The 20 Best Performing CEOs to Watch in 2019

Dr. Bassam Damaj

Editor’s Desk

EmpoweringPeopleto DeliverExceptionalResults

Exemplaryleaderoftheorganizationknowtheway,

goesthewayandshowstheway.CEOsplaya pivotalroleinshapingthedirectionofthe organization.Havinganexemplaryleaderisthecrucial needofeveryorganization.Suchleaderbelievesinleading fromthefrontandbysettingrightexampleforeveryone elsetofollowsoastobenefittheorganizationandits clients.Personwhoisleadingtheorganizationshould possessthegreatcompetenceandcharacter.Heshouldbe abletoempowertheemployeesandgivethemdirectionand hispreciousguidancetodeliverexceptionalresultsforthe causeoftheorganization.

CEOsoftheorganizationshouldconstructivelyengage theiremployeessoastotapthepowerofhumanresourceof theorganization.CompetentCEOsperceivethatall employeeswatchandimitatetoallcommunicationsand behavioroftheirleaderandthiswillessentiallyestablish thecultureoftheorganization. Additionally,aCEOshould realizethattheyarehelpingtodevelopfutureleadersand potentiallyfutureCEOswithintheorganizationandthatthe leadershipskillsthathe/sheexudeswilldictatehowthese employeesmanageinthefuture.

CEOshouldalsoensurethatallemployeesclearly understandtheirroles,routines,andresponsibilities,are challengedonadailybasisandareabletotaptheir strengthsandskillsforaccomplishinghigherpurposesof theorganization.Theorganizationmusthaveaclearvision ofwhatthefutureofthecompanywillbeandthedirection thatitisheadedwhichhelpstomotivateallemployees.The CEOsoftheorganizationshouldwelcomethepositive suggestionsfromtheiremployeesandshouldtryto implementthem.CEOsoftheorganizationshouldrespect thefreewilloftheiremployees. Additionally,maintaining atrustworthy,honest,happyandcheerfulpersonality providesan essentialframeworkthatprovidesemployees withconfidenceinthedirectionofthecompany.Exemplary CEOsshouldhavegreatcommunicationpracticeand effectivecommunicationskillstoconveythemostvital inputseffectivelyforthewelfareoftheorganization.

Greatleaderhas Happinessinhissmile, gravityinhisvoice,grace inhiswalk,andcommand overhiswords.Heis happyandcheerfulto empowerpeople.

CEOsoftheorganizationshouldcomeupwith brilliantideastoempowertheiremployeessoasto contributetothelargerprogressionoftheorganization. CEOsshouldkeepinmindtotapthepotentialof technologyforthebettermentoftheorganizationand todelivereffectiveservicestocustomers.CEOsshould haveinnovativemindsetandshouldalwaysbe thoughtfulofdeliveringinnovativesolutionstothe problems.CEOsoftheorganizationshouldpromote theunityintheiremployees.Unitedwestand;divided wefall.Unityisstrengthtoachievegreatergoals. Healthyrelationshipsamongemployeeshelpflourish theorganization.CEOsoftheorganizationshould havehappinessintheirsmile,gravityintheirvoice, graceintheirwalkandcommandovertheirwordsto leadtheorganizationveryeffectively.Peoplenaturally gravitatetosuchkindofleaderandarewillingto followandlearnfromsuchpersonandworkunder theirdirectionforhigherpurposes.

RecognizingBestperformingCEOs, InsightsSuccess hasshortlisted“The20BestPerformingCEOsto Watchin2019”

FeaturingasourCoverStoryisanotableCEOnamed Dr.BassamDamaj.Heunderstandstheimportanceof allrolesandresponsibilitiesthatcomeupwiththe powertoleadtheorganization.AstheCEO,Dr.Damaj continuestobringinnovationtoInnovusPharma.Heis thelead“formulator”ofinnovativeandeffective productsbringingover30productstomarketoverhis tenurewiththeCompany.

Also,makesuretogothroughthearticles,writtenby ourin-houseeditorialteamaswellasCXOstandpoints ofnotableindustrypersonalitiestohavebriefinsights ofthesector.

