Janyce Fadden Director of Strategic Engagement, Agile Strategy Lab, University of North Alabama
Jaslyin Qiyu Founder, Mad About Marketing Consulting
Laura West Founder, Agencywise
Ronan Massez Regional Marketing Manager LatAm, MedTech Expert
May 2024
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In today's fast-paced business world, motivational speakers play a crucial role in driving organizational success. Their compelling stories and messages inspire and energize employees, creating a positive and productive corporate culture.
At the heart of every great motivational speaker's success is their ability to tell a story. By sharing their own experiences, triumphs, and challenges, these speakers connect deeply with their audiences. This connection is especially important in the business world, where employees often face high-pressure situations and need inspiration to keep going.
Take, for example, Tony Robbins and Simon Sinek. Robbins' high-energy delivery and transformative personal stories encourage people to break through their limitations. Sinek focuses on the importance of finding one's "why," urging leaders to inspire action by starting with their core purpose. Their stories not only captivate but also motivate employees to strive for excellence and embrace change positively.
In this special issue of CXO Magazine, we spotlight Candace Carnahan, a safety innovator and motivational speaker who champions a simple yet powerful truth: safety is a mindset, not just a task. Whether she's in steel-toed boots or stilettos, her message remains the same. She stresses the importance of understanding the "why" behind safety, urging everyone to consider their daily actions with the ultimate goal of returning safely to their loved ones.
As you explore this issue, you'll find thought-provoking articles from industry experts and leaders. From discussions on the digital revolution and the rise of remote leadership to insights into workplace diversity, equity, and inclusion, our contributors provide valuable perspectives on the latest trends and best practices in business leadership.
At CXO Magazine, our goal is to equip our readers with the knowledge and motivation to navigate the complexities of today's business landscape. We hope the articles in this issue will not only inform but also spark conversations and inspire innovative thinking among our esteemed readership.
Happy reading!
Sarath Shyam
30
Jaslyin Qiyu, Founder, Mad About Marketing Consulting & Former Senior Vice President, Head of Client Marketing and Digital Capabilities, Singapore, Citi
Helping Companies Transform their Marketing Teams, Processes, & Platforms with Empathy
38 Laura West, Founder of Agencywise and Agency Founder Advisor
The Future of Work: Adapting to the Changing Nature of the Workforce and Workplace
24
Janyce Fadden, Director of Strategic Engagement, Agile Strategy Lab, University of North Alabama
Someone’s Bag will be Last! It doesn’t have to be you!
44
Ronan Massez, Regional Marketing Manager LatAm, MedTech Expert
Demystifying Digital Transformation
Candace Carnahan believes in a simple truth: safety isn't just a task; it's a mindset, a way of living. Whether she's clad in steel-toed boots or stilettos, her message remains consistent. Fast forward 25 years from a life-altering moment in her youth, when an incident could have ended it all. Since then, Candace has been advocating for safety in diverse settings—offshore rigs, mines, factories, and corporate boardrooms. She emphasizes the "why" behind safety, urging us to consider the importance of our actions each day, with one ultimate goal in mind: returning safely to our loved ones.
Her approach to safety is holistic, offering a fresh perspective on a topic often seen through a narrow lens. Through her talks, she inspires audiences to rethink safety in ways they may never have before. Yet, amidst her varied experiences, Candace always circles back to where it all began—a story that resonates with everyone she meets.
In the summer of 1999, a single moment altered Carnahan's life trajectory forever. Fresh off her first year at university, she embarked on a seasonal job at the local paper mill. Like clockwork, she underwent a week of safety training before delving into her duties—a routine she repeated for three consecutive summers.
Her task was straightforward: keeping the work area tidy by collecting fallen paper slabs. Yet, on an otherwise ordinary day, a routine shortcut led to an unforeseen calamity. Crossing a conveyor belt system, a common practice among colleagues and supervisors alike, Carnahan inadvertently stepped into harm's way.
Embracing safety not merely as a mandate, but as an opportunity for proactive engagement, Carnahan advocates for a paradigm shift—a shift from passive compliance to empowered action
Carnahan recalls, "As I crossed over the belt, I put my foot down at exactly the wrong place at exactly the wrong time." Her left foot became ensnared in the machinery's unforgiving grasp, dragging her down onto the moving belt. Despite her cries for help piercing through the cacophony of the mill, the automatic emergency stop failed to engage.
"It was only through the swift intervention of a vigilant coworker that catastrophe was averted," Carnahan recounts, her voice tinged with gratitude. Her foot wedged between converging conveyors, teetering on the brink of irreversible harm.
Acknowledging her initial indifference towards workplace safety, Carnahan reflects, "Honestly, at the time I was injured I didn’t have much of a perspective on workplace safety." While she had undergone training and the importance of safety was ostensibly emphasized at the mill, the prevailing cultural focus of the late nineties veered towards other societal concerns, relegating workplace safety to the periphery.
Driven by her harrowing experience, Carnahan's advocacy for safety education, particularly among youth, ignited fervently. "The step I took over the machine that day continues to shape my perspective on life and safety," she shares. The fateful misstep served as a catalyst for introspection, prompting profound questions: How can we enhance our approach to safety? How can we foster a deeper, more personal connection to the concept?
Embracing safety not merely as a mandate, but as an opportunity for proactive engagement, Carnahan advocates for a paradigm shift—a shift from passive compliance to empowered action. "When we view safety as less of an obligation and more of an opportunity, it empowers us to
take action," she asserts. It's about speaking up, asking questions, and assuming responsibility for our well-being and that of others—a collective endeavor to eradicate needless harm from our lives.
Shortly after her life-altering incident, Carnahan was approached with an opportunity by the Workplace Health, Safety, and Compensation Commission (now WorkSafe NB). This encounter, which occurred around 2000, occurred at a time when workplace health and safety were scarcely discussed in educational
settings. "I was invited to share my experience with students across the province with two goals in mind," Carnahan explains. "First, to teach them that they are not invincible, and second, to make them aware of their rights and responsibilities in the workplace."
Embracing this opportunity, Carnahan embarked on a journey that would shape her future endeavors profoundly. "I took on the role not knowing it would lead me on the path I’m on today," she reflects. "However, very soon into this work, I did recognize my passion for storytelling
The truth is everyone I speak to is the most important person to someone in this world, and no one I speak to is invincible
and for advocating for empowerment - to inspire youth to educate and protect themselves."
Her early experiences working with students revealed a glaring gap in safety education among young workers. "Those years were formative in teaching me that if we can find ways to connect with people in an honest way, and on a personal level - we can make any topic engaging, educational, and meaningful," Carnahan observes. Driven by a fervent desire to make a difference, Carnahan's journey towards safety advocacy began—a journey rooted in the belief that by fostering genuine connections and empowering individuals, even the most mundane topics, such as safety, can become vehicles for profound learning and growth.
Carnahan's message resonates across industries worldwide, rooted in a profound acknowledgment of our shared humanity. "While I speak to various industries across the globe," Carnahan notes, "the truth is everyone I speak to is the most important person to someone in this world, and no one I speak to is invincible."
With this simple yet compelling insight, Carnahan implores individuals to consider safety beyond mere adherence to regulations. "There is an abundance of space just within these two simple facts to implore people to consider their safety beyond the ‘nuts and bolts’ by reminding them how much they have to lose and how little to gain by taking unnecessary risks," she emphasizes.
Reflecting on the sobering reality of workplace fatalities, Carnahan remarks, "No one wakes up in the morning and drinks their coffee thinking that it will be the last time that ever happens, yet, here we are in 2024 killing a minimum of 20 people a day on the job in NA."
Yet, amidst this stark reality, Carnahan's message transcends mere obligation, advocating for safety as an opportunity—a conscious choice to safeguard what matters most. "Our lives are made up of a whole bunch of little big things," she observes. "I believe that when we make a conscious choice to take care of the little things, the big things, for the most part, take care of themselves."
Central to Carnahan's ethos is the recognition of individual agency in effecting change. "I believe that my work has inspired organizations and the people within them to
recognize the power they have to make a difference every day," she affirms. While her message extends beyond mere compliance with rules and regulations, Carnahan acknowledges its role in amplifying industryspecific safety protocols.
"No one goes to work alone and no one gets hurt alone," Carnahan emphasizes, reflecting on the ripple effects of workplace incidents. "The story of my injury is also that of pain and impact that fateful step had on my family, my parents specifically, my fellow employees, the first responders, and the community."
In Carnahan's view, the universality of her message lies in its potential to resonate with anyone, irrespective of industry or background. "In my opinion, a message like mine has the potential to be impactful to anyone because anyone could be impacted by an incident like mine," she shares, underscoring the collective responsibility to prioritize safety and well-being in all facets of life.
In Carnahan's view, workplace hazards are ubiquitous, transcending the boundaries of industry and occupation. "Regardless of where
you’re working, a corporate office or on an offshore oil rig, there are hazards," she asserts, highlighting the omnipresence of risk in everyday work environments.
Central to Carnahan's approach is the recognition of universal themes underpinning workplace safety. "My core themes, for the most part, remain consistent regardless of who I’m speaking to," she explains. Yet, she tailors her messaging by weaving in personal anecdotes and experiences specific to each industry audience, fostering relatability and resonance.
"I weave in the experiences and stories of others that have been shared with me along my journeys," Carnahan shares. These narratives serve not only to elucidate potential hazards but also to underscore the imperative of learning from past mistakes and tragedies.
Carnahan is committed to closing the gap between psychological and physical safety, recognizing their inherent interdependence
"While we cannot change the past, we can certainly learn from it," Carnahan reflects. "When we know better, we can do better." Yet, despite the imperative of continuous improvement, she dismantles persistent roadblocks hindering progress toward safer work environments.
"The mentality of 'we’ve always done it this way, so this is the way we will do it' is alive and well," she observes. Carnahan advocates for a paradigm shift—an embrace of a questioning attitude and a proactive approach to safety.
"Having a questioning attitude saves lives," she affirms. Carnahan challenges the notion that risk-taking is an inherent expectation in certain work environments, emphasizing the role of organizations in fostering a culture of safety and continuous improvement.
"Investing in safety isn't just an obligation— it's an opportunity," Carnahan asserts. By reframing safety as a proactive endeavor rather than a reactive obligation, she envisions a
reimagined approach to workplace safety in 2024—one rooted in empowerment, vigilance, and a commitment to collective well-being.
Candace has been saying, if you see something say something for years before it became everywhere.
"Well, it’s a slogan I see all over the place now, in airports, train stations, etc.," she observes. "So - I think we can say for sure that it’s 'catchy'."
Firmly believing in the power of catchy phrases, Carnahan underscores the effectiveness of alliteration in embedding messages in people's minds. "If you can get a phrase to stick in someone's
head," she notes, "you increase the likelihood that they will call it to mind when the time comes."
For Carnahan, "If You See Something, Say Something" transcends mere warnings of danger; it encapsulates a broader ethos of vigilance and empathy. "Keeping people safe reaches beyond warnings of danger," she asserts. "When we speak up to or on behalf of others, we bring everyone, including ourselves, back to the here and nowwhich is where we need to be to move forward in a safe and healthy manner."
In every talk she gives, Candace Carnahan has one story she shares without fail. It's a tale that hits close to home, a narrative of loss and
resilience that she learned from her mentor and dear friend, the late Paul Kells.
Paul's crusade for young worker education and employer responsibility was ignited by the tragic death of his son, Sean Kells, at just 19 years old in a workplace accident. Candace vividly remembers Paul's unwavering courage as he stood on stage, recounting the unimaginable pain of losing a child. "When I asked Paul where he found his strength," Candace recalls, "he shared a touching story with me, one that had been relayed to him by Sean's friend after Sean's passing."
What Paul didn't know was that Sean had once saved this friend's life in a different way—by extending a simple but profound act of kindness. The friend, who had been mercilessly bullied in elementary school, found solace when Sean offered to walk him to class during their first week of middle school.
"Sean showed up at his locker time and again until they had become friends and were just
going to class together," Candace recounts. "Years later, this man, now in his 50s, revealed to Paul that Sean's kindness had rescued him from despair." Sean had unknowingly altered the course of this man's life, preventing him from succumbing to the darkness of his circumstances. "Sean left this world not knowing that someone else would remain in it because of him," Candace reflects.
As conclusion, Candace stresses the significant influence of simple actions, encouraging her listeners to take advantage of every chance to do or say the right thing, even when it seems difficult or intimidating. This is a message of hope and empowerment, reminding us of the amazing potential of compassion in the midst of challenging circumstances.
Carnahan is committed to closing the gap between psychological and physical safety, recognizing their inherent interdependence. "You can’t have
As societal attitudes towards safety continue to evolve, Carnahan remains steadfast in her commitment to promoting a culture of safety and well-being for all
By setting an example and demonstrating a proactive approach to safety, individuals can inspire others to prioritize safety in their actions
one without the other," she asserts. To further this mission, she has launched an online safety awareness certificate program called Step Up Your Safety for Youth. "It is my hope that it will be available to young people all across North America," she shares. Carnahan intends to expand this initiative to encompass all workers, particularly those in small organizations with limited resources for safety initiatives.
Reflecting on current trends, Carnahan finds encouragement in the growing emphasis on safety awareness. "What I consider encouraging at this moment in time is that it feels as though safety is 'trending,'" she notes. There is a palpable shift in attitudes, with individuals increasingly prioritizing their rights to safety and protection. "To me, it feels like a tide has turned," she observes. "While safety has always been in front of us, it was something that needed to be sold, whereas now people want to know more about their rights, they feel entitled to safety and protection - as they should."
Drawing parallels to the evolution of consumer preferences in the beverage industry, Carnahan envisions safety consciousness becoming a fashionable trend. "I think that similar to the NA beverage industry, safety and making healthier choices in that regard will evolve to be considered in style if you will," she suggests. As societal attitudes towards safety continue to evolve, Carnahan remains steadfast in her commitment to promoting a culture of safety and well-being for all.
Organizations can continue to strengthen their safety cultures through innovative approaches. "Keep it fresh and think outside the box!"
Carnahan advises. She emphasizes the importance of fostering a culture of caring within the workforce as a cornerstone of effective safety initiatives. "Team building exercises, company BBQs, events that include family - these all allow people to let their guard down in the work environment and to learn more about the people they are working with and what is important to them," she explains. According to Carnahan, simple gestures like sharing a meal together can contribute significantly to enhancing the safety culture.
By making safety personal, organizations can underscore its significance. "When we make safety personal, we make safety matter," Carnahan asserts. Incorporating personal stories and experiences into safety protocols and procedures can provide employees with a new perspective on safety.
Moreover, Carnahan stresses the importance of demonstrating a commitment to safety through actions, not just words. "Safety must not only be identified in a mission or a vision as a core valueit needs to be seen in action as the most important element for success," she asserts. Carnahan acknowledges that companies investing in safety speakers like herself often demonstrate a genuine commitment to safety, evident in their engagement and energy during safety initiatives.
Keeping safety at the forefront of organizational priorities is essential for cultivating a strong safety culture. "When safety is out in front of an organization at every turn, the level of commitment and the desire to play an integral role in the evolution of a safety culture is undeniably evident," Carnahan observes. Even small adjustments, such as incorporating the word "safely" into everyday language, can reinforce the culture of safety.
In Carnahan's view, everyone within an organization plays a leadership role in promoting
safety. "When it comes to safety, I believe that everyone is a leader," she emphasizes. By setting an example and demonstrating a proactive approach to safety, individuals can inspire others to prioritize safety in their actions.
Ultimately, Carnahan urges organizations to take proactive measures to prevent tragedies. "In the wake of a tragedy, the last question you want to be left asking yourself is 'what more could I have done,' and to know there is an answer," she reflects. By implementing practical strategies and fostering a culture of safety, organizations can mitigate risks and protect their most valuable asset—their people.
Carnahan seldom misses an opportunity to glean insights from her experiences, both triumphs and tribulations. "I don’t always put these lessons into practice right away," she acknowledges, "but I do believe that is the key to unlocking your potential to the fullest."
Central to Carnahan's approach is a relentless pursuit of self-reflection, characterized by probing questions aimed at extracting wisdom from every situation. "Always asking, what could I have done differently? What can I take away from this?" she muses. "These are a few of the questions I ask myself with the hope of informing decisions I'm making moving forward."
One anecdote she often shares, which she calls "half-price pedicures," epitomizes her commitment to finding meaning and resilience in adversity. "After I lost my leg, the idea of paying full price for a pedicure felt unjust," Candace shares. "It seemed unfair to pay for a foot I no longer had. But as time passed and I reflected on my feelings, I realized they ran deeper than just the salon bill."
Carnahan emphasizes the importance of taking responsibility, rejecting the notion of victimhood, and instead embracing the power of knowledge
Yet, Candace found an important lesson in this experience—a metaphor for embracing life's challenges with a positive outlook. "I discovered a solution that resonated with me deeply: focusing on what I still had, rather than dwelling on what I had lost," she explains. "I still had half of my feet—a realization that birthed the concept of 'Half. Price. Pedicures.'"
For Candace, this anecdote embodies a fundamental truth: the importance of finding the
silver lining in every situation. "The most crucial skill in life is to maintain a positive outlook," she asserts. "Though it may not always be apparent, there is always a bright side to be found."
For Carnahan, cultivating a positive outlook is paramount. "The most important thing to be able to do in this world is to look on the bright side," she asserts. Despite life's challenges, she believes that optimism is always within reach—a beacon of hope guiding her through even the darkest of times.
Despite life's challenges, Carnahan believes that optimism is always within reach—a beacon of hope guiding her through even the darkest of times
Above all, Carnahan advocates for the belief in one's capacity to enact change and make a meaningful difference each day. "Believing that you have the power to truly affect change and make a difference, every day in some way, is crucial," she asserts. Carnahan emphasizes the importance of taking responsibility, rejecting the notion of victimhood, and instead embracing the power of knowledge. "When we fall victim to the blame game, or chalk up undesired outcomes to 'I didn't know,' in a way, we are giving up our power," she reflects. "Make it your business to know. When we know better, we can do better."
Perspective, according to Carnahan, is a powerful catalyst for success. "Perspective is a huge influencer of success," she affirms. By accessing different viewpoints, individuals can transcend personal limitations and identify innovative solutions to challenges.
While vulnerability may not traditionally be associated with professional success, Carnahan contends that it is a vital component of effective leadership. "As humans, we all feel vulnerable at times," she acknowledges. "When we show that human side of ourselves as leaders, we create a safe environment for others to do the same."
Reflecting on her own journey, Carnahan acknowledges the dual facets of strength and vulnerability. "I certainly consider myself a survivor and a person with strength," she shares. Yet, she recognizes the importance of honesty and authenticity in her storytelling, allowing audiences to connect with her on a deeper level. "Sharing my story with honesty and vulnerability not only impacts how others absorb and interpret my message," she explains, "but it also seems to spark something within them that encourages them to recall and share their personal experiences."
For Carnahan, this exchange of stories is the pinnacle of achievement as a speaker—a testament to the transformative power of shared experiences and the recognition of individual narratives as catalysts for change. "We all have a story to tell that matters and sharing stories changes lives, sharing stories even saves lives, "she concludes.
For more real-life stories that inspire change, check out Candace's new podcast "Sharing Stories. Changing Lives." wherever you get your podcasts!
Want to Sell or find Investor for your Business?
Janyce Fadden is Director of Strategic Engagement at the University of North Alabama Sanders College of Business and Technology’s Agile Strategy Lab where she is part of a team advancing agile leadership and strategy initiatives. She is a co-author of the award-winning book, “Strategic Doing: Ten Skills for Agile Leadership” and serves as a certified fellow of the Strategic Doing Institute, a breakthrough process for doing more together. Fadden has facilitated many workshops and keynote talks about strategy development and implementation. In her previous role as President at the Rockford Area Economic Development Council she created and implemented innovative approaches to economic development. She also served in various capacities as President, Vice President, and General Manager for major multinational corporations including Honeywell, General Signal, Applied Power, Pacific Scientific, and Danaher. Fadden earned her Bachelor of Science degree in Engineering and Management from Clarkson University in Potsdam, New York, and her Master of Business Administration degree from Northern Illinois University.
Janyce Fadden
Director of Strategic Engagement, Agile Strategy Lab, University of North Alabama
Imagine you are at the baggage claim area where you are waiting. You just got off the flight. You flew economy and are waiting for your baggage, and waiting, and waiting…and then finally is right there! Right after you see your bag, the baggage handler throws up a sign that says, “last bag.” That is when it hits you “somebody's bag is going to be last” … every time. This is your time for your bag to be last. There is really nothing you can do about it when you fly economy, your bag is going to come out when it is going to come out.
Think about what could be different if you did not want your bag to be the last one off the carousel. How could you have a situation where you could control the outcome? When you could not control the situation what would you do? Ideally it would be good to have a predictable outcome. But then there can be so many variables. Maybe you took statistics and enjoyed it or not, but statistics are all around us because variables are all around us. Some variables we can control and some we cannot.
In my corporate job I learned that quality control is the top priority. Without quality we would lose all our customers. Quality is about creating a predictable way to achieve the desired product design. To do that we needed to understand what we could control and what we could not. Then we could ask questions on how to improve outcomes.
In fact, that led me to the most powerful management tool which is to ask questions. It is not to have the right answer. As a leader, it is basically your only tool because oftentimes what you are doing is asking others to do
something through questioning. Here is a skill in which you can always improve.
If you can think about questions in a new way, you might be able to think differently and behave differently and do differently. At
my corporate job we were implementing lean management techniques which is a very popular methodology to increase customer results through continuously improving your process by engaging your team. One of my first teachers in this area taught me that you cannot improve what you cannot see. Learning to see is the first
lesson of Lean Management. I now see almost everything as a process. There are process steps everywhere that move from one to another to the finish. Our job is to control the variation in the steps to reach our desired outcome by continuously improving.
Questions can either be labeled as either technical or adaptive. Knowing and identifying the difference affects how you approach the solution.
If you can think about questions in a new way, you might be able to think differently and behave differently and do differently
A technical question is solved by employing an expert to solve the problem. Perhaps when you are on the airplane and the pilot announces that we are a little bit delayed because there is a broken seat, and the mechanic is coming to fix it. That is a technical expert coming to fix something that is a specific problem. Sometimes you have the capability to do that technical response yourself but many times you will call on an expert to handle the technical question and that is usually straightforward.
What is not straightforward is an adaptive question. Adaptive questions are questions that do not have an easy answer, have many answers, and the solution usually is deployed by the people who develop the answers to the question. That is where you may be in a group with others and talk about what should happen or could happen to improve a situation. But imagine you want to talk about the problem from a standpoint of taking action and not at a bunch of ideas about what others can do. You want solutions that this team can implement starting now. Imagine you convene a team that talks about solving the question with what they control. Then you find you are on the path to getting to solutions faster. Individually sometimes you often jump to solutions about
Questions can either be labeled as either technical or adaptive. Knowing and identifying the difference affects how you approach the solution
what others should do but shift it to a situation about what you should do about the baggage and not thinking about what they should do. Then you can begin to imagine ways that answer the question “Imagine my bag isn’t last. What would that look like?”
What happens when you ask questions about any adaptive situation is that you become a part of the solution. You can activate at least one solution that moves the team and
you to the desired future state. When this happens, the team and you get this sense of accomplishment because you took steps and began producing results. The next time that you are in a situation like I was with baggage claim take some time to first formulate the question “what would it look like if ….?” You can think about what you can do, how you can change your behavior and what you will then do. This new way of thinking, behaving, and doing can change your results more quickly and with higher satisfaction.
With over 20 years of B2B and B2C brand, marketing and communications regional experience in various industries, Jaslyin Qiyu specializes in brand building, client experience management, content strategy, multi-channel performance marketing, and mobile engagement and optimization strategies. She has managed regional marketing teams across Asia Pacific in global MNCs including Citibank, EY, JLL, Kantar, Credit Suisse and State Street, driving marketing transformation, building go-to-market strategies and setting up high performing marketing teams from ground-up.
A self-professed data and customer insights fanatic, she believes that a good company knows the pain points of their customers and value they can bring to address them, while a good campaign delivers on that promise in a compelling and measurable manner. Jaslyin provides consulting services to companies keen to undergo marketing & communications, customer experience, brand and content transformation. She also enjoys mentoring aspiring career entrants and marketers.
Recently, in an exclusive interview with CXO Magazine, Jaslyin shared her professional trajectory, insights on the common mistakes made by companies when implementing their brand strategies, the secret sauce behind her success, personal sources of inspiration, words of wisdom, and much more. The following excerpts are taken from the interview.
Qiyu Founder, Mad About Marketing Consulting & Former Senior Vice President, Head of Client Marketing and Digital Capabilities, Singapore, Citi
Hi Jaslyin. Please tell us about your background and areas of expertise. What made you want to pursue a career in mass communications and marketing?
I am a seasoned marketing and communications practitioner who have been in both B2B and B2C leadership roles, be it building teams from scratch or working with existing mature
teams. Over the years, I have also evolved my own domain knowledge to manage customer experience excellence, MarTech, digital capabilities and mobile optimization strategies. My passion for marketing started during my first job in a boutique advertising agency as their sole copywriter. As I worked with clients and the designers on their campaigns, I started thinking more about the underlying objectives behind
The decision drivers that affect brand have evolved and increased with the emphasis on customer experience and alternative channels including social influencers and virtual/ augmented reality experiences underpinned by the need for a solid digital channel/platform strategy
each campaign and how to better bring that to life beyond just a compelling visual or copy. It encouraged me to go beyond my diploma in law and take up a degree double majoring in marketing and mass communications, so I get the fundamentals correct. Since I started my career in this field, I have never stopped believing in the potential and impact of marketing as an enabler of the business.
What aspect about your current role brings you the most joy?
I pride myself in equal parts being fortunate and equal parts being adventurous in terms of venturing into new ways of working and territories of learning and exposure. It has helped to give me a more holistic view of how marketing can and should partner with sales and business leaders to bring about business value beyond just being a creative or campaign partner.
For example, in State Street, I was working with the C-suite and business heads globally to help streamline their 3 lines of business and pivot towards a customer segment and solutions-based way of selling instead of selling by product and business lines. The marketing campaign that came off the back of this new way of selling was just the icing on the cake.
Back in Citi, though it was a step back in terms of my career as a marketer, I joined to learn the ins and outs of mobile banking, journey and functionality builds, which I had a taste of when I was in Credit Suisse Private Bank but not quite as extensive. At Citi, I helped revolutionize the way they leverage mobile as a merchandising store and created a flash sale program concept in partnership with
the digital channels and data analytics teams, the first amongst the banks here in Singapore.
This close connection and partnership with sales, tech, product and data to create something of real customer and business value is what brings me the most joy. The other aspect I find most fulfilling is nurturing a team and helping them to be successful on their own terms.
How has branding changed over the years to become what it is today? What marketing metrics do you value most for brand management?
The importance of brand hasn’t changed that much but the appreciation of this importance for brand has become somewhat diluted unfortunately in some companies who are solely focusing on short term revenue growth. The decision drivers that affect brand have evolved and increased with the emphasis on customer experience and alternative channels including social influencers and virtual/augmented reality experiences underpinned by the need for a solid digital channel/platform strategy.
In terms of metrics, it’s mainly in terms of brand preference and perception for more holistic attribution and brand lifts or favourability in terms of more direct measurements tagged to certain campaigns. Share of voice in terms of say media spend I think can be subjective as being the “loudest” in the market doesn’t necessarily make you the most preferred and the returns on your brand spend measured through media dollars versus your eventual preference scores will likely be unfavourable. This is simply because brand perception and preference are also driven by other factors mentioned earlier on. Therefore, it’s more important to be holistic in looking at what other insights are
also contributing to your brand preference and perception. This includes social sentiments, and customer experience and satisfaction ratings.
In your opinion, what are the common mistakes that companies make when implementing their brand strategies?
I find many companies, including global corporations seem to have forgotten their roots and fundamental principles of why, what and how. The key purpose of why they exist and what are they trying to solve for in terms of problems for their target customers and how do they go about doing this differently from their competitors.
What happens instead is they try to come up with nice sounding taglines and visuals with their creative agencies and focus too much on the creative concept and execution of the concept in an equally nice way, which might be good for winning marketing awards but not so much for customer attraction and retention. They forgot the most important aspect of brand strategy, which is the customer value proposition.
This is because a good brand strategy is not the sole job of the marketing function. It requires deeper thinking and involvement of the business and product teams, including relooking and redesigning their value proposition for their services, offerings and touchpoints if needed.
Which strategies do you count on to help leaders understand the value of communications?
Nothing beats the power of data insights coming from customers and employees. Insights from your employee feedback
Having a regular forum at the leadership meeting to present these insights and identify action points as a group that can be tracked and measured to demonstrate results is also important so it goes beyond a paper exercise
forums, surveys and attribution patterns and insights from customers based on feedback, sales reviews and call scripts if you have a contact centre. I think both reactive and proactive gathering of such insights are important.
Having a regular forum at the leadership meeting to present these insights and identify action points as a group that can be tracked and measured to demonstrate results is also important so it goes beyond a paper exercise.
More often than not, it’s better to overcommunicate than under communicate, especially when it has a wide impact on your customers and employees alike. It’s important to be transparent and not hide behind poorly disguised feel-good townhalls or vague talking points that raise even more questions than give them answers or assurance. The impact of such actions will be felt through your brand perception and preference scores, customer and employee ratings, and social sentiments. It will also eventually impact your stock prices as well as revenue growth in the longer term.
You have been a recipient of prestigious awards and accolades over the years. Our readers would love to know the secret sauce behind your success. I am most honoured to be recognized by the industry as a whole and I attribute it back to my personal branding beyond not just who I work for or represent but who I am as a person contributing to the industry.
This includes being willing to share my knowledge, experience and help others who are interested to know more about how marketing works or how the industry I’m affiliated to works. I believe knowledge is power and we should never stop learning or sharing with
Regardless of where you are in your career or current company, never stop learning and be empathetic in your approach
others, especially if it is helpful for ours and others’ personal and professional growth.
Who is your role model in life and why?
I have had different role models at different phases of my life and different places I have worked at. Growing up was my parents who influenced the way I treat people and animals with empathy and compassion. When I started
working, I was fortunate to have met helpful mentors, including at State Street, EY and Citi, who gave me valuable advice on my career and ways to overcome my shortcomings and build my confidence. When I met my current husband, I was also inspired by his own journey in overcoming his personal adversities so in a way he is also a role model for me. He has definitely inspired me to look at situations in a
more positive manner and strengthened my confidence even more.
What has been the driving force to get you where you are today?
My passion and thirst for learning, exploring new experiences, conquering new challenges, be good in whatever I do and create a positive impact on the people around me. All this has fuelled my journey and kept me going instead of settling down in a comfort zone. I supposed I could have just settled down in my last job each time I moved companies and call it good but that’s just not the way I am.
Don’t get me wrong, I do respect people who have this steadfast commitment and be able to still find their own joy and growth journey by being in an organization for years. It’s just not for me and this is also why I decided to set up my own consulting business, Mad About Marketing Consulting as I have been helping friends and people who have reached out to me on a freelance basis over the last few years for brand, marketing and communications help.
The driving force behind it was a selfreflection journey I had 2 years ago when I was contemplating about my life and path forward, including what I have enjoyed most in my career, which is helping people and the organizations they are at, to solve problems and find success, beyond a job title.
Where do you see yourself in the next 5 years?
While I cannot predict the future, I believe we need to cherish the present and create our own possibilities.
I am currently also pursuing a spiritual path to learn more about healing and positive manifestation. Combined with my consulting business helping companies to transform their marketing teams, processes and platforms with empathy, if this takes off, I plan to have an established practice with a regular stream of clients where I can be a key part of their own growth journey. Part of this plan is to establish a team and help them in achieving whatever success means to them.
Not dismissing working for a company completely, if the right opportunity comes to me where I can make a positive and transformational difference, partnering with a visionary business leader to do meaningful and purposeful work that can benefit a broader community, I would definitely be open to it too.
With progressive experience in strategic marketing & communications, what advice do you have for leaders who are trying to improve their performance?
Regardless of where you are in your career or current company, never stop learning and be empathetic in your approach. Keep your eyes open, ears peeled, communications channels accessible and remain grounded to both your customers and employees alike. Don’t lose sight of the fundamentals around why you are here in the first place in terms of your value proposition. Even if you need to pivot due to changing times, it’s better than just trying to put a band-aid solution or worse, ignoring the need like an ostrich with its head in the sand.
With over 20 years of experience in agency leadership in the marketing industry, Laura is focused on helping agency founders grow and scale their businesses. With a coveted network and a black book of agency specialists and founders, Laura has her finger on the pulse. As founder and advisor at Agency-wise.co.uk, her mission is to connect the right agency people for collaborative success. In 2024 Laura will launch the Agencywise membership platform that is designed to give agency leaders all the help and support they need in their pursuit of growth.
Laura West Founder of Agencywise and Agency Founder Advisor
The work landscape is undergoing a transformative shift, accelerated by the disruptive forces of the COVID-19 pandemic. The once-ubiquitous 9-5 office routine has rapidly given way to a remote work model, prompting businesses to re-evaluate their optimal working structures. As the corporate world grapples with the question of what the future of work entails, agencies are exploring various models, each with its own set of advantages and challenges.
One prevailing approach is the Hybrid with Flexibility model, which grants employees the autonomy to choose their work environment. While seemingly a logical compromise, this model introduces challenges in team alignment, collaboration, and the ongoing costs of maintaining physical office spaces, which may not be fully utilised.
Alternatively, the Hybrid with Set Days model designates specific office days for all team members. Despite aiming for balance, this model presents difficulties for those with family or health commitments and raises questions about the necessity of maintaining underutilised physical office spaces.
The Fully Remote model, advocating for work from anywhere, provides unmatched flexibility. However, it is not without its drawbacks, as evidenced by reports of feelings of isolation, communication challenges, and the difficulty of onboarding new staff.
Surprisingly, a significant number of leaders worldwide are advocating for a complete return to office by 2026. This approach, while seeking to restore pre-pandemic norms, may clash with the workforce's desire for flexibility, risking talent loss and impeding diversity.
Surprisingly, a significant number of leaders worldwide are advocating for a complete return to office by 2026
In the current landscape, "hybrid working" emerges as the most prevalent structure, as reflected in job listings on platforms like LinkedIn. Positioned as a compromise, this model seeks to balance flexibility with the necessity for inperson collaboration, essential for certain aspects of team dynamics and productivity.
In the era of hybrid and remote work, leadership is no longer a top-down, one-way street. A collaborative relationship between leaders and teams has become imperative. As teams assert their preferences for flexibility, autonomy, and work-life balance, leaders must adapt and acquire specific skills to maintain team cohesion and effectiveness.
1. Emotional Intelligence and Connection:
○ Leaders must tune in to the emotional well-being of their team members, understanding the unique challenges posed by remote or hybrid setups.
○ Strategies to enhance emotional intelligence include reflection, active listening, and seeking feedback.
2. Clear and Effective Communication:
○ Mastering various communication channels is essential in a world where face-to-face interactions are limited.
○ Techniques to improve communication include clarity, conciseness, expression of expectations, and storytelling.
○ Leadership in the hybrid era demands adaptability and flexibility to changes in schedules, work environments, and tools.
○ Embracing flexibility requires clear guidelines, feedback, and an individual and team approach.
○ Leaders must develop strong problemsolving skills to address challenges specific to each work model.
○ Cultivating a culture of innovation and embracing mentoring can encourage teams to offer creative solutions.
5. Inclusivity and Diversity Promotion:
○ In dispersed work settings, leaders must actively seek input from all team members.
○ Promoting inclusivity involves using varied communication channels and demonstrating a commitment to diversity and inclusion.
6. Empathy as a Bridge:
○ Empathy serves as a bridge between leaders and their teams in a virtual world.
○ Developing empathy involves genuine care, communication, and putting oneself in others' shoes.
In the pursuit of upskilling, visionary leaders should adopt a comprehensive approach, recognising the multifaceted nature of skill development in the evolving work landscape. Here's an exploration of key strategies for leaders to lead the way in upskilling both themselves and their teams:
Leaders should actively seek opportunities to engage with peers within and beyond their industry. Networking opens avenues for the exchange of diverse perspectives, insights, and innovative solutions. Collaborative discussions with like-minded professionals offer a broader understanding of industry trends, successful strategies, and potential pitfalls. By fostering a knowledge ecosystem, leaders enhance their strategic thinking and gain valuable insights that can be directly applied to navigate the challenges of hybrid and remote work.
Collaboration with advisors provides leaders with tailored support and strategic guidance in navigating the intricacies of hybrid and remote work models. Advisors, like myself, bring external perspectives and expertise, offering a valuable sounding board for leaders to discuss challenges, explore opportunities, and refine their leadership strategies. By establishing a collaborative relationship with advisors, leaders can leverage external insights to enhance decision-making, refine their leadership approach, and ensure alignment with industry best practices.
Recognising the dynamic demands of the contemporary work environment, leaders are encouraged to invest in targeted leadership training programs. These programs should address specific competencies required for
effective leadership in hybrid and remote settings. Tailored development initiatives enhance leaders' proficiency in areas such as emotional intelligence, virtual communication, adaptability, and inclusive leadership. The strategic allocation of resources to these programs reflects a commitment to continuous improvement and equips leaders with the skills necessary to guide their teams through the challenges of the evolving work landscape.
Leadership retreats and industry-specific events offer leaders immersive learning experiences that go beyond traditional training settings. These platforms provide opportunities for handson workshops, interactive discussions, and exposure to cutting-edge trends. Leaders gain insights from thought leaders, share experiences with industry peers, and engage in real-world problem-solving scenarios. The immersive nature of retreats and events fosters a deeper understanding of effective leadership strategies in hybrid and remote work environments, empowering leaders to implement impactful changes within their teams.
Beyond personal upskilling, leaders play a pivotal role in fostering a continuous learning culture within their teams. This involves creating an environment where curiosity is encouraged, and ongoing learning is viewed as a shared value. Leaders can implement initiatives such as regular
In
the pursuit of upskilling, visionary leaders should adopt a comprehensive approach, recognising the multifaceted nature of skill development in the evolving work landscape
knowledge-sharing sessions, cross-functional collaboration, and mentorship programs to promote skill development at all levels. By instilling a growth mindset within the team, leaders contribute to a collective commitment to adaptability, innovation, and sustained success in the ever-evolving work landscape.
The path to upskilling is not a one-size-fitsall journey but a multifaceted approach that involves strategic networking, collaboration with advisors, targeted training, immersive learning experiences, and the cultivation of a continuous learning culture. Leaders who proactively embrace these strategies position
themselves and their teams for success in the dynamic future of work.
The choice between hybrid, remote, or in-office models is pivotal, but leadership evolution is non-negotiable for success. The future of work is contingent on leaders' ability to adapt, foster inclusivity, and continuously upskill in this ever-evolving work environment. As businesses navigate the complexities of the changing work landscape, effective leadership will be the linchpin for success.
Ronan is a passionate and results-oriented marketing director and digital transformation leader with over 15 years of experience in the field. He has a proven track record of success in developing and executing marketing strategies that drive brand awareness, growth, and customer engagement. He is skilled in a variety of marketing disciplines, including brand management, product marketing, digital marketing, and omnichannel marketing.
Ronan Massez
Regional Marketing Manager LatAm, MedTech Expert
Digital transformation is a hot topic. You know it. That is why you are very likely reading this book right now. Maybe it is just a trend that will slowly fade away or maybe this is what will revolutionize the world as we know it. Personally, I’ll be more of an advocate of the second option. Our world is getting digitized at a very strong pace and inevitably we have to embrace it.
First, we have to clarify what Digital transformation really means. Sometimes we get confused on the terminology and this can lead to misinterpretation. Most of the time, this is how I started my conferences just to be sure we all talk about the same thing.
Let us begin with the word Digital. When we talked of Digital, most leaders interpret that to
go live on social media. I think most of us have been in that meeting where someone said “we need to go digital. Let us create a brand/company account on LinkedIn or Facebook”. Social media is just a part of Digital. The term is actually a lot broader. We could sum it up as how technology changes the conditions under which business is done. What are we saying by that? There are a lot of disruptive companies that can make you understand better. We could mention how Uber has changed the taxi industry by creating a new business model offering a more convenient, cost-effective alternative to traditional taxis. By leveraging technology and data, how Netflix has disrupted the entertainment industry by offering a more convenient, personalized alternative to traditional cable TV. They entered a market using technology and rewrote the rule of their
industries finding this “blue ocean” solution. This is what digital is offering you. New tools to respond better to your consumer unmet needs. And if we change the conditions of business, we can do it mostly in three ways.
1. Generating innovation: Digital tools and services with physical offerings, introducing digital products, and utilizing technology to provide global shared services. This allows companies to generate awareness in a differentiated way, to create new revenue streams, or reach a wider audience. I love the example of Nike Training Club app. The workout app launched in 2011 not only helped them to connect better with their customers maintaining brand awareness and positioning
high but helped them also gather information data to create more targeted campaigns.
2. Improving the customer experience: Using Digital and all the data we can generate a better understanding of our customers and use the digital tools to deliver a better experience to them. By leveraging digital technology, we are able to provide a seamless customer experience. Through its website and mobile app, Amazon has made it easy for customers to search for and purchase products, track shipments, and access customer service. Amazon has also introduced innovative features like one-click ordering and Alexa, the voice-activated assistant that enables customers to make purchases and access information hands-free.
Digital transformation is more related to the capacity of companies to adapt and change fast to remain, as technology continues to evolve and shape society
3. Refining operational processes to obtain a competitive advantage: Through digitization and automation, companies can enable employees with digital tools, and collect data to monitor performance and make more informed business decisions. This applies to all dimensions of the business from the supply chain to marketing, HR, and so on. This approach optimizes internal processes, increasing efficiency, reducing costs, and improving overall business performance. For example, Siemens is one of those companies that recognized the importance of digital transformation early on and developed a roadmap to guide their transformation journey. They understood that digital transformation was not just about implementing new technologies, but it was about transforming the organization from within. Siemens focused on streamlining its operations and improving its efficiency by leveraging digital tools and technologies. The company also recognized the importance of collaboration and knowledgesharing across the organization. They introduced a digital platform that allowed their employees to collaborate more effectively and share best practices and knowledge across the organization. This enhanced the quality and value of their services and ultimately helped them to stay ahead of the competition.
We cannot leave away the word transformation, and here, also we need to rethink the word transformation. It generally means “the process of changing the character or appearance of something completely in order to improve it,” but when it comes to Digital Transformation, we are talking more about adaptation.
The concept of adaptation is relevant in the broader context of social and cultural change. Digital transformation is more related to the capacity of companies to adapt and change fast to remain, as technology continues to evolve and shape society. As would say C. Darwin “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.”
In the context of digital transformation, we are in perpetual movement system, constantly evolving. We were just starting to understand how social media worked and now we have the metaverse at our doors, we were beginning to get Search Engine Optimization and we are facing the revolution of tools like Chatgpt or Bard. By embracing adaptation as a key element of digital transformation, companies can position themselves for long-term success and growth.
To adapt, we need to understand what are the tools to support us to predominate in the “natural selection” .
When we talk about the Digital Transformation, we must leave behind the mindset that it is an end by itself. Too often, people implement new technologies, new tools just for the sake of it without any true idea on what do with it.
We have to rethink our approach, focusing first on the strategy and our (or our customers) needs and then on what we can achieve with the technology available.
Digtial transformation is about strategically leveraging technology to fundamentally change how you operate and deliver value. It's about rewriting the rules of your industry!
