CXO Magazine – March 2024 – Most Inspiring Business Leaders 2024

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EMBRACING THE WINDS OF CHANGE

In 2024, business leadership is undergoing a transformation driven by technological advancements, evolving workforce dynamics, and shifting consumer expectations. As organizations navigate through an increasingly complex and interconnected global landscape, the role of leaders has never been more crucial.

Technological innovations continue to disrupt traditional business models and redefine industry standards. From artificial intelligence and machine learning to blockchain and augmented reality, the digital revolution is reshaping the way organizations operate, interact, and innovate. Leaders who embrace these advancements with agility and foresight are not only staying ahead of the curve but also driving sustainable growth and competitive advantage for their organizations.

In this issue of CXO Magazine, we delve deep into the evolving landscape of business leadership, exploring the transformative strategies and visionary insights that are shaping the future of organizations across industries.

Our cover story features an exclusive interview with Steve Brown, President & CEO of Nelson Education Ltd. Brown's bold leadership and strategic vision have not only propelled Nelson Education towards success but have also set a benchmark for innovation and adaptability in the education sector. By recognizing the shifting dynamics of the education market and making the courageous decision to pivot towards new opportunities, Brown has demonstrated the essence of visionary leadership.

As we navigate through the pages of this issue, we encounter thought-provoking articles penned by industry experts and leaders. From discussions on the importance of digital transformation and the rise of remote leadership to insights into diversity, equity, and inclusion in the workplace, our contributors offer valuable perspectives on the latest trends and best practices in business leadership.

At CXO Magazine, our mission is to empower our readers with knowledge and inspiration to navigate the complexities of today's business landscape. We hope that the articles presented in this issue will not only inform but also ignite conversations and spark innovative ideas among our esteemed readership.

Enjoy Reading.

Sarath Shyam

STEVE BROWN

PRESIDENT & CEO OF NELSON EDUCATION LTD

REINVENTING EDUCATION WITH REVOLUTIONARY TECHNOLOGIES

18

Piotr

Revolutionizing

26

Navigating

Stacy Kehren Idema, Founder and Managing Director, Equati

the Nexus: Family Office Values and Feminine Leadership in the Era of Great Wealth Transfer

Przybylo, CEO and Founder, GeoModes

Professional Training in the Energy Industry: A New Approach Needed

Contents

32 Jason Hoppner, Director of Operations and Customer Experience, GESS - German European School Singapore

The Evolution of Customer Experience in International Schools: A Comprehensive Perspective

38 Baiba Matisone, Brand and Creative strategist Rekindling Ties to Our Origins

44 Amar Kulkarni, Managing Partner, Skills U

Empowering Employees: Bridging the Skills Gap for Organizational Success

52 Tahmina Day, ESG, Risk, and Governance Leader, Archer Integrated Risk Management

From Peril to Profit: Innovative Strategies for Capitalizing on Business Risks

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STEVE BROWN

PRESIDENT & CEO OF NELSON EDUCATION LTD

REINVENTING EDUCATION WITH REVOLUTIONARY TECHNOLOGIES

COVER STORY

Steve Brown's journey to Nelson Education Ltd has been a long and circuitous one. It reflects his diverse background and unwavering passion for pushing boundaries. For more than two decades, he traveled worldwide, immersing himself in the automotive industry across three continents and countless countries. But his story doesn't end there. Before joining Nelson, he was the head of a media giant, leading the company through the ever-changing landscape of DVD, Blu-ray, and digital entertainment.

“I’m a great believer that there are more similarities in different industries than there are differences, it’s really the business of business. If you look at a business and study its point of differentiation compared to the rest of the market, that’s a great place to start,” says Brown. Rather than getting bogged down in the superficial aspects of digital transformation, Brown advocates for a deeper understanding of a company's core mission and values.

When Brown joined Nelson in 2016, he encountered a company steeped in history—a century-old institution with a legacy of textbook publishing. But instead of resting on its laurels, Brown saw an opportunity for reinvention. Enter "Project Herschel," a bold initiative named after a backpack brand, symbolizing the spirit of innovation. With a team of top-notch tech talent, Brown set out to revolutionize Nelson's approach to education with Edwin, a groundbreaking digital platform.

But perhaps the most profound insight Brown brought to Nelson was the realization that they were not just in the business of

Brown's strategic vision for Nelson extended beyond mere adaptation— it involved a fundamental reevaluation of the company's focus and direction

printing textbooks—they were in the business of spreading knowledge. He explains, “It was really at the root of understanding that what we were was a content company and not a textbook company, so the only thing that changed was the methodology of delivery. After all, we never owned a papermill, so why should we get caught up in the method in which we deliver our content?” By embracing digital delivery methods, Nelson could reach more students and educators than ever before, without being tethered to the limitations of traditional publishing.

Strategic Shifts and Technological Innovation

Brown's strategic vision for Nelson extended beyond mere adaptation—it involved a fundamental reevaluation of the company's focus and direction. Recognizing the shifting landscape of education, particularly in the realms of post-secondary and K-12 markets, Brown made the bold decision to pivot away from the former. “Walking away from postsecondary was a strategic move as I believed that the effect of undergraduate degrees was being diminished by micro-credentialing and 21st-century skills,” states Brown.

In this evolving educational landscape, Brown saw an opportunity to streamline Nelson's efforts and concentrate on a singular mission. Divesting from post-secondary education was not just a strategic move— it was a declaration of commitment to excellence. “It was my view and still is, that K- 12 education is not only a marketplace which will never go away because it teaches kids of any generation much more than just education, but how to collaborate, problem

solve, and communicate,” adds Brown. Moreover, Brown recognized its societal importance, acknowledging the pivotal role it plays in facilitating parents' return to the workforce.