Sharad Chitalkar

Dr.BassamDamaj

Proven Track Record of Doing Commercial and Partnership Deals, Building a Rich Pipeline and Turning Around Biotech and Pharma Companies

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

– President John Quincy Adams, former U.S. President

Toleadanorganizationeffectively,theCEOofthe organizationshouldhavecertainskills,talents,andabilities toutilizeavailableresourcesoptimallyforthesuccessful growthoftheorganization.EverybestperformingCEO shouldhavestrongcommunicationskills,beabletobuild healthyrelationships,andlearnfromthepast.Confidencein communicationiskeyinanysettingandassomeonein charge.ACEOmustlearnhowtocommunicateeffectively toboostmoralewhennecessary.Aconfidentcommunicator istrustworthy,andabletorallythosetheyaremanaging, andcompletetasksandprojectsmoreefficiently.ACEO musthavetheabilitytobuildrelationshipswithemployees andbothcurrentandfutureinvestorstobesuccessful.These strongrelationshipsoftencreateloyaltyandapositive imagefortheCEOandthecompany.ACEOmusthavethe abilitytolearnfrompastexperiencesandinstilllessonsfor thefuture.Asmistakeshappen,itisimperativethatthe CEOisabletounderstandhowtheyoccurredandhowthose mistakescanbeusedasstepstobuildingsuccess.

Dr.BassamDamajCEOInnovusPharmaceuticals, , of Inc.,

Dr.Damajisanaward-winningscientistandexperienced drugdeveloper.Hecreatedabreakthroughtestforanthrax andhelpedbringdrugstomarketatsuchmajorcompanies asPfizer,Genentech,Pharmacopeia,TanabeSeiyaku(now Mitsubishi-Tanabe)andApricusBiosciences.ButDamajis muchmorethanjustatechnicalexpert.He’salsoprovento beanadeptbiotechandpharmachiefexecutive,withthe talentandconnectionsneededtospotthepotentialfor productsandgrowthwhereotherscan’t.Inarecentstintas CEOofApricusBiosciences,forinstance,Damajpulledthe companyfromthebrinkofbankruptcyandtransformedit intoathrivingfull-fledgedpharmaceuticalcompanywitha fullpipelineofproductsandanumberofimportantdeals withmajordrugmakerssuchasTakeda,Abbottand Novartis-Sandoz.“Wewereabletoturnthecompany around,”saysDamaj.InvestorsalsoknowthatDamaj investedhisownmoneyinInnovusanddidnottakesalary forthreeyears,hehaslongbeenfamiliarwithInnovus, eventhoughhebecametheCEOin2013.That’sbecause Innovusstartedasaspin-offofBio-Quant.WhenDamaj wasrunningBio-Quant,makingmillionsofdollarsasa contractresearchorganizationfordrugcompanies,healso hadasmalldrugdiscoveryoperationcalledFastTrack.At thetime,DamajwantedtofocusBio-Quantoncontract research,sohespunoffFastTrackin2009andthenit mergedwithanothersmallcompanytoformInnovus.Now he’spickingupthereinsagain.Afinalreasonwhyinvestors areenthusiasticisthatInnovusisafastandnimble company.Itcangetproductstomarketquicklywithout needingtobuildasalesforcefirstbecauseofDamaj’s networkofpartners.Andwhensalesdorise,thecompany canmeetmarketdemandquicklysimplybycontractingout

themanufacturing.

True leadership stems from individuality that is honestly and sometimes imperfectly expressed… Leaders should strive for authenticity over perfection.

“ “

CEOs

ExtensiveScientificandClinical Research

CompetitorsofInnovusPharma,inthe overthecounterandconsumerhealth productsindustry,typicallyformulate productsusingcombinationsof ingredientsalreadyonthemarketwith theintentionofspendingsignificantly onmarketingtodifferentiatefrom others.InnovusPharmatakesa drasticallydifferentapproach leveragingtheexpertiseofDr.Damaj tousehisextensivescientificand clinicalresearchandconductpre-and post-marketclinicaltrialstodevelop safeandmoreeffectiveproductsforits’ consumerbase.Thisleadsto maintainingatargetaudiencewhocan trustthatInnovusPharmawillprovide thebestpossibleproductonthe over-the-countermarket.

ValuingTrustworthiness

Dr.Damajfeelsthatitiscriticalto ensurethatallemployeesclearly understandtheirrolesand responsibilities,thattheyare

challengedonadailybasisandareable todeveloptheirstrengthsandskillsto thebestoftheirability.Hebelievesthat theorganizationmusthaveaclear visionofwhatthefutureofthe companywillbeandthedirectionthat itisheadedwhichhelpsmotivateall employees.Theenvironmentat InnovusPharmaisoneinwhichall employeesfeelcomfortableraising issuesordiscussingmoreeffectiveor efficientprocesses.Thishelpsthe organizationtocontinuouslyimprove. Additionally,maintainingatrustworthy andhonestpersonalityprovidesa necessaryframeworkthatprovides employeeswithconfidenceinthe directionofthecompany.

ChallengingtheStatus-Quo

Throughhissignificantanddiverse experiences,Dr.Damajhaslearnedthat failureisapartofanyorganization,but hebelievesthatitiscriticaltolearn fromthosechallengestoavoid repeatingthesamemistakes. Additionally,hehasrecognizedthat

surroundinghimselfwithtalented, motivatedindividualswhowill challengethestatusquoiscriticalfor thedevelopmentofacompanyasit goesthroughthevariousstagesofthe lifecycleofanorganization.Heis awarethatitisimportantforanyleader tobeabletotrusthisemployeesasitis impossibleforaCEOtobeinvolvedin allaspectsofanorganizationasit growstoasubstantialsize.

BeingGenuinelyExemplary

AstrongCEOrecognizesthatall employeeswatchandreacttoall communicationsandbehaviorsoftheir leaderandthiswillessentiallyestablish thecultureoftheorganization. Additionally,aCEOshouldrealizethat theyarehelpingtodevelopfuture leadersandpotentiallyfutureCEOs withintheorganizationandthatthe leadershipskillsthathe/sheexudeswill dictatehowtheseemployeesmanagein thefuture.

Dr.Damajencouragesemployeesto

Some people want it to happen, some wish it would happen, others make it happen.

– Michael Jordan, Hall of Fame basketball superstar

“ “

participateindifficultconversationsor situationssothattheymaylearnfirsthandtheappropriatemannertooperate. Whentheleaderisageneratorand enthusiastic,thosearoundthemare inspiredtoputforthlikeefforts.A person,whoseestheirleaderworking diligentlyandefficaciously,seeks approvalofthatleaderbymirroring theiractions.Thateffecttricklesdown, aseveryoneseeksapprovalofthosein authoritativepositions.Typically,the leaderisperceivedaspossessingthe knowledgenecessarytobesuccessful andfurtherthecompanyobjective.An employeewhofeelsconfidentbehind theirleaderdesiresapproval,andfeeds offoftheirenergy,applyingittotheir work.

ReflectiveApproach

Eachmonththereisacompany-wide meetingtodiscusstheprogressofthe company,explainhowcertainproduct ormarketingideasarenowbeing implemented,andallowindividualsto askquestionsorvoicetheiropinionson certainactivitiesortheorganization. Duringthemeetingthegroupreflects onwherethecompanywasinthepast

andhowfarithascomeinmake progressandgrowth.

ReachingouttoMaximum Consumers

InnovusPharmaceuticals,Inc.isinthe rarepositionofhavingaproprietary salesandmarketingplatformbacked withtherightmixofpharmaceutical andclinicalexpertisecombinedwith strongmarketingskillsandindividuals whohaveagreatvisionforthefuture ofthecompanywhichsetsitselfapart fromitscompetition.Thecompany planstocontinueitsexpansionto marketsoutsideoftheUnitedStates andidentifyproductswhichareinhigh demandbythegeneralpopulationbut forwhicheffectivesolutionshavenot beenidentifiedwhilecontinuingto explorenichechannelstoreachas manyconsumersaspossible.

InspiringWordsforYoungPeople

Dr.Damajadvisesyoungpeopletofind amentororagroupofholisticand reliableindividualsthatonecanlearn fromandreceiveconstructivecriticism. Hesaysthattobesuccessful,oneneeds tobewillingtochange,andworkfor

thatchange.Asuccessfulentrepreneur isalwayslearningandconsumingas muchinformationaspossible.Withthe intakeofmassinformation,newideas andinnovationdevelopwhenyou surroundyourselfwithastrongand knowledgeableteamwhocompliments yourownweaknesses.Hesaysthat successisnotalwaysprivateandis oftenmeasuredwithsocialstatus.He pointsouttomakeone’snameknown inthecommunity,onemustcontribute philanthropicservices.

Dr.Damajbelievesthatagenuine entrepreneurhasnodifficultybuilding relationshipswhichisakeystepin becomingsuccessful.Thelastbitof advicehegivestoyoungpeopleisto nevergiveup.Notonlydoesfailure humbleyou,failureisoftenthe foundationtosuccess.It’snotalways becauseyoudidsomethingwrong,or yourproduct/servicewassubpar,that youfail.Thereareawholehostof forcesbothwithinandoutsideofyour controlthatwillaffectwhetheryou havesuccessinyourbusiness.

Benedikt Brueckle

Synchronizing Healthcare

InanInterviewwithInsights Success,BenediktBrueckle, CEOofCompuGroupMedical, Inc.(CGMInc.)shareshisjourney andabouthiscontributioninthe healthcareindustrythrough CompuGroupMedical,Inc.(CGM Inc.).Benediktisatopperforming managementexecutiveine-Healthand digitalhealthcarewithexpertisein buildingandoptimizingorganizational processes,measurementsystems,and infrastructuretomaximizebusiness results.Heisexpertinrunning softwareoperationsthroughoutthe UnitedStatesandEurope,including restructuring,openingnewmarkets andexpandingmarketshare.Hisfocus isondevelopingstrategicplansinto workablesolutionsandbench-marking performanceagainstkeyoperational targetsandgoals.Heisastrategic leader,driventogrowandexpand businessorganicallyandinorganically (acquisitions)andtoexplorenew marketsanddriveefficiency.

Belowarethehighlightsofthe interviewbetweenBenediktBrueckle andInsightsSuccess:

Asbestknownasastrategicleader, whataresomeofyourkey leadershiptraitsthatdrivebothyour personalandorganizationalsuccess?

Firstofallitisaboutourvisionand mission,thatnooneshouldsufferor evendiejustbecausemedical informationismissingsomewhereat somepoint.Thatiswhatdrivesmeand ourwholeteam.

Thenit’sabouthonesty,integrity pairedwithpassionandenthusiasmto getuswhereourmissionneedsus. Largepartsofthehealthcaresector relyonusdoingourjobanddrive synchronizationanddigitalizationin healthcare.

Whatdoesyourtypicaldaylook like?

UsuallyIstartthedayveryearlyat around5AMwithabout30minutesof swimmingandthentakingcareofour animals.

MostofthetimeItakeanUberto work,soIcanalreadyusethe commutetoreadthelatestBlogsand articlestogetmeuptospeed.

Thefirsthourintheofficeisreserved foremailsandnotes,whereastherest ofthedayusuallyistakenbyphone callsandmeetingswithemployees, customersandstakeholders.

Whataccordingtoyouaresomeof thechallengesthatexistinthe currenthealthcaretechnology sector?

Thebiggestchallengeinhealthcare technologycurrentlyisinteroperability. Therearemorethan1,000vendorsthat couldeachhaveasmallpieceof someone’smedicalhistoryandthe challengeistobringthisalltogetherto onePersonalHealthRecord.

Thatiswhatwearecurrently workingon.

AsaneHealthproviderwitha comprehensiveportfolioofcuttingedgehealthcareITsolutions,how doesCGMInc.stayaheadofthe competitioncurve?

Ourdifferentiatorisourstaff.Wetryto employthebrightestandmost innovativemindsintheindustry;tobe surewedevelopcuttingedgesolutions forourcustomersandthebenefitof theirpatients.

Thisleadtoaseriesofuniqueand patentedtechnologies,likeoneofthe mostsecuredataencryptionalgorithms onthemarket,thatmakeourofferings souniqueandoutstanding.

Sharewithusthekeybenefitsof CGMInc.portfolio.

CompuGroupMedicaldelivers importantsoftwareandservicesto improvehealthandthequalityoflife. Weencouragecommunicationinthe healthcaresectorandensurethatcosts arekeptlow.Webuildbridgesbetween physicians,pharmacies,health insurances,laboratories,rehab&care facilitiesandhospitalsandhelpthem tooptimallytreatpeople.

Ourgoalistointroduceourtele-heath solutiontoimmobilizedpatientsand thoseinruralareassotheygetaccess tothebestpossiblehealthcare available.Wewillworkwiththe providerstogetpatientsinvolvedand providethemwiththeirpersonal medicaldataelectronically,bothina holisticandsecuremanner.Thefuture ofhealthcareisapatientthatisaware

andtakescareofhimselfbeforegettingill–sopreventive careusingpredictivetechnologywillbethebuzzwordin thefuture.Aperson’shealthistheirmostvaluable possession.WithintelligentIT,wehelppreserveit.

Couldyousharewithusoneofyourmemorable momentsofsuccess?

Mymostmemorablemomentsofsuccessinmy professionallifeareanyandeachinteractionwithour customersthatendswiththembeinghappy.

Fromyourexperience,howdoyouthinkleaderscan overcomethefearoffailure?

Imentormyyoungmanagersalwayswiththesaying, “there is no success without failure”.Failingisa substantialingredientonthepathwaytosuccess.Ionlysee amanagerascomplete,ifonhispathtothetophealso madetheexperienceoffailureandthenexcelledinfinding awayoutofit.

Asavisionaryleader,whatadvicewouldyouliketogive tostart-upsandboomingentrepreneurs? Knowyourcustomerandbepersistent.Icannotremember asinglecompanythatwasnotsuccessfulwhenlivingby thosetwoprinciples.

AbouttheCompany

CompuGroupMedicalisaglobaleHealthproviderwitha comprehensiveportfolioofcutting-edgeITsolutionsforthe healthcareindustry.Itconnectsdoctors,hospitals, communityhealthfacilities,dentists,pharmacists,health insurersandotherserviceproviderstocreateanintegrated networkofallhealthcarestakeholders.Asaresult, CompuGroupMedicalisabletohelptheseorganizations improveefficiency,optimizecareandincreasepatient satisfactionwhilealsoimprovingprofitability.

There is no success without failure. Failing is a substantial ingredient on the pathway to success.

“ “

Benedikt Brueckle CEO

Berry Hendriks

Redefining the Construction Industry

Raisedasthefourthgenerationinalarge constructioncompany,BerryHendriks,the Founder&CEOofCyBe,grewupatthe constructionsite.Fascinatedbybuilding,hehasworkedin varioussegmentsoftheindustry.Responsibleforhisown constructionprojectsatthefamily-ownedcompany HendriksBouwenOntwikkeling–existingsince1922-, hestartedexperimentingchangingprocessesfromdesignto thewayprojectsarebuilt.Everydayhewasmorecurious whytheconstructionindustrydidn’tchangetoautomated processeswhileotherindustrieshadchangeddecadesago. HedecidedtonotonlydreamaboutitandstartedCyBeto redefinetheconstructionindustry.

InaninterviewwithInsightsSuccess,Berryunveilshis fascinationfortheconstructionindustry.Healsoshareshis keyinsightsonhowheissolvingsocialandeconomic problemsusinglessrawmaterialandtransportationfora moresustainableplanetthroughCyBe.

Berrystates,whatstartedasanambitiontosimplifythe complexconventionalprocessesintheconstruction industryhasgