll,Workforce ManagementandCoreHRforMidMarketandSmall-Businessusers.This recognitionisreflectiveofthehuge strideswecontinuetomakeintermsof enablingbusinessesachieveall-around productivityintheirHRandpayroll processesandthriveintoday’s competitivelandscape.”
Foundedoveradecadeagotoprovide automatedsolutionsintheHRdomain, greytHRhassuccessfullyleveraged InformationTechnology(IT)solutions tohelpitsclientsextractgreater employeeefficiencywhileimproving theirjobsatisfactionlevels.greytHR offersanextensivesuiteofproducts cateringtoorganizationalneeds, includingleave&attendance management,HR&payroll processing,anemployeeself-service (ESS)portalandamobileapp.Iteven providesprofessionalguidanceonthe latestHR&Payrollpracticesthrough itsonlineplatformgreytHRAcademy
ReadmoreaboutG2’sBestHR productslistfor2022andhow
greytHRcametobeoneoftheglobal leadersintheHRSoftwarespace today
AboutGreytHR:
GreytipSoftwareisanHRsoftware companyservingglobalSME businessesthroughacloudHR platform‒greytHR.ThegreytHR platformisapopularcloudHR& Payrollsoftwarewith15,000+ customersand18lakhs+users.The platformoffers40+toolsinareaslike coreHR,payroll,leaveandattendance, statutorycompliances,expenseclaims, employeeself-service,andmuchmore. HeadquarteredinBangalore,India, GreytiphasbranchesinMumbai,New Delhi,Chennai,Hyderabad,Puneand Dubai.https://www.greytHR.com/
Special Profile
Leading the Path of Early & Safe Diagnosis
Technology
Transformation Leader
The Many First Women
Queen Anne- The Powerful Woman Ruler Of England
Englandhashadalonghistoryofsuccessfulrulers,andafairshare amongthemhavebeenwomen.GreatBritainandEnglandarethe countriesthathavehadsomepowerfulreigningqueensatthetime whentherewasnomaleheirforthecrown.Thesewomenrulers wereinfamousfortheirrulingandsomewerebestknownforbeing thelongest-reigningandthemostsuccessfulrulersintheentire Britishhistory
However,inthehistoryofBritishmonarchy,ithasalwaysbeena traditionthatthethroneispassedontotheeldestsonofthe monarch,regardlessofhowmanyoldersistersarepresentinthe family.Thisisprobablytheonlyreasonwhythecountryhashadjust afew,butverysuccessfulqueens.
IfyouhaveeverhadachancetogothroughthehistoryofBritish monarchy,itisveryapparentthatamongthemanyqueensEngland hashad,thequeenplayedtwomajorrolesinherlife.Oneisthatshe wasusuallyusedasapoliticalpawninstatedealingsandthesecond
infamousrolewasthatof producingasmanyheirsasshe could.
However,eventhroughthese difficultsituations,therehave beeneightqueensthathave ruledEngland,andwhohave alsomanagedtonotchuppretty impressiverecordsduringtheir reigns.Twooftheeightqueens haveachievedtheworldrecord ofbeingthelongestreigning queens,twohavehadtherecord ofhavingsomeoftheshortest reignsofthecountry,oneofthe queenwentontobecomethe country'soldestevermonarch, andoneofthequeenswasan heirrightatthetimeoftheir birth.
Afewotherinterestingfacts aboutthesequeensthatmakethe bookisthatoneofthequeens neverdidachieveherrightful placeonthethrone,oneofthem shouldhaveneverbeenonthe throneatall,andoneofthe queenswastheonlyoneinthe entirehistoryofBritishmonarch whowasinauguratedbythe parliamenttoruleasajoint sovereign.Andthreeofthe queens,albeitbeingborninthe royalfamily,wereinfactnotthe daughterofthepreviousruling monarch.
Alloftheseeightqueensof Englandhaveruledthecountry foratotalofjustabouttwo hundredyears.Fourofthese queensproducedabout seventeenheirsbetweenthem
andtheotherfourdiedchildless andwithoutanyhealthissues.
Amongallthesefamous monarchs,letusdiveindeepin thishistoryofoneparticular queen,QueenAnneofGreat Britain.
th
QueenAnnewasbornonthe6 ofFebruaryof1665inLondon England.Shewasthequeenof GreatBritainandIrelandfrom theyear1702to1714,untilshe diedinthesameyear.Shewas alsothelastoftheStuart monarch.QueenAnnehad alwayswantedtorule independently,butduetoher intellectuallimitationsandlater duetoherchronicillhealth issuesmadehertorelyheavilyon thecourtministers.These ministersthendirectedEngland's effortsagainstFranceandSpain duringtheWarofSpanish Succession,betweentheyears 1701-1714.
QueenAnne'sreignwasmainly characterizedbythebitter rivalriesbetweenWhigsand Tories,whichlatercausemayhem andasortofuncertaintyoverthe successionofthethrone.
QueenAnnewasthesecond daughterofJames,theDukeof York(KingJamesII)whoruled from1685-88,andbornto motherAnneHyde.Eventhough herfatherwasaRomanCatholic, shewasbroughtuptobea
Protestantontheinsistenceof KingCharlesII,heruncle. Havinghadtheprincessinher fullpower,withhersweetand kindwordsandaninnerving charm,Sarahwastheonewho hadpersuadedAnnetosidewith theProtestantrulerWillianIIIof Orange,andthestadtholderof theNetherlands.Andtheninthe future,Williamwastheonewho overthrewJamesIIIin1688.
Intheyear1683,Annewas marriedofftoPrinceGeorgeof Denmark,aratherhandsome andadevotedcompanion.One thingthatcreatedapoliticalstir alloverandmadecontroversies inthemonarchwasAnne'sclose friendshipwithoneofher childhoodfriends-Sarah JenningsChurchill,whowasthe wifeofJohnChurchill,thefirst DukeofMarlborough.The magnificentladysoonbecamea closefriendofAnne'sandhad Anneinherpower.
GoingbytheBillofRightsof 1689,Williamandhiswife, Mary,whowasAnne'selder sisterwerethenmadetheking andQueenofEngland,placing Anneinthelineofsuccession. Albeitbeingsisters,Anneand Marywereknowntohavea bitterrelationshipandfell-out. Intheyear1694,afterMary's death,KingWilliamslowly cultivatedAnne'sgoodwill.But eventhen,heclearlyrefusedto letAnnehandlethereignduring hisabsencesfromEngland.
Annewasknowntohavebeen pregnant18timesbetweenthe years1683and1700,butonly fiveofherchildrenwerealive, andamongthosefive,onlyone sonsurvivedinfancy.Afterhis deathin1700,Annehadlostall
hopesofprovidingherselfand withherthethreekingdomsof England,ScotlandandIreland withasuccessor.Andwiththis, shealsoacceptedtotheActof
designatedasthesuccessorof
Reignof
year.Rightfromthestartofher reign,Annewasinfluencedand motivatedheavilybyherintense devotiontotheAnglican Church.Havingbeenbroughtup thatway,Annegrewtostrongly detesttheRomanCatholicsand Dissentersandhadagreatsense ofsympathyfortheHigh ChurchTories. Itwasalsothetimewhenshe wantedtobefreefromthe dominationofthepolitical parties.QueenAnne'sfirstever ministry,eventhoughitwas predominantlyTory,was spearheadedbytwoneutrals namely,SidneyGodolphinand thedukeofMarlborough.There wasadecreaseintheinfluence ofSarahChurchill,whowas nowtheduchessof Marlborough,overAnne,even thoughthedukeremainedthe commanderoftheBritishforces.
Overtheyears,asAnne progressedinherreign,shesoon discoveredthatshehadastrong disagreementtotheTorieson thestrategyforthewar The Queen,Marlboroughandthe Whigs,allwantedtodedicate theEnglishtroopstothe Continentalcampaigns,whileon theotherhand,theTories believedthatEnglandshould keeptheenemyoccupied principallyatthesea.
Asaconsequence,as Marlboroughbeganto accumulategreatandpretty impressivevictoriesonthe
Continent,moreandmore pressurewasbeingexertedon AnnetoadmitWhigstothe administration.Eventhough,she resistedobstinately,andinthe periodalsogrewcoldtowards theduchess,whothenadopted thecauseoftheWhig politicians.
Bytheyear1707,theduchess hadbeenreplacedintheQueen's affectionsbysomeonenamed AbigailMasham,whoturned outtobethetoolofleadingthe Tory,RobertHarley,wholater wentontobecomethefirstearl ofOxford.
Inoneyear,by1708,thegames andschemesbyHarleyand Mashamstartedcausinggreat embarrassmenttoAnne,and withthisshewasforcedto dismissHarleyandsuccumbto someofthemostprominent Whigsadmittedinher administration.Asthewar prolonged,theentirenation turnedagainsttheWhigs.And thenintheyear1710,Annewas capableofexpellingthemand thusappointaToryministry.In 1711,Annedismissedboththe Marlboroughsfromherservice.
Twoyearslater,intheyear 1713,therewasanagreement madebetweenSpainandBritain whichgrantedtheBritisha monopolytocontinuetheirslave tradewiththeSpanishcolonies. UndertheActAsientode negros,themonarchofBritain wasqualifiedtosupplythese
Spanishcolonieswith4800 Africanslavesperyearfora spanofabout30years.This contractwasprimarilyassigned totheSouthSeaCompany,a companyinwhichAnnehad some22.5%ofthestock.
Theadvancingageofthequeen andherinfirmitiesmadethenext successionacriticalissueinthe monarch.TheTories,whowere aprimarypartofthe administrationatthetime,were ingoodandconstantcontactof Anne'sexiledRomanCatholic half-brother,James,theOld Pretender.Hewassomeonewho wasexcludedbylawfromany kindofsuccession.
Despiteofthisfact,the suddennessofAnne'sfinal illnessanddeaththusfrustrated anyplanstheToriesmighthave hadtocapturethethroneforthe Pretender.Anne'slaststintwas securingtheProtestant successionbyplacingthelord treasurer'sstaffinthehandsof onecapable,moderate,Charles Talbot,theDukeofShrewsbury Hethenpresidedoverthe accessionoftheHanoverian princeGeorgeLouisorKing GeorgeIfrom1714to1727.
Dr.ShivagamiGuganisaTechnology TransformationLeaderwithinternational experienceinbuildingDigitalstrategies,IT strategies,deliveringlargeprogramsandportfolios, softwareengineering,service&infrastructure/cloud management,operations,sitereliabilityengineering,and servicedeliveryincomplex,large-scale,mission-criticalIT environments.Hercorestrengthsaretowardsfueling businessgrowththroughTechnology,Innovationand DigitalTransformation.
Shespecializesindeliveringabroadrangeofcomplex, multi-disciplinaryprogramsDigitalTransformation Strategies,applicationdevelopment,security,and infrastructureinitiativesacrosslarge,cross-functional,and multi-culturalteams.In2021,shewasrecognizedbythe GovernmentofIndia asan“Outstandingprofessional AchievementinTechnologyInnovationand ContributionstowardsNationBuilding”andwas awardedinthe62ndNationalSummitofAtmanirbhar Bharat:VisionofNewIndiasummit..
AsHeadofSoftwareEngineeringandlaterasHeadofSite ReliabilityEngineeringandDevOpsattheEmiratesGroup IT,sheledseveralTechnologyTransformationprogramson Agileteamtransformations,Cloudmigrations,DevSecOps implementations,andBuildingmodernarchitecturesto deliveromnichannelconsumerexperiences.The infrastructureandapplicationmodernizationprogramsin theareaswhichweretargetedfortransformationyieldedup to30%engineeringefficienciesand4Xtimestime-tomarketimprovements.
Gatheringfromherrichexperienceofrunninglarge Technologylandscapesconsistingofmorethan1000 applications,hostedinon-premdatacentersandonpublic clouds,andsupportingmorethan440+international locations,sheauthoredthe“SiteReliabilityEngineering Practitionercourse”fortheDevOpsInstitute.BeingaData Engineeratheart,shecontinuestobuildcloud,data, integration,devops,machinelearningandadvanced analyticaltransformations.
Herprimarymotiveistoseeorganizationstransformin spiritdeliveringtruebusinessvalueandahighercustomer CSATscore
MathematicsandAnalyticswereShivagami'sareasof interest,anditwasano-brainerthatsheselectedher undergraduatecourseincomputerengineering.
“WhenIwasincollege,theInternetwasinitsinfancy,and wewroteprogramsinFortranandCobolonshared computers.Istillrememberridingabikeat4.30AMinthe morningtogetsometimeinthecollegecomputerlaband thenstraightattendingclassesfrom7AM.Fromthosedays, Ihaveseenthatitisgoodtohaveagoal,andworkona plantoachievethegoal.”,saysDr.Shivagami.
Andthechallengestoreachtheheightsofsuccess?
Working women have faced typical problems during the initial years of their careers.
“Ihavediscussedwithmy fellowwomeninTechnology, fromothergeographiesandhavebeenawe-struckthatour challengesaresimilarirrespectiveofwhichcountryorwhat backgroundeachofuscomesfrom.Icallitacircus-the “work-lifecircus”andtheimportanceofbuildingahealthy balance cannotbeunderstated.Thischangesforthebetter whenkidsgrow-up,buttheinitialyearsofchildbearing andchildrearingareverychallengingforawomanbothat homeandattheworkfront.AonestageIhaveevenfeltan exasperationaseveryoneseemstobeaskingforyourtime.
Forme,ithasalwaysbeenaboutprioritizingmytimebased onwhoneedsitthemost,andwhatisurgentandimportant froma“family”pointofview.It'saboutplanningforthe week,andprioritizingfamilyandwork–forexample, checktheparent-teachermeeting,hospitalvisitforyour agingfather,andtheclashingofficemeetingstomakethe call. Unfortunately,thereisnomagicbullettosolvethese challenges.
Thosedaysweretough,therewasnothinglikeworking fromhomeorhavingflexiblehours.Irememberevenjust beforethepandemicstruck,Iusedtoleavehomeeveryday morningat7.30sharpfortheseniormanagementstand-up at8AM.Sincethepandemic,timeshavechanged,anditis muchbettertomanagethework-lifecircus.Ithinkahybrid workfromhomewillhaveasocietalimpactforthepositive sideforchildrenwell-beingandabetterfamilylife.
Ontheworkfront,theinitialyearswereaboutestablishing myselfamongstcolleaguesasbeinghelpful,empathetic, trustworthy,andcompetent.Manyofmycolleaguesfrom myinitialyearsarestillmygoodfriends.”,tellsDr Shivagami.
DisruptingtheTraditionalWays-Womenin Technology-
It's really about how well the contributions, presence, and perspectives of different groups of people are valued and
integrated with the workspace. Diversity brings in different perspectives and this leads to innovation.
“AsaWomaninTechnology,Ifeelwecandomorein termsofhavingwomeninleadershiproles.Oflate,Ido seethenumberofwomenprogrammersincreasing whichisapositivetrend,butthereisnoproportionate growthintheleadershiprungsoftechnology.Women makeuparoundhalfofthepopulation,anditdoesn't makesensethatthereisanegligiblerepresentationatthe seniorlevels.
Ialsothinkwomencanhelpfellowwomenbybuilding asisterhoodnetworktomentoreachotherandbreakthe unconsciousbiasthatoftenexists.Thesebarriersare self-madeandcanbebrokendownbyconsistently workingwithaplan.Ithelpstobuildagoodnetworkof friends,neighbors,andfamily,andnothesitatein approachingthemandtakingtheirhelpwhenweneedit. Societyisquitehelpfulforaworkingwoman,provided weareopentoseekinghelp.”
Working women have faced typical problems during the initial years of their careers.
“Ithinkwomenareeventodayheldtoadifferentstandard. Womenthemselveswanttobetreatedspecial.Ihaveseen womenwhoareeithertooloudortoosoft.Theyareseenas beingtooemotionalornotemotionalenough.Thereare severalbadgesthataregiventowomen,it'sdisconcerting becauseyoufeelit.It'stheenvironmentwelivein,whether welikeitornot.Andthisrangesfromeverybusinessevent yougoto,toeverysocialeventyougoto,andtherehasto beaconstantconsciouspullforeveryonetonotletthisbias steepin.AsawomaninTechnology,Icanadvisethatifwe consistentlyandsystematicallyworkonlearningandbeing innovative,wekeepourknowledgewiththetechnology advancementsandcontributebeyondourjobprofile withoutlookingforquickresults–wecanbreaktheglass ceiling.It'saglassceilingafterall–andcompaniesareall changingforthebetterinbreakingthisbias.”,explainsDr Shivagami.
“Ithinkthefundamentalroleofaleaderistolookforways toshapethedecadesahead,notjustreacttothepresent state,toempoweryourteamtoacceptthediscomfortof disruptions.Whenyougrowuptheladder,itistruethatyou startfeelinglonely.Mostofthethingsyouhandleare people-confidentialorbusinessconfidential,soit's necessarytohaveincrediblecourage.Youneedtohavea backbone,stayfocussed,learnyoursubjectmatter continuously,andexecutefromalong-termvisionforthe company
ThereareafewfundamentalmantrasthatIhavefollowed whichhavebeensuccessfulforme.Aleaderneednotbea superwomanwhoknowsitall.Sheissomeonewhohasthe TRUSToftheteam,andwhorespectstheteam,andfirmly believesthatthecollectivewisdomoftheteamisfar superiorthatthewisdomofoneperson
Shivagami Gugan's 20 years celebration at Emirates Group she had a huge Team following and
It's really about how well the contributions, presence, and perspectives of different groups of people are valued and integrated with the workspace. Diversity brings in different perspectives and this leads to innovation.
Being a popular "People and Technology" leader, and mentored several engineers
Group IT
Theprimarydutyofaleaderontheteamfrontistomake surethattheteamhasclarityinthevisionandismotivated. Thereisnoneedtomicro-guidetheteam,beclosely alignedtocoachthem,andremoveimpedimentsthatthe teamhasitbeyondthecircleofinfluence.
Theotherkeyfacetistohavetheabilitytoidentifyquiet quittersorthepeoplewhoaredisengagedtogobeyondthe callofduty.Onceyoubuildateamwithmutualtrustand discretionaryeffort,asaleaderyoucanwatchtheteam deliveramazinglywelloncetheyarerightlyempowered.”, illustratesShivagami.
The5MantrasofSuccess!
Themantrasforsuccessarecontext-boundandshould makesensetoyourcontext.Formemycoremantrasare:
Thecompassofapersonisthecoreintegrity,atworkor outsidework.Aristotlesaidleadershipcannotoccurinthe absenceofthreethings—logos,pathos,andethos.Logosis logic—makingarationalappeal.Pathosis emotion—makinganargumentthatresonateswithpeople onanemotionallevel.Ethosissupercriticallyimportant, ethosischaracter.Iftheteamdoesn'ttrusttheleader becausetheyhaveshownalackofcharacter,theyareless likelytofollowthemandembracetheirideas.Evenifthey do,itwillbeduetofear,withashallowcommitment.
Aleaderhastobecompetentinhisfieldandbuildupthe couragetospeakuptheideas.This
adviceisalongthelinesofwhatWhartonprofessorAdamGrantwroteinhisbestselling book,Originals.Aleaderoriginallyisapersonwho“championsasetofnovelideasthat goagainstthegrainbutultimatelymakethingsbetter”.Theirideasmaybepriceless, butitisstillmeaninglessunlesstheycanadvocatetheideaseffectively.
Tochallengethestatusquoandremaincompetitiveyouwillneedknowledge.With Technologychangingatatrail-blazingspeed,thereisaneedtoconstantlyunlearn, relearnandreinventyourself.
Buildingagoodnetworkandnurturingthesameisimportantforachievingmeaningful success.Beinghumbleandhelpfulandgeneroushelpsinbuildinglong-termnetworks andthismantraisapplicableasmuchtopersonalsuccessasitistoprofessionalsuccess.
Shivagamisuggeststhathavingclarityinthegoals,believinginafewcorevaluesinlife andconstantlyadaptingandlearningandbeingempatheticanddiligentwillleadto happinessandfullfillmentinlife.Successisaby-productthatwillcomealong.
Womenhavebeenlongunder-representedinthe healthcaresector.,ElizabethCormier-May planstochangethatbyradicallyimprovingthe detection,diagnosisandtreatmentofwomen'shealthrelateddiseases.WhileElizabethleadsMammogenasthe CEO,she'salsotheSeniorVPandChiefCommercial OfficerofIVBioHoldings(IVBH),workingalongsideher partnerIVBHFounder&CEOMartinKeiser.Withher vision,sheplanstomakeearly&safediagnosisofwomenrelateddiseasesmoreofaneverydayreality.
FeaturedinthisissueofCIOWomenisElizabethCormierMay,TheMostInfluentialWomenToWatchin2022.
Elizabethbeganhercareerasamedicinalchemist specializinginearlydiscoveryoncologyattheNovartis InstituteforBiomedicalResearch.Sheleftthelabbecause shefelttoofarawayfromthepatient.Instead,shewanted tobringtangible,meaningfulchangetothehealthcare journey.Foralmost20yearsshe'sbeendevelopingnew markets,products,andcompanies—withonegoal:to introducenoveloptionsandtechnologiesthatenhance patientexperiencesandsavelives.
Forwomenwhoseliveshavebeenaffectedbyfemale cancers,everynewdaycomeswithafearthatitmayreturn.
Elizabethaimstoclosethegapbetweenscienceand supportbystartinganewconversationaboutthefears, anxieties,depression,maritalchallenges,andbodyshame issuesthatgohandinhandwithbreastcancer.Atthesame time,sheplanstoformastrongnewcommunitywiththe powertomakearealdifference.
HerKeyAchievements:
ForElizabeth,successisdefinedbybuildingnotjusta companyorsuiteofcompanies,butaself-funding ecosystemthatsimultaneouslyempowersphysicianswith best-in-classproducts,patientswithdata-driventoolsthat unlockselfandhealthcarelearningalongwithpassive revenue,andpartnersthathelptodecentralizecaresothat anyonecanaccessandaffordcarewithoutthedelaysand hurdlesofthecurrentsystem.And,yes,thisispossible. Accordingtoher,theconstructionofsuchanecosystemhas alreadybegun.
Toleadateamtoasuccessfultomorrowrequiresevery ounceofleadership,butmoreimportantly,itrequiresoneto
beconstantlyhumbleandrespectful.Aruleofthumb Elizabethswearsbyistreatingothersthesamewayyou wanttobetreated.
Shedoesherbesttocreateanenvironmentoftransparency andrespect.Elizabethalsoinsistsonholdingpeople accountable,herselfincluded.Thismeansthatnotevery conversationiseasy.Inthosemoments,shefocuseson respectandalwaysbringsitbacktotheirlargergoal.
AccordingtoElizabeth,
“If everyone doesn't commit to our mission, then women will continue to die from a disease process that we could have changed.”
WordsOfEncouragementForBuddingEntrepreneurs?
Foranyonewhowantstobecomeanentrepreneur, Elizabeth'smostimportantpieceofadviceistodreambig andlistentoyourgut.Ifyouknowyoucanexecuteanidea orinnovation,thendoNOTletotherstellyouthatyou cannot.Deviseyourplan,surroundyourselfwithpeople whobelieveinyouandyourvision,andDONOTQUIT!
“Expect failure, expect No's, expect others' doubt in your ability or idea, and use all of those things to fuel your passion and to make you work smarter to prove them wrong.”
“If everyone doesn't commit to our mission, then women will continue to die from a disease process that we could have changed.”
Likemanyotherindustries,digitizationisalsomovingtoa morecentralpositioninthehealthcareindustry—aswell asafarmoreprominentpositionwithinthedailyfocuson theaverageconsumer.Fromthenearly1billionpeople utilizingwearablesaspartoftheirjourneytothevast integrationoftelehealth,ourindustryneedstoadapttothis new"normal"ofthedigitizationofpatientcare.
Asprecisionhealthcarebecomesincreasinglymore important,publicized,andfunded,thosewhoembrace digitizationandcreatenewactionableinsightsthatwere formerlyunobtainableforconsumers,patientsand providerswillbecomethenewleadersinthisspace.
It'widelyagreeduponthatthegenomeitselfdoesnot containenoughinformationorpredictivevaluetoachieve populousprecisionhealthatscale,butthisinformation— inconjunctionwithourdailydecisions(whichareroutinely recordedinourwearablesandapps)—isbeginningto unlockparadigm-shiftingvalue.
Bysecurelygathering,assembling,indexing,andanalyzing thelongitudinaldatathatweallcreateeverymomentof eachday,we'rebeginningtoshednewlightonhowthe traditionalpiecesofmedicinefittogetherintotheoverall puzzleofaperson'suniquehealthandwellnessjourney Doingthisinawaythateliminatestheinvisibleline betweenbeingapatientandbeingaconsumerisof paramountimportance,andthat'sexactlywhatDragonfly DataVentures(DDV)isdoing.
This,combinedwithshiftingthebusinessmodelstoincite ownershipovertheresultingdataassetfora patient/consumer,whileprovidingengagingand incentivizinguserexperiences,ispreciselywhatDDVis building.Digitizationthroughthislensshiftshowwe interactwithourselves,ourproviders,ourcommunities,and ourtechnology Thisiswhatwillunlockpopulousprecision healthcareatscaleforthefirsttimeever
TheCompany:
IVBioHoldingsisabio-platformthatconceives,creates andscalesfirst-generationprecisionhealthsolutionsthat radicallyimprovethedetection,diagnosisandtreatmentof disease.Itsnoveldistributed-companymodelisdefinedby speed,efficiencyandriskmanagement,madepossible throughadvanceddatascience,exponentialtechnologies, powerfulpartnerships,andseveraldecadesofcombined multi-disciplinaryexpertise.ThecurrentIVBHecosystem consistsofthreetransformativebiostartups:LiquidLung, Inc.;HepGene,Inc.;andMammogen,Inc.—focusedon pulmonarydisease,metabolicdiseaseandwomen'shealth, respectively.Thetechnologiesindevelopmentacrossthis familyofcompaniescompriseeightfirst-in-class,patented andpatent-pendingnoninvasive,clinical-stagediagnostics forearlierandmoreprecisedetection,diagnosisand treatmentoflungcancer,non-alcoholicfattyliverdisease andbreastcancer
SinceIVBH'sfoundingin2018,itsuniqueattributehas beentheabilitytokeenlyidentifyfailpointsinhealth standards-of-care,focusingitsR&Deffortsinuntapped segmentsofthemarket,andquicklyscalingnovel innovations.
Onamissiontoimprovetheearlydetection,diagnosis,and treatmentofwomen-centereddiseases,Mammogenis startingwithitsgenTRU™suiteofbreastdiagnostics.
Thetwoearlydetectiontestswithinthisflagshipprogram arebasedon26mRNAbiomarkers.Thecompany's innovativemulti-geneexpressionsignaturestranslateto noninvasiveandpainlessdiagnosticsthatarepoisedto
“Expect failure, expect No's, expect others' doubt in your ability or idea, and use all of those things to fuel your passion and to make you work smarter to prove them wrong.”
bringregularandaccuratescreeningtowomenwhoare underservedbycurrentguidelines.ThegenTRU™Msuite ofproductshavebeenvalidatedonbothbloodandsaliva andofferbest-in-classperformance.
Ultimately,thegoalistooffereverywoman,regardlessof theirage,background,financialsituationorgenetics,a chanceatanearlyandsafediagnosis,whichwillpotentially savemillionsoflives. Hurdlesalongtheway:
“Nothing we do at Mammogen is traditional; everything is, by design, inventive.”
LikeanygoodCEOandentrepreneur,Elizabethhasfailed, onsomelevel,atnearlyeverythingatleastonce.
Learningfromthosefailuresandtranslatingtheminto somethingfarmorepowerfulandbigistoLizthemost importantpartofsuccess.Elizabeth'sbiggestfailure, however,wasthinking(andactuallybelieving)thatshe neededto,orevencould,handleeverythingonherown. Shehascometoanunderstandingthatsurroundingherself withpeoplefarsmarter,andthenacknowledgingthose peoplefortheircontributions,issomuchmoreimpactful thantryingtohandleandexecuteeverythingherself. Havingadoing-everything-by-yourselfmindsetisneither sustainablenorscalable,andwillalwaysleadtoultimate failure.
“Accepting, incorporating, and celebrating the talents of others is central to success.”
Products&Services:
Mammogenisonamissiontoimprovetheearlydetection, diagnosis,andtreatmentofwomen'sailments.Thismission startswithitsgenTRU™suiteofbreastdiagnostics. Mammogenofferstwoearlydetectiontestswithinits flagshipprogram.Thesearebasedon26mRNA biomarkers.
ThefirsttestisgenTRU™-EDT(EarlyDetectionTest). Thisisanoninvasive,simplebloodtestdesigned specificallytogetwomennotcurrentlyeligibleforimaging
scheduledformammogramsearlierandmoreoften.This willhelpdiagnosebreastcanceratitsearlieststages.
ThesecondisgenTRU™-PID(PostImagingDiagnostic). Thistestisdesignedtopreventwomenfromhaving unnecessaryinvasivebreastbiopsies.ThegenTRU™suite ofproductshavebeenvalidatedonbothbloodandsaliva andofferbest-in-classperformance.Thefocusof2022is continuingtheirclinicaldevelopmentandgettingto commercializationasquicklyaspossiblesothatearly breastcancerdetectionbecomesarealityforthe96million womenwhowouldgreatlybenefitfromthesetests. Mammogen'sinnovativemulti-geneexpressionsignatureis notonlynoninvasiveandpainless,butit'salsopoisedto bringregularandaccuratescreeningtowomenunderserved bycurrentguidelines.Thetechnologyhasthepotentialto reducefalsenegativesandincreaseearlyscreeningamong women.Itcanalsoreducefalsepositivesandallowforthe safemonitoringofsuspiciousnodules.
Ultimately,thegoalistooffereverywoman,regardlessof age,background,financialsituation,orgenetics,achanceat earlyandsafediagnosis,potentiallysavingmillionsof lives,saysElizabeth.
“Accepting, incorporating, and celebrating the talents of others is central to success.”
Whilevideoconferencinghasbeenaroundsincethe1980s, newtechnologieshavechangedhowteamsworktogether Video-enabledphones,tablets,andappsallowemployees andmanagementtoscreen-share,conductpresentations,and communicateinrealtime.
Web-basedvideoconferencingserviceshavealsomadeit easierforteamstomeetinvirtualrooms,whichhasgreatly improvedcollaborationefforts.Mostvideoconferencing solutionsalsocomebundledwithonlinecollaborationtools suchasdocumentsharing,textchat,andscreensharingin BusinessCommunicationTrends.
Bystoringcompanydatainthecloud,yourorganizationcan accessanything,anywhere.Cloud-basedservicesandapps arealsoaccessibleonmobiledevices—makingithighly convenientwhencollaboratingonprojectsand communicatingwithyourteam.Withreal-timeediting capabilitiesandotheradvancedsharingoptions,many BusinessCommunicationTrendsareoptingforcloud intranetsoftwareduetoitsflexibility.
Chatservicesareanimmediateanddirectwaytocollaborate withteammemberswithoutthecomplicatedemailthreads. Younotonlygettheinformationyouneedfasterbutcanalso usearangeofmediatypesincludingvideoandvideo conferencing.Withtherightintranetplatform,youcanalso integratechatintoyourdigitalworkplaceorinBusiness CommunicationTrends.(Forinstance,here’showAxero’s Slackintranetintegrationworks.Manymodernintranet solutionsalsocomewiththeirbuilt-inchatfeatures—like Axero—soyoucaneliminateonelessplatform.Intranetchat isreal-timewhileremainingunobtrusive.
It’snosecret:contentwithinfographicsandimagesreceives higherengagementthanplaintext.Withthisrealization, BusinessCommunicationTrendsareequippedwithasuiteof WYSIWYGpublishingtoolstomakecontentengaging, beautiful,andstandouttoyouremployees.
Thesetoolsempoweryoutoincludeinfographics,bright images,andvisualsthatconveyyourmessageina compellingandengagingway Theyarealsoveryeffectivein
explainingaprocesstoemployees,andtherearemanytools andappsavailablethatcanhelpyoudesignandcreatethem foralowcost.
Ÿ BusinessCommunicationTrends
Ÿ OnlineCollaborationTools
Thevastmajorityofbusinessesarenowusingpersonalcell phonesastheirprimarytoolsforcommunicationwithboth co-workersandclients.EvenBusinessCommunication Trendsthatdon’tnecessarilyusephonesastheirprimary channelarestillgoingtocontinuetousecellphonesasan importanttool.
Althoughmostpeoplestillpreferin-personconversationsas opposedtophonecalls,there’snodenyingthatphone conversationsaregoingtocontinuetocompetewithinpersontalksastheprimarymodeofcommunicationbetween consumersandBusinessCommunicationTrendsintheyears ahead.
Nomatterhowmanyemployeesworkatanyparticular BusinessCommunicationTrends,theoverallusageof phonesisrelativelythesameregardlessofacompany’ssize. Thisessentiallymeansthatphonesarestillprimarybusiness communicationtools,nomatterhowbigorsmallan organizationis.
AnothergrowingBusinessCommunicationTrends,going into2023involvestheproclivityofprofessionalstoward phoneconversations.Thisisdirectlyrelatedtotheboomof remoteworkersinrecentyears,butnextyearwillprove oncemorethatpeopleareexcitedbytheideaofliving wherevertheywantandbeingabletoeasilycommunicate withco-workersandclientsviatheirpersonaldevices.
However,it’sstilllikelythatinternalgroupconversations willcontinuetobeonZoomorothervideo-conferencing softwareprograms.Thisisbecausemostemployersand businessleadersprefertobeinpersonwhenspeakingwith groups,butevenbusinessleadersarebeginningtoprefer
phonecallswhenspeakingwithindividualemployees.
Althoughtraditionalbusinessphonesystemsstillholdthe majoritywhenitcomestowhatbusinessesareutilizingthese days,there’sagrowingnumberofcompaniesthataremaking theswitchtointermediacloudsolutions.
Asmorecompaniesmaketheswitchtoremoteworkingvia theCloud,themorelikelywe’llseeanadoptiongapbeclosed betweentheseinnovativecommunicationsolutionsandwhat businesseshaverelieduponfordecades.
Mostcompaniesareexpectingtousetheirphonesevenmore in2023thantheydidin2022,aswellasoverthenextseveral yearsintothefuture.Prettymuchnooneexpectstobeusing theirphoneslessinthefuture,soitgoestoshowthatBusiness CommunicationTrendsareonlygoingtogetmoreexciting andtech-savvy!
whentheywanttosendoutcompany-widemessages,and thisisbecomingamoreeffectivecommunicationstrategy ascomparedtocompanye-mailsandnewsletters.
DataTalkIsHereToHelpBringYourCompanySuccess Into2023!
DataTalkhasbeenaroundsince1963,sowe’veseen countlessBusinessCommunicationTrendscomeandgo overthedecades.Butwe’vealsoneverseensuchrapid changesinourindustryaswehaveinrecentyears,andour expertsareheretohelpensurethatyourcompanyremains onthecuttingedge.
11.Accelerateddigitaltransformation
9.
Oneofthebiggestthingsthatbusinessleadersandemployees wantfromtheirBusinessCommunicationTrendsphone systemisflexibility,whichdirectlycorrelatestomost businesseswantingtobeabletoutilizemultipledevicesper person.Oneofthefeaturesthataregoingtogrowalotin 2023isbeingabletoreceiveandsendSMSmessagesand businesscallsviaapersonalcomputer,becausethisismaking everydayworklifealotmoreconvenientformillionsof people.Andasbusinesscommunicationsolutionscontinueto becomemorestreamlined,morecompanieswillincorporate thesefeatures.
10.TheVastMajorityofBusinessesPlanOnIncreasing TheirSMSUsage
Whetherit’sforcommunicatingmarketingmessageswith customersorspeakingwithco-workers,SMStextmessages arenowthego-tooptionforalotofbusinesses.Most BusinessCommunicationTrendsstillutilizedifferent strategiesmoreoftenthantext,butthetrendtowardSMSis onlygoingtocontinuetogrowin2023.
SMShasalsobecomemorepopularamongstlargerbusinesses
In2023,weseethecontinuationofinnovationsand developmentsintransformativetechnologiessuchas artificialintelligence(AI),theinternetofthings(IoT), virtualandaugmentedreality(VR/AR),cloudcomputing, blockchain,andsuper-fastnetworkprotocolslike5G. What’smore,thesetransformationaldigitaltechnologiesdo notexistinisolationfromeachother,andwewillseethe boundariesbetweenthemblurring.Newsolutionsfor augmentedworking,hybridandremoteworking,Business CommunicationTrendsdecision-making,andautomationof manual,routine,andcreativeworkloadscombinethese technologiesinwaysthatenablethemtoenhanceeach other
Thisbringsuscloserthanevertothepointwhereweare abletocreate“intelligententerprises”wheresystemsand processessupporteachothertocompletemenialand mundanetasksinthemostefficientwaypossible.
12.Immersivecustomerexperience
In2023,customerscraveexperienceaboveallelse.That doesn’tnecessarilymeanthatpricepointandqualitytakea backseat,though.Bothplayapart,tosomeextent,inthe wayweexperiencetheprocessofchoosing,purchasing, andenjoyingthegoodsandserviceswespendourmoney on.
Therolethattechnologyplayshere,traditionally,hasbeen tostreamlineprocessesandremovethehasslefromthelife oftheconsumer.Thinkrecommendationenginesthathelp uschoosewhattobuyoronlinecustomerserviceportals thatdealwithproblemsandafter-salessupport.Thesewill stillplayakeyrolein2023,butthegamehasevolved,with thisyear’skeywordsbeingimmersionandinteractivity
Inthedecadestofollow,womenhavetimeandagain provedwhytheirdecisionmattersthemostinthe boardroom.Beitleadingagreatcompanytogreater heights,oreventhesmalleststepasstartingasmall companyandmakingitbiginthemarket;women everywherehaveproventobeabeacontoallthosegirlsout theredreamingofstartingabusiness,ofaskingforwhat theydeserveandsimplybeingtheambitiousselves.
CIOWomenisproudtofeaturethestoryofSonicaAronfor thisissueofTheMostInfluentialWomenToWatchIn 2022.
Exploringnewavenuesiswhatkeepsacuriousmind busyandtakesthemtothepathofsuccess.Beingthe youngestofthethreesiblings,thedrivetomoveoutof theboxwasendearingandthrilling.Whatinspiredher journeytolaunchMarchingSheep?
Comingfromafamilyofdoctors.Theyoungestofthree siblings,nooneinSonicaAron'sfamilyhasstudiedor practicedbusinessmanagement.So,thiswasacompletely
newworldforSonica.Fromhavingmedicaldiscussionsat thedinnertableasachildtotodaywheresheandherfamily talkaboutsocialjustice,genderexpression,awareness aboutdisabilities,andinclusion.SonicaisanHR professionalwithmorethan2decadesofexperience.
WhileworkingatPepsiCo,Sonicawasexposedtodiverse rolesandgeographies.SheworkedinsalesandsalesHR. Sheworkedinafactory.Shealsoworkedinacityaswell asinremoteareas.Thisexperiencehelpedherrealize,how diversepeopleviewedwomenworkforce,workedwith,and dealtwiththem.WhileshewasheadingtheHRdepartment forPhilipsConsumerLifestyleBusinessinIndia,she decidedtotakeadifferentpathandreshapehercareer.In February2013,SonicaAronfoundedMarchingSheepwith thevisionofmakingatangibledifferencetopeoples'lives andcareers.
MarchingSheep,anHRadvisoryfirmestablishedin2013, isfocusedonbuildinglong-termorganizationalcapability andeffectivenessforitsclientsthroughstructured interventionsandsolutionsintheareasofDiversityand
“We are proud to say that all our clients come back to us for more work on the basis of trust and credibility.”
Founder & Managing Partner of Marching Sheep
Inclusion,HRProcessDesignandImplementation, LearningandLeadershipDevelopmentandTalent Management.Weworkcloselywithclientstoarriveat customizedandeffectiveHRinterventionsthatsupport theirstrategyinthecurrentlifecyclestage,aswellas supporttheminrealizationoflong-termbusinessplans.
WeofferholisticinterventionsintheareaofPeople strategy,development,diversityandinclusion,startingfrom diagnostics,topoliciesandprocesses,andcustomized interventionsthathelporganizationsattract,engage,retain, developandgrowadiverseworkforce.Weunderstandthe nuancesofthesituationalongwiththesocietalbackdrop andthemindsetsindividualsandorganizationsstruggle with.
Weproposeandimplementmulti-prongedsolutions, therebydrivingvisible,longterm,sustainablechange.Our programs-Inclusiondiagnostics,Women@work,Unleash thepowerofdiversity,Diversity@Work,Inclusionboot campsandLeadershipinterventionshavebeenverywell receivedbytheindustry Weareseenasathoughtleaderin theareaofdiversityandinclusion,andprogressiveHR practices.
Ouropinionshavebeenpublishedbyleadingpublications includingTOI,HindustanTimes,theHindu,TheStatesmen, TheChronical,DNA,BusinessWorld,tonameafew We havebeenadjudgedasthetop25HRconsultingfirmsby businessconnectandtop10HRfirmsbySiliconIndia,and nominatedamongthetop30inIndiabyUNWomenforour workduringtheCovidpandemictowardsthecommunity andindustry,especiallyinspreadingawarenessabout emotionalimpactofthepandemiconwomenandthe societyandworkforceatlarge.
The4mainservicesare:
Wetrulybelievethatinclusiveorganizationsaremore productiveandweenableourclientorganizationstoarrive attheirInclusionanddiversitycharterandstrategythrough aninclusiondiagnostic,executableplans,andalsopartner withtheexecution,drivemindsetchange,andculture building.
OrganizationsneedtheirHRstrategy,process,andpolicies toenableemployeestodeliveronthebusinessstrategyand goals.Weworkcloselywithclientorganizationsto streamlinetheVision,mission,values,behavioral frameworks,HRstrategy,policies,andpractices,drive communicationandsocialization,theinternalLeadership, andmanagerialcapabilitytoenablethesame.
Kunal ShindeThelasttwoyearsofthepandemic,theworldhaschanged significantly Asthesocio-economicfabricisevolving,the competenciesneededtosucceedatworkareevolving.We workwithclientstoenableindividualcontributors, managers,andleaderstosucceedbybuildingtheright competencies.Wecurateeachinterventiontodrivetheright behavioursthroughthefacilitationofinsights,reflection,and practice.
Wellnesstodayincludesemotional,mental,andphysical well-being.Whilepoliciesandinsurancecantakecareof thephysicalaspect,therestillneedstobeawarenessand lifeskill-buildingarounddealingwithissueslikeanxiety, stress,andburnout.Withprogramscuratedafterresearch andwiththehelpofclinicalpsychologists,weenable individualstobecomeemotionallyresilientbyidentifying theirownstresstriggers,theirownstressresponses,and copingmechanismsandhencemoreproductive,personally, andprofessionally
“Marching Sheep was established with the purpose of making a tangible difference to people's lives and careers and driving respect and equality for all. These two purpose statements cut through everything we do.
We do not offer canned off-the-shelf programs but work closely with the clients to design solutions, curate contextualized interventions that truly move the needle, and address real business and people needs.”
Theonethingthatmakeseverythingcountiswhen clientscomeupwithpositivefeedback,afterall,the customeristherealdrivingforce!
WehaveworkedwithglobalMNCsandIndian conglomerates,largegiantsandemergingorganizations, andfundedstart-ups.WehaveworkedwithFMCGand FMCDsector,Powerandinfrastructuresector, manufacturingsector,ITandITeSsector,Financialsector, Media,HealthCare,andBPO/KPO.Wehavedelivered interventionsforparticipantsacrossIndia,theAPAC region,Australia,theAmericas,Europe,theMiddleEast, andAfricaRegions.
Webuildlong-termrelationshipswithclientsonthebasisof theQualityofourdelivery.Wedeliverwhatwecommitand ontime.Wespendtimeunderstandingtherealneedsand painpointsofourclientsandoffersolutionsthatwillsolve therealissues.Webuildauthenticrelationships.
“We have clients across industries and life stages.”
Bhaskar Batri
SydneyOperaHouseismainlyregardedforits
structureandarchitecturalworkandisalso appreciatedandadmiredfortheexceptional structureofthe20thCenturyarchitecturalworkall overtheworld.TheSydneyOperaHouseisamultiartsvenueforperformingartscenters.Situatedatthe foreshoreofSydneyHarbourtheOperaHouselooks exactlylikelotusStructure.On28thJune2007 SydneyOperaHousewashonoredasaWorld HeritageSitebyUNESCO.
Amarvelof20th-centuryarchitectureistheSydney OperaHouse.Itsuniquedesignandconstruction, outstandingengineeringaccomplishmentsand technologicalinnovation,andstatusasawell-known architecturalsymbolallcontributetoitsprominence. Theemergentarchitectureofthelate20thcentury hasbeensignificantlyinfluencedbythisriskyand ambitiousattempt.Utzon'sinnovativedesign conceptanddistinctiveconstructionmethodology servedasacatalystforthecombinedcreativityof architects,engineers,andconstructors.Engineering accomplishmentsofOveArupcontributedtothe realizationofUtzon'sdream.Thedesignisa remarkableinterpretationandreactiontotheSydney Harboursurroundings.TheSydneyOperaHouse's contributionstostructuralengineeringandbuilding technologyarealsoofexceptionalimportanceona globalscale.
TheSydneyOperaHousewasincludedontheState HeritageRegisterofNewSouthWalesin2003under theHeritageAct1977andontheNationalHeritage ListundertheEnvironmentProtectionand BiodiversityConservationActin2005.Any proposedactioninsideoroutsidetheboundariesofa NationalHeritageplaceoraWorldHeritage propertythatcouldhaveasignificantimpactonthe heritagevaluesisprohibitedwithouttheapprovalof theMinisterfortheEnvironmentandHeritageifitis listedontheNationalHeritageList.Thereisnowa safedistance.
DesignedbyDanisharchitectJornUtzon,but completedbyanAustralianarchitecturalteam headedbyPeterHall,thebuildingwasformally openedbyQueenElizabethIIon20October 1973afteradevelopmentbeginningwithUtzon's 1957selectionaswinnerofaninternational designcompetition.
Theprojectwasconstructedduringthree phases.DuringStageIin1959–1963,thetop podiumwasconstructed.DuringStageIIin 1963–1967,theoutershellswerebuilt.Design andconstructionoftheinteriorstookplace duringStageIIIin1967–1973.
PhaseIThegovernmenthadpushedforthestart oftheprojectearlyoutofconcernthattheymay losefinancingorsupportfromthepublic.Utzon hadnot,however,finishedtheultimatedesigns. Significantstructuralproblemswerestillopen. Theforcedearlystartcausedseriousissues downtheroad,nottheleastofwhichwasthe needtorebuildthepodiumcolumnssincethey wereunabletosustaintheroofstructure.
StageIIThecompetitionentry'sshellswere initiallyofill-definedgeometry.However,the "shells"werefirstthoughtofasaseriesof parabolassupportedbyprecastconcreteribs duringthedesignphase.Theengineerstriedto buildthem,buttheywereunabletocomeup withaworkablesolution.Becausetherewasno repetitioninanyoftheroofforms,thebuilding ofprecastconcreteforeachseparatepartmay havebeenmuchmoreexpensive.Theformwork foremployingin-situconcretewouldhavebeen unreasonablyexpensive.Inorderto comprehendthecomplexforcesthattheshells wouldbesubjectedto,thedesignworkforthe shellsentailedoneoftheearliestapplicationsof computersinstructuralanalysis.Thedifficulty wassolvedbythedesignteaminthemiddleof 1961:alloftheshellsweremadeassections fromasphere.
StageIIITheinteriorsbeganinFebruary1963 whenUtzonrelocatedhiscompleteofficeto Sydney.Butin1965,therewasachangein power,andthenewRobertAskinadministration declaredtheprojecttobetheresponsibilityof theMinistryofPublicWorks.Intheend,this resultedinUtzon's1966resignation.Evenin October1966,theproject'stotalcostwasstill
just$22.9million,orlessthanonefourthofthetotal$102millioncost. However,theestimatedexpenditures forthedesignweremuchmore considerableatthispoint.
WhenUtzonannouncedhis resignation,thesecondphaseof constructionwasgettingclosetobeing finished.PeterHallmostlytookover hisjobandassumedprimary responsibilityfortheinteriordesign.In additiontoD.S.Littlemore,Lionel Todd,andE.H.Farmer,whoservedas thegovernmentarchitect,Utzonwas replacedthatsameyear.
OpeningoftheOperaHouseElizabethIIgavetheSydneyOpera HouseitsofficialopeningonOctober 20,1973.Asizablethrongwaspresent. Utzonwasnotrequestedtoattendthe eventandhisnamewasnotmentioned. Fireworksandarenditionof Beethoven'sSymphonyNo.9were featuredinthebroadcastintroduction.
OnOctober20,1973,QueenElizabeth IIofficiallyopenedtheSydneyOpera HousedesignedbyJ.R.Utzoninfront ofonemillionspectators,plusmany morewhowatchedfromtheirliving rooms.
Therehadbeenalengthybuildup, completewithdramasand controversies.Inthefourteenyears sincethefirstshovelwaslaidat BennelongPoint,thepublichad witnessedtheHousetakeshape. Inadditiontostudyingtheconstruction anddebatesurroundingthestructure, whichisnowregardedasoneofthe 20thcentury'sgreatestarchitectural achievements,ournewlycurated collectionalsohonorsthebuilding's 45thanniversaryofopening.
EventsheldintheHouseThereareseveralperformancespaces attheSydneyOperaHouse,including:
MusicHall:TheSydneySymphony Orchestra'shomeandthevenuefor manyotherconcertproducers,with 2,679seats.Withmorethan10,000 pipes,ithousestheSydneyOpera HouseGrandOrgan,thebiggest mechanicaltrackeractionorganinthe world.TheAustralianBalletandOpera AustraliaarelocatedinSydneyatthe JoanSutherlandTheatre,aproscenium theaterwith1,507seats.Itwas formerlyknownastheOperaTheatre untilOctober17,2012.
DramaTheater:TheSydneyTheatre Companyandotherdanceand dramaticproducersusethis prosceniumtheater,whichhas544 seats.
Playhouse:A398-seattheaterwithan endstageandnoproscenium.
Studio:Aflexibleareawitha maximumcapacityof400peopleand 280fixedseats(partofwhichcanbe foldedup).
UtzonRoom:Acompact,flexible spaceforgatherings,businessevents, andsmallproductionsrecording facility
OutdoorForecourt:Aversatile outdoorspacethatcanaccommodatea varietyofconfigurations,includingthe optionofusingtheMonumentalSteps asaudienceseating,isusedfora numberofcommunityeventsand significantoutdoorperformances.
Onoccasion,concertsarealsoheldin otherspaceslikethenorthernand westernfoyers.Conferences, celebrations,andsocialeventsarealso heldinvenues.