Central to Nelson's evolution was the establishment of a cutting-edge technology department in Silicon Beach, California—a move that underscored Brown's commitment to innovation. By assembling a team of top-tier technologists, Brown sought to create a platform that seamlessly integrated content delivery with user experience. The goal was simple yet profound. Brown shares, “I believed that it had to be so intuitive for students and teachers to use at the same time. You did not need to think about how to operate the technology because by definition, if you had to think about how to navigate around the platform, you were being dilutive to teaching or learning time. With no need for an operating guide or training, you could immediately engage in learning materials in a way that would

drive learning and teaching efficiency at the same time.”

Brown's decision to anchor the technology hub in California was no coincidence. Leveraging his network from his tenure in the media industry, Brown tapped into a pool of world-class talent already residing in the tech mecca. Today, this team, comprising both Californian and Toronto-based members, stands as a testament to Nelson's dedication to excellence in education technology.

From Observation to Innovation: The Birth and Evolution of Edwin

The genesis of Edwin, Nelson's revolutionary digital platform, traces back to a seemingly mundane moment—a simple observation made by Brown upon returning home from a business trip. As he stumbled upon his children's overstuffed backpacks, laden with the weight of traditional educational materials, Brown was struck by a revelation: there had to be a better way to deliver content to students.

With hundreds of thousands of students and educators engaging with Edwin daily, Brown envisions a perpetual cycle of improvement, ensuring that the platform remains at the forefront of educational innovation

He recounts, “Knowing that the digital future was coming to all industries, I thought there must be a better way to deliver that content, which ladened those backpacks to such hideous weights. And that’s where it all started.”

With hundreds of thousands of students and educators engaging with Edwin daily, Brown envisions a perpetual cycle of improvement, ensuring that the platform remains at the forefront of educational innovation. He adds, “If you can imagine Edwin being finished, then you have no imagination at all. Edwin will continue to iterate and improve as it moves from generation to generation in a methodology that delivers worldclass education to all students.”

At the heart of Edwin lies a commitment to equity and inclusivity, ensuring that every student, regardless of socio-economic background or geographic location, has access to quality education. Through a multimodal approach, Edwin meets students where they are, catering to diverse learning styles and preferences.

Central to Edwin's design is a focus on student engagement—a cornerstone of effective education. Brown shares, “We had to create an environment in Edwin that was engaging for students and spoke to them in the same way as in every other aspect of their life, such as having a recommendation and search engine, rather than just a table of contents and chapters.” Brown understands that engaged students are the key to unlocking their full potential and driving positive educational outcomes.

But for Brown, the impact of Edwin extends far beyond the classroom walls. He states, “If you look at the world today, and you look at the polarization of society and the world problems we are facing, I truly believe that through education,

Nelson's commitment to transforming education is underscored by its collaborative approach, engaging closely with students and educators to ensure that Edwin remains a powerful and relevant tool

we can make the world a better place.” With aspirations of seeing Edwin in every classroom worldwide, Brown's measure of success transcends mere academic achievement— it encompasses societal transformation and economic prosperity. “My measure of success would be not only to change a methodology of learning, but also increase the GDP of those nations using it,” he adds.

Nelson's commitment to transforming education is underscored by its collaborative approach, engaging closely with students and educators to ensure that Edwin remains a powerful and relevant tool. Through a continuous feedback loop, Nelson remains at the forefront of educational innovation, steadfast in its mission to make learning accessible and effective for all.

Empowering Transformation

In the grand scheme of education, the true measure of success lies not in the proliferation of technology, but in the tangible improvement of educational outcomes. As the educational landscape evolves to meet the demands of the 21st century, Brown emphasizes the importance of equipping students with essential skills such as problem-solving, critical thinking, and collaboration— attributes vital for success in the modern workplace.

Reflecting on a poignant encounter during a provincial visit, Brown recalls witnessing firsthand the transformative impact of Nelson's digital platform, Edwin, on students' lives. Brown recalls, “One young student got tonguetied in front of the TV cameras and was unable to answer the questions as a result. Her teacher admirably jumped in and answered the reporters’ questions for her.”

In a more intimate setting, Brown engaged in conversation with the same student, seeking to understand the profound changes Edwin had instigated in her educational journey. “I asked her, what one thing she enjoyed most about Edwin and how it changed her learning journey and school experience. She said there were way too many to only mention one. I encouraged her to think of the ways, and as it was just her and I, and that she should feel free to let me know what it was. She stopped and thought for a few moments and

As the educational landscape evolves to meet the demands of the 21st century, Brown emphasizes the importance of equipping students with essential skills such as problem-solving, critical thinking, and collaboration—attributes vital for success in the modern workplace

said “Well, perhaps the biggest is that I used to hate school and now I love it.” That will always stick with me,” explains Brown. Such moments reaffirm Brown's commitment to innovation and excellence in education.

Looking ahead, Brown envisions technology playing an increasingly pivotal role in shaping the future of education and beyond. However, he stresses the importance of vigilance, ensuring that technology serves as an enabler rather than a detractor in the educational journey. “At the very core, technology in the classroom

is about being engaging and at the same time, delivering trusted materials to ensure fair and accurate depiction of the content being provided to students,” opines Brown.

Ultimately, it is the stories of transformation—of students discovering joy in learning, of educators igniting a passion for knowledge—that serve as the true testament to the power of education. As Nelson Education Ltd. continues to push the boundaries of innovation, Brown remains steadfast in his commitment to empowering every student to reach their full potential and thrive in an ever-evolving world.

Revolutionizing Professional Training in the Energy Industry: A New Approach Needed

Piotr Przybylo is a visionary leader at the helm of GeoModes, a startup which transforms the modern knowledge acquisition process for energy industry professionals. From his own experience of different educational systems and through collaboration with a plethora of transformational instructors and teachers he created an effective and zerowaste learning process which allows him to obtain knowledge twice faster and retain it for longer. Piotr successfully applies this human-centred approach in redefining what professional training means and delivers it through the application of VR, AI, and neuroeducation concepts designed to better serve professionals in the ever-changing energy landscape.

Piotr Przybylo

CEO and Founder, GeoModes

In the fast-paced landscape of the energy industry, staying abreast of the latest global trends mastering new skills, and developing adequate capabilities is not just a competitive advantage; it's a necessity. Among a variety of challenges the industry faces currently, the lack of sufficient talent skillset is the most urgent one. Moreover, the lack of required talent will significantly disrupt the future industry development and revenue streams

as the talent gap will reach over 40,000 competent workers across the global energy industry by 2025.

The energy industry can address this need by redefining the entire knowledge acquisition process for industry professionals through an innovative approach that combines cutting-edge technology and human-centric design. This will result in learning faster for longer - the ultimate goal of any energy industry when engaging any educational provider.

A Paradigm Shift in Learning:

The professional learning environment has significantly changed over the last decade. There was a time when employees were taught around a table, listening to the monotonous voice of an instructor, and watching a PowerPoint presentation for hours. The course content was supposed to be memorised and then tested during a final examination. This type of traditional teaching is long gone because it

simply doesn’t work. Average adult's attention spans between 2000, (before the smartphone revolution), and 2015. decreased by an incredible 4 seconds-- from 12 to 8 seconds. This drop has largely been blamed on the constant stimulation of the current lifestyle. Tik-Tok generation (Gen-Z) has an attention span of just 1.3 seconds. These trends need to be taken into account when designing and delivering training for professionals. Industry

Industry professionals require not only a more effective and efficient content delivery process but also want to focus only on highly applicable content which can be used at the workplace immediately after the course is delivered

professionals require not only a more effective and efficient content delivery process but also want to focus only on highly applicable content which can be used at the workplace immediately after the course is delivered. Most importantly, such training must be extremely engaging and enjoyable which further enhances the learning process and motivates the learners for progress.

Zero-Waste Learning

Traditional training methods often suffer from extreme inefficiencies and information loss.

Applying the Triple Pareto Principle when selecting learning content can significantly improve the design phase of the course and help select only applicable concepts. Additionally, As a result, this can create a learning process that eliminates unnecessary

redundancies focusing on delivering content in a manner that is both faster and sustainable. This results in lower to no waste of financial, time, and staff resources spent on developing new skills and capabilities, and less of these resources spent on re-training in the future. This way the training offers a clear higher cost-to-benefit ratio for the organizations and learning faster for longer results.

Human-Centred Design in Action:

At the core of modern training's success is its commitment to a human-centred approach. Piotr Przybylo emphasises the understanding of the unique needs and preferences of individual learners which leads to the development of a training model that is not just efficient but also highly personalized. The main focus is placed on the 360-degree

Applying the Triple Pareto Principle when selecting learning content can significantly improve the design phase of the course and help select only applicable concepts

understanding of the participants' knowledge gaps and actual knowledge needs which are deeply analysed and provide input for a training design. Modern instructors never teach the same thing twice in the same way. The composition of the course material, mode of delivery, type of education tools as well as real-life simulations depend on who the training participants are on the individual level with their particular learning styles. This is where neuroeducation, organizational psychology, and culture input must be embedded in every aspect of their training programs to create a truly humancentred approach fully adjusted to overall training goals. Whether it's through intuitive user interfaces, adaptive learning algorithms, or interactive content, every element should be designed to cater to the individual learner, creating a truly bespoke educational experience and serving the ultimate purpose of the training.

Multi-Domain Approach to Industry Skills and Capabilities

Even highly technical training previously delivered by technical experts in a particular domain does not suffice anymore. Piotr Przybylo highlights the need for leveraging input from a diverse array of experts from domains which at first glance are not related to such technical content. This includes areas such as neuroeducation, organizational psychology, and culture which now must be taken into account when designing and delivering training in technical domains.

For people's skills-related training (such as leadership and other managerial level training) leveraging such a multidomain approach allows to provide a more holistic approach and more effective results.

According to Piotr Przybylo, soft skills course curriculum must also be delivered only with the current global context and multidomain approach. Since energy leaders operate in an environment which takes into account the entire modern energy value chain, energy trends, challenges, and opportunities, the training must reflect such an environment. That is why disruptive education providers for the energy industry provide leadership training which encompasses areas such as digitalization, decarbonization, and diversification in the context of energy security, current geopolitical trends, technology, and societal revolution. This way even leadership courses are designed in respect of global energy trends and energy transformation. Consequently, the organizations invest in training which supports the future-proof skills and capabilities development with a system where professionals and organizations can obtain highly applicable knowledge for virtually every current and future challenge the energy industry is facing / will face.

Integrating Advanced Technologies

The modern training capacity doesn't just stop at human-centered design; it embraces cutting-edge technologies to amplify the learning experience. Virtual Reality (VR), Artificial Intelligence (AI), and neuroeducation concepts now can be seamlessly integrated into the training modules, providing a multi-dimensional and immersive learning environment. Thanks to the application of this technology more knowledge can be transferred in a shorter time.

Through the adequate application of VR, learners can simulate real-world scenarios, allowing them to practice and refine their skills in a risk-free virtual space. AI algorithms track individual progress, offering personalized

recommendations and adapting the curriculum in real-time based on the learner's strengths and weaknesses. Neuroeducation principles are employed to optimize the cognitive processes, ensuring that information is not only absorbed quickly but also retained more effectively.

Serving the Energy Industry's Evolving Needs

The energy industry is undergoing rapid transformations, with new technologies, regulations, policies, and challenges emerging regularly. That is why an innovative approach to professional training positions it as a vital ally for individuals and organizations navigating this dynamic landscape. By redefining what professional training means, modern educational providers must ensure that energy industry professionals are not just keeping up but leading the way. The immersive and adaptive learning experiences provided by technologically savvy and human-centred education providers can empower individuals to master new skills and stay ahead of the curve, contributing to increased efficiency, safety, and innovation within the global energy sector.

expertplus.com

Such revolutionary education providers represent a paradigm shift in how professional training is designed and delivered. The fusion of human-centred design and advanced technologies creates a learning ecosystem that is not only revolutionary but essential for the continued success of professionals in the everchanging energy industry. Without such an approach, the skills and capabilities required for the global energy transition might not be timely developed and can potentially hinder the necessary industry transformation.

Navigating the Nexus: Family Office Values and Feminine Leadership in the Era of Great Wealth Transfer

Stacy stands as a consummate leader at the vibrant juncture of family business heritage, intuitive feminine leadership, and innovative technology. With over 26 years of experience, navigated the corporate world with the grace of an innovator and the insight of a seasoned strategist, constantly propelled by an unwavering inner fire and a relentless drive to break the mould. Moving from agile startups to Fortune 4 companies, in financial services, mobile and healthcare, Stacy has honed a unique wisdom and resilience. In 2019, Stacy fully embraced the ever-present flame within, leading to the inception of Equati and Global Collective. Recognized as a 'Relationship First' leader, her philosophy disrupts traditional paradigms, addressing biases and barriers with unwavering determination and a forward-thinking outlook. Her mission is to revolutionise wealth perception and management, leveraging regenerative AI and data-driven strategies.

Stacy Kehren Idema

Founder and Managing Director, Equati

In the rapidly evolving financial landscape, family offices stand at a pivotal juncture. As stewards of generational wealth, they are increasingly recognizing the critical role in values alignment, emotional intelligence and the unique strengths of feminine leadership while navigating the complexities of the great wealth transfer.

The Great Wealth Transfer Challenge and the Role of Values Alignment

As we stand on the cusp of the largest intergenerational wealth transfer in history, with an estimated $84 trillion set to change hands, women across all wealth brackets are set to inherit 70% of global wealth over the next two generations.

The emerging generation of beneficiaries brings a refined set of values to the table, prioritising social responsibility, sustainability, and long-term impact. As this wealth moves primarily to millennials and women, family offices must adapt their strategies to meet the changing demographics and priorities of beneficiaries. This shift isn't just numerical; it's about a transformation in values, with a stronger focus on social responsibility, sustainability, and long-term impact.

My Journey: The Genesis of Equati

My journey began in the heart of a family business, where 'business as usual' was anything but usual. Raised among generational entrepreneurs, I was steeped

The emerging generation of beneficiaries brings a refined set of values to the table, prioritising social responsibility, sustainability, and long-term impact

in a world rife with entrenched values, complex challenges, and the ubiquitous glass ceiling. I turned left and for 26 years, I navigated corporate, where the lines between professional and personal blurred and the glass ceiling unshattered, just like in family business. Spanning from agile startups to rigid Fortune 4 companies, each imparted its own unique wisdom and insight.

However, 2019 marked a pivotal turn. A life-changing trip to London catalysed my return to the entrepreneurial world, leading to the creation of Equati and Global Collective. Faced with the relentless biases and obstacles that stifle the distribution of wealth and opportunity, I decided it was time for change. Drawing on a deep well of family business savvy and hard-earned corporate insights, I set out to redefine the norms of business — a journey that exemplifies opportunity, innovation, unyielding determination and a fresh perspective.

Values-Aligned Investment: The New Frontier in Wealth Management

Values-aligned investment marks a transformative shift in the principles of wealth growth and management. This evolved approach breaks away from the confines of traditional metrics, expanding its purview to include the broader impacts of investment decisions on society and the environment. For family offices, this shift is profound; it necessitates a deep integration of individual and family values, ethical considerations, and the long-term visions of their legacy.

As family offices attempt to pivot to align with these evolving values and the changing gender dynamics, they also encounter operational challenges that add a layer of complexity

As family offices attempt to pivot to align with these evolving values and the changing gender dynamics, they also encounter operational challenges that add a layer of complexity

Blind Spots Replace Insights:

In the pursuit of values-aligned investment, family offices might encounter blind spots where traditional metrics and intuition fail to capture the full spectrum of an investment's impact. This can lead to overlooked opportunities or unforeseen risks, as the nuances of social and environmental factors are sometimes less quantifiable and more complex than traditional financial data.

Emotional Bias Over Rational Decisions:

There’s a fine line between being empathetically attuned and allowing emotional biases to sway decisionmaking. Family offices might struggle with balancing personal or family values with rational, objective investment strategies. Emotional biases can cloud judgement, leading to decisions that feel right ethically but might not hold up under rigorous financial analysis. Emotional intelligence is vital.

Governance Gaps Elevate Investment

Risk: With the introduction of ESG and other values-based criteria, family offices need to adapt their governance structures. Traditional investment governance might not adequately address the nuances of values-aligned investment, leading to gaps that can elevate investment risk.

Effective governance in this new landscape requires a sophisticated understanding of ESG factors, a proactive approach to risk management, and a framework that aligns with the broader values of the family and its beneficiaries.

Concurrently, technology, particularly artificial intelligence, is becoming an indispensable ally. AI has an opportunity to streamline operations and enhance a family offices' abilities to analyse and synchronise with intricate, values-based criteria, promising an even more transformed future.

In an era where the very fabric of wealth is being rewoven, family offices stand at the vanguard of a monumental shift. As leaders of generational affluence, they are poised to redefine the legacy of wealth, not just in terms of financial prosperity but as custodians of societal and environmental stewardship. The convergence of values-aligned investment, the ascent of feminine leadership, and the transformative power of technology like AI are not just reshaping the landscape — they're setting the stage for a new epoch of wealth management.

Equati, at the forefront of this revolution, embodies the spirit of innovation and determination that characterises this pivotal moment. As we navigate this nexus of change, the message is clear: the future of wealth isn't just about the riches we accumulate but the world we enrich and the legacy we leave behind. In this new era, marrying purpose with profit isn't just a lofty ideal; it's the new benchmark for success.

The Evolution of Customer Experience in International Schools: A Comprehensive Perspective

With over two decades of shaping customer experience in the education sector across Asia-Pacific and Australia, Jason is a recognised authority in driving CX strategies. His expertise spans sales and marketing, customer experience, and operational leadership, demonstrated at premier educational institutions such as the German European School Singapore, Dulwich College (Singapore) and Navitas. A thought leader in the field, Jason has shared his insights at various international conferences, underscoring his role as an industry expert. With a commitment to excellence and a passion for innovation, Jason continues to shape the future of CX in education, guiding institutions to achieve both their academic and business objectives.

Jason Hoppner

Director of Operations and Customer Experience, GESS - German European School Singapore

In today's globalised world, international K-12 schools are not just educational institutions but are increasingly viewed as service providers in a competitive market. This article explores the burgeoning role of customer experience (CX) in the international school sector. We examine the transformation of students and parents into discerning customers, the implications of customer lifetime value, the necessity of articulating unique value propositions in a crowded marketplace, and the integration of corporate CX strategies into educational frameworks.

Understanding the Customer: Students and Parents as Key Stakeholders

In high-cost education markets like Singapore, where annual fees can surpass USD$35,000

per year and school sizes can exceed 3000 students, the concept of students and parents as customers gains critical importance. These stakeholders are not just passive recipients of educational services but active participants whose satisfaction and loyalty are essential for the sustainability and growth of schools.

Think of it this way: satisfied parents become advocates, spreading the word about the exceptional education their children receive. In turn, this advocacy directly impacts the school's enrolment objectives. Happy parents are more likely to refer friends and family, write positive reviews, and participate in school events, creating a sense of community that's incredibly attractive to prospective families.

For some international schools the average customer lifetime value (CLV): yearly tuition x average number of children per family x

The development of a CX culture goes well beyond the idea that a school should simply offer warm and fuzzy interactions with parents

average length of enrolment - can exceed $500,000 and schools need to deliver an experience commensurate with that CLV. Recognising the significant customer lifetime value of parents, international schools are redefining their engagement strategies to cater to this evolving dynamic.

Embracing Corporate CX Frameworks

The development of a CX culture goes well beyond the idea that a school should simply offer warm and fuzzy interactions with parents. Knowing how to deliver the right experience requires detailed insights into a school’s current/former/prospective families along with a clear understanding of their views on education, their key drivers for choosing a school and what qualities they are seeking to develop in their children. To meet challenging enrolment targets, international schools need to be sophisticated hives of data insights, research and CX leadership. As such, many schools are now adopting corporate CX frameworks to enhance their service delivery. These models provide a structured approach to evaluate and improve the entire customer journey, ensuring a consistent and high-quality experience at every touchpoint. By adapting these frameworks to the educational context, schools are now able to systematically assess and refine their interactions with current, prospective and past families.

Advanced Research for Deeper Insights

To understand parent behaviour in school selection, international schools are employing sophisticated research methodologies. This involves conducting detailed surveys, focus

groups, and data analytics to gain insights into parental preferences and decision-making processes. These findings are instrumental in developing targeted marketing strategies and tailored communication plans, ensuring that the school's offerings align with the expectations and needs of its audience. Indepth knowledge of parent personas is also central to crafting effective marketing and communication strategies. By identifying specific parent profiles, schools can customize their messaging and outreach efforts, ensuring relevance and resonance. This segmentation allows for more personalised interactions, fostering a sense of community and belonging among prospective families and improving retention amongst existing families.

Schools are also slowly becoming accustomed to measuring their Net Promoter Score (NPS), a concept which only a few years ago would have been unheard of to most senior leaders in the education sector. In many ways, the challenges brought on by COVID forced the hands of many institutions to adopt more sophisticated approaches to their enrolment strategies which is where CX steps in. The “build it and they will come” approach simply doesn’t work anymore in meeting enrolment targets.

Decrease the Cost of Acquisition (CoA)

The development of a strong CX framework can also go a long way in decreasing a school’s cost of acquisition (Yearly Marketing Spend ÷ Yearly Enrolments). As competition intensifies in the international school sector and budgets become tighter, it is more important than ever to ensure that marketing is not only targeted

Developing a CX culture in international schools involves more than achieving customer satisfaction. It requires creating a holistic and memorable experience for every stakeholder

towards right-fit families but also that the overall experience for families is elevated throughout the entire customer journey. For example, industry research is clear in that brand reputation is the number one driver for school choice for international school parents. Positive experiences lead to satisfied parents and students who are likely to recommend the school to others and since word-of-mouth marketing is the most effective form of school promotion in driving enrolment numbers, this reduces the need for expensive advertising campaigns. Additionally, a great CX strategy helps in retaining existing students, which is often more cost-effective than acquiring new ones

Building a CX Culture: Beyond Satisfaction

Developing a CX culture in international schools involves more than achieving customer satisfaction. It requires creating a holistic and memorable experience for every stakeholder. This culture can only be nurtured through investment in CX tools, consistent staff training, open feedback channels, and a commitment to exceeding expectations in all aspects of school life.

Embracing CX is a strategic imperative for international schools. As the sector becomes increasingly competitive, and as parent and student expectations evolve, schools that effectively integrate CX into their core operations and ethos will emerge as leaders. The future of international education lies in its ability to deliver exceptional experiences, making CX an integral component of its ongoing evolution.

Rekindling Ties to Our Origins

Baiba Matisone, a Strategy Consultant, finds joy in exploring a diverse range of thought-provoking questions about Business, Culture, and People. She is also the host of a strategy community in Berlin called Strategy Pints and the owner of her strategy training platform - Planning Folklore.

Baiba Matisone

Brand and Creative strategist

Afew months back, I was handed the formidable challenge of delving into the deficiency of imagination in strategy. Approaching it like any strategist would, I began by investigating the fundamental causes of this issue and contemplating potential remedies. To begin, let's examine some overarching issues.

First, there's a strong focus on speed and short-term perspectives. We tend to rush without pausing to step back and carefully consider our actions. This tendency is evident in our case studies, where numerous initiatives lack enduring impact due to the absence of a thoughtfully structured long-term strategy. On the other hand, what can we expect if our CMO life cycle is 18-24 months and then the next one comes? Usually with a new brand vision and ignoring previous good practices that could be preserved and applied. Hence, it can be inferred that short-term thinking results in a lack of responsibility among all stakeholders and triggers apprehension related to the 3Fs - Fear, Failure, and Fired. These three red flags indicate that if our work and ideas do not align with the company's goals, we will be fired. And that's what shuts down a lot of our imagination and forces us to fit into the frame.

Second, we all live in our own echo chamber. We follow the same opinion leaders, read the same strategy books, and take the same courses. Training courses that everyone attends make us generic and similar to everyone. And we're all talking about the same famous campaigns that everyone else is talking about. And eventually, we create insight in the same rhythm - "you are not you when you are...".

Today, we put too much emphasis on creative work and seem to have forgotten or ignored our true role and responsibility

Lastly, we are living in a postmodern phase of account planning. We engage in the deconstruction, fusion, and transformation of planning models, frameworks, and tools, and we like to develop novel and enhanced approaches. Unfortunately, this process often takes place without a full appreciation or acknowledgement of the original idea and contributions made by the original authors. The lack of a structured approach leads us into confusion, risking a decline in the mastery of our craft. Furthermore, there's a proliferation of craftsmen promoting their own models, but these models often lack a logical foundation.

However, it is not an entirely bleak scenario. What if we seized the opportunity and explored ways to increase the influence of strategists in shaping culture? Let’s aim to be more interesting, more imaginative, and ultimately more effective.

First, learn and master the basics of the strategy, and only then mix and create new models and frameworks for your work. Learn models that go beyond the most commonly used and restrictive 4C/5C or TBWA Disruption model. When account planning was created, the practitioner's daily job was to constantly think about how advertising works. Today, we put too much emphasis on creative work and seem to have forgotten or ignored our true role and responsibility. Therefore, it is essential to think beyond the famous campaigns that everyone is talking about. Dazzle your creative team by bringing forth intriguing case studies from unconventional disciplines that are often overlooked in our conversations. It's a captivating way to showcase your distinctive perspective.

Second, to discover intriguing problems or understand how to solve them, the first step is to identify them. Carry a small pocket notebook

wherever you go and make a habit of spotting societal issues. Jot them down and let them marinate for a week or two. Only then you should pick them up and begin contemplating potential solutions and ways to address the problem. It's essential to exercise your problem-solving skills; otherwise, progress to the next level won't be attainable.

Third, slow down and find time to daydream. Our profession is based on information addiction. Our job is to constantly consume the information or we may not be at the top of our game. But if we step aside and look from the distance, it's a hamster wheel. My advice to you is to create Information

Free Days. True creativity only sparks when you are connected to yourself.

Lastly, don't hesitate to engage with real people. Historically, our original mission as planners was to be consumer advocates within the agency. At the heart of any 3C, 4C, or 5C model lie two crucial elements: the brand or company and the consumer. Crafting a successful campaign to address the problems or needs of these people is impossible without a thorough understanding of them. Neatly packaged trend and research reports won't unveil the motivations behind people's actions. Your mission is to decipher that. Begin with the question "Why.”

Empowering Employees: Bridging the Skills Gap for Organizational Success

Amar Kulkarni is a leading Strategy, Leadership, and Technology consultant and Managing Partner at Skills U, a skill and learning experience platform for SMBs and enterprises. Skills U is your fractional CLO, meeting the demands of your modern workforce including closing the skill gap. Amar has over 20 years of experience working with SMBs and global enterprises such as Deloitte, Capgemini, IBM, Target, and Scholastic, with a focus on business transformation, digital strategy, organizational change, and CX. In addition to business transformation thought leadership, Amar has written countless articles on utilizing human-centered design, psychology, mindset, personal growth, leadership, productivity, and well-being in the workplace. Amar has a BEng and MBA and a passion for working with leaders, individuals, and teams to unlock their highest potential.

Managing Partner, Skills U

The challenge of employee retention and upskilling is top of mind for organizations to remain competitive. "With 93% of organizations worried about holding onto their talent, the focus is now on more than just paychecks," says a recent Gallup report.

With the macroeconomic influences, including the COVID-19 pandemic and advancements

in technology especially in generative AI and automation, organizations must reset their people experience strategy to focus on skills.

According to Deloitte, three out of five business executives say new technologies — such as AI and automation — will be a primary driver of their organization adopting a skillsbased approach. As businesses confront an $8.5 trillion skills gap, as outlined by the World Economic Forum, the need for upskilling and

The role of learning and development, along with career mobility are playing a greater role in employee engagement and retention

reskilling is and will be, a top organizational priority for leaders.

Learning and Growth is a Driver for Employee Engagement and Retention

The role of learning and development, along with career mobility are playing a greater role in employee engagement and retention. LinkedIn's 2021 Workplace Learning Report reveals a crucial insight: "Employees who feel their skills aren't being put to good use in their current job are 10 times more likely to look for a new job than those who feel their skills are being utilized effectively." There is a clear correlation between engagement and growth.

For engaged employees, learning is key to their career progression. In addition, employees want to stay up to date in their fields and want to invest in not only their jobs but also their interests, careers, and life goals. Personal and professional growth are not separate paths to success.

The Cultural Learning Gap

Concurrently, C-suites are now hyper-focused on mobilizing employees. Given the high costs of turnover and acquiring new talent, organizations'

top priority is “keeping employees motivated and engaged,” which will address the retention issue. Forward-looking organizations’ second priority is “giving employees opportunities to move into different roles within the business,” aimed at building business resiliency and productivity.

Continuous learning is a driver of employee and organizational performance. A learning culture starts with leaders encouraging an environment for employees to learn and grow. Despite the recognized value of learning, a disconnect remains. "Employees are eager to learn, but they're not getting the support they need," shares an HR director from a leading tech company.

This gap is evident in traditional and emergent online learning platforms, which frequently experience low completion rates. Empowerment of employee learning development has taken a back seat, with only 35% of learners feeling encouraged to learn by their manager in the past six months according to the latest LinkedIn learning report.

Employees want to be in the driver’s seat of their career and personal growth objectives. With support from managers and HR partners,

A learning culture starts with leaders encouraging an environment for employees to learn and grow

employees should be empowered to own their career plans, while aligning individual goals with business objectives, to create a win-win scenario for the organization.

Personalized Learning as a Solution

Personalized learning is an enabler for employee growth, as demonstrated by a case study from Siemens. They implemented a detailed skills assessment and tailored learning paths, leading to a significant increase in employee satisfaction and performance. "It's about aligning learning with the individual's career ambitions and the company's direction," a Siemens L&D manager explains.

The organization may have set out career paths for example, an individual contributor to a manager, or a junior developer to an intermediate developer to a senior developer. Still, each individual has a unique career journey based on life circumstances, opportunities, and personal interests.

The key to continuous learning is that the employee is motivated, growing, and thriving in meeting the next milestone. A personalized learning plan with visibility into the skills required gives the employee a natural career roadmap that can be used as dialogue for regular check-ins, goal planning, and performance reviews.

Creating Active Learning Cultures as a Solution:

Let’s create cultures of active learning and engagement. The 2023 L&D report from LinkedIn emphasizes the top priorities: aligning learning with business goals and creating a continuous learning culture. For instance, Google's '20% time' philosophy, where employees spend 20% of their time on personal projects, has led to innovations like Gmail and AdSense.

With the onset of AI and other technology accelerators, the right tools must be activated to get the desired business outcomes

"It's about fostering an environment where learning and innovation go hand in hand," says a Google HR executive. With a clear learning plan including a skills framework, learning plan, and mentorships, employees can bring learning into their everyday work.

The 70-20-10 model for learning and development, which holds that 70% of their knowledge comes from job-related experiences, 20% comes from interactions with others, and 10% from formal educational events will be more important than ever. We see a future of learning on the job in which the employee doesn’t need as much formal training but is equipped with “justin-time learning” that enables them to do the job effectively.

Leveraging Technology as a solution:

With the onset of AI and other technology accelerators, the right tools must be activated to get the desired business outcomes. This can be in the form of an AI advisor, connection with a peer to complete an impromptu peer-to-peer session, or setting up a functional mentorship or peer group arrangement. Many organizations are following; Walmart is currently experimenting with an AI assistant for its team members to help with onboarding and skills development.

So, what is going to be most important in this new learning and development landscape?

First, clarity in career paths is crucial. As an HR leader from Adobe notes, "Transparent career trajectories contribute to employee motivation and retention."

Second, data tracking in learning and development is key. An HR analyst at IBM shares, "Through our learning platform, we've been able to track skill development and align it with our business goals effectively."

Third, the necessity of a comprehensive learning marketplace that leverages multiple forms of content is evident. "Offering a variety of learning resources caters to diverse employee needs," comments a LinkedIn Learning executive.

Based on individual learning styles and preferences, having highly engaging content and multi-channel learning activities centralized in one place will be essential for the ideal employee learning experience. For example, MasterClass, a platform that provides expert advice on topics such as leadership has an 80% engagement rate. Employees expect content that is timely, relevant, and interesting.

"Learning and development are not just HR issues; they are business issues," a Gallup analyst remarks, and we can expect many more organizations to fill the gap of a “CLO” or Chief Learning Officer, either in a full time, or in a fractional capacity.

Other organizations may centralize this responsibility to HR or decentralize it across functional groups. Many are looking to leverage technology to fill the void. Either way, the opportunity remains: investing in learning is essential for addressing the skills gap, career mobility, and ensuring a competitive, successful organization.

Conclusion: Close Your Organisational Skills Gap

Technology is advancing so rapidly that organizations will need to re-think not only how people learn but also how the organization responds to change, for example, what business functions can be optimized by advanced technology? What is the resulting impact on existing roles and responsibilities? A role today will not look the same in a few years.

First, organizations must identify the skills people have. Second, they must identify the skills they need. Third, they must determine how to close the gap quickly.

The future of learning and development is transforming, but one thing is for sure: as organizations invest in holistic learning and development that empowers employees to develop without limitations, they will surely reap financial benefits and gain a competitive advantage. With an emphasis on personalized learning plans and skills upgrades, individual employees flourish, and as a result, so does the organization.

From Peril to Profit: Innovative Strategies for Capitalizing on Business Risks

Tahmina Day has over 18 years of experience in the financial services industry. For over 11 years, Ms. Day served as a Corporate Governance Officer of the International Finance Corporation (IFC, a member of the World Bank Group)’s ESG Group. In that role, she was the team leader and key expert in corporate governance, risk management, and internal control, providing advisory services to IFC investment portfolio companies. Recently, Ms. Day served as a risk and compliance senior manager at CIT Group, Inc., Fannie Mae, and Seacoast Bank. At her current role as a Global ESG Solution Lead at Archer IRM, she is responsible for developing the ESG solution and its integration with enterprise risk management (ERM). Ms. Day holds an MBA degree from the Darden School of Business at the University of Virginia. She is a Certified Enterprise Risk Professional (CERP).

Tahmina Day

ESG, Risk, and Governance Leader, Archer Integrated Risk Management

Each morning, leaders confront the inevitable challenge of decisionmaking. When their choices align with the defined risk appetite, favorable outcomes ensue. However, if the risk appetite is exceeded, the results can be ominous. Mastering this delicate balance and making the right decisions constitute the art of risk management.

In today's turbulent and rapidly evolving business landscape, the ability to turn risks into opportunities is more than a skill, it's a necessity. The BCG Global ESG, Compliance, and Risk Report 2023 reveals a startling insight.

Companies with mature risk management strategies experienced a smoother handling of unpredictable crises, with 71% attributing their success to these strategies, in contrast to only 37% of companies with less robust risk management.

Companies that are adept at managing and exploiting risks are by far more likely to sustain in the long term than entities that don't.

This article delves into how businesses can harness the often-untapped potential of risks, transforming them from perils into profits through innovative strategies.

Understanding the Risk Landscape

Where do we commence? We embark on the journey by delving into the risk landscape and vigilantly monitoring opportunities. Risk Identification is the cornerstone of opportunity. PwC’s Global Risk Survey underscores this, showing that only 40% of business leaders are consulting with risk professionals early in their strategic and operational programs.

Companies in the minority, though, enjoy sustained benefits by integrating risk management

into their strategic planning. Take Netflix, for example. Recognizing the shift towards digital media – a potential risk for its thenexisting model – it pivoted from DVD rentals to become a streaming juggernaut, tapping into a significant opportunity.

Adapting to change is equally crucial. LEGO's remarkable transformation from the brink of bankruptcy in 2004 to a resurgence, achieved through product diversification and low-risk digital innovation, serves as a compelling testament to this adaptability. The pivotal factor in LEGO's turnaround was its willingness to embrace change and transform risks into opportunities through innovation.

As companies strategically assess the risk landscape, they gain insight into a spectrum of opportunities that can not only shape their strategic direction but also pave the way for new growth.

Embracing Innovative Risk Management Strategies

Let's explore innovative strategies for unlocking the benefits of risk and opportunity management.

We begin with the dichotomy between Proactive and Reactive approaches in risk management that fundamentally differ in their impact. Numerous studies highlight that a proactive stance not only elevates a company's EBITDA but also enhances overall organizational performance. This approach entails anticipating risks and formulating strategies in advance, as opposed to reacting post-occurrence.

Furthermore, the role of Technological Integration in risk management cannot be overstated. An exemplary illustration is seen in IBM's embrace of predictive analytics,

As companies strategically assess the risk landscape, they gain insight into a spectrum of opportunities that can not only shape their strategic direction but also pave the way for new growth

demonstrating how advanced technology can forecast market changes, empowering companies to adapt proactively and stay ahead of the curve.

Finally, the paramount importance of Diversification and Flexibility in effectively transforming risks into opportunities becomes evident. Amazon's remarkable journey, evolving from a modest online bookstore to a global powerhouse in e-commerce and cloud computing, stands as a compelling testament to the strategic foresight embedded in diversification. This case shows how adaptability, and a diversified approach can not only mitigate risks but also propel a company toward unprecedented growth and success.

Cultivating a Culture of Risk-Awareness

At the core of a successful risk management practice lies the foundation of a robust risk culture. Leadership and culture synergistically play pivotal roles in cultivating an environment that is inherently attuned to risk. McKinsey's insights affirm that organizations endowed with a strong risk culture exhibit a remarkable ability to outperform competitors amidst challenges and economic cycles. This commitment to risk resilience begins at the highest echelons, with leaders who not only prioritize risk-awareness but actively foster it within the organizational culture. Their commitment sets the tone for a collective consciousness that not only identifies and manages risks effectively but also positions the organization for enduring success in a dynamic business landscape.

The empowerment of employees stands as a critical cornerstone in fostering a robust risk culture that not only educates about risks but also illuminates opportunities. An illustrative example is found in Google's innovative “20%

The empowerment of employees stands as a critical cornerstone in fostering a robust risk culture that not only educates about risks but also illuminates opportunities

time policy”, which enabled employees to dedicate a portion of their work hours to pursue personal projects. This empowerment not only educated the workforce about potential risks but, more importantly, sparked a culture of innovation where employees actively explored opportunities. The tangible outcomes, exemplified by the creation of Gmail and AdSense, underscore how empowering employees can be a catalyst for groundbreaking innovations. A compelling testament to the pivotal role of employee empowerment in fostering a dynamic and forward-thinking risk culture.

Lastly, learning from failures is vital. Fostering an environment where risks can be taken, failures embraced, and lessons learned contributes significantly to an effective risk culture. Dyson's journey, marked by numerous failed prototypes before achieving success with its vacuum cleaners, highlights the importance

of embracing and learning from setbacks. It highlights that innovation often involves setbacks, emphasizing the transformative role of resilience and learning in shaping an adaptive risk culture.

Wrapping it up, the transformative journey from peril to profit in business risks transcends just strategies and models. It necessitates a profound mindset shift. Leaders who perceive risks not as stumbling blocks but as potential steppingstones to innovation and growth have the power to propel their companies into uncharted territories. The pivotal question lingers: Within your organization, do risks serve as formidable stumbling blocks or dynamic steppingstones paving the way to success? Recognizing risks as opportunities is the cornerstone of a mindset poised for strategic innovation. This mindset is essential for achieving sustainable growth in a constantly changing business environment.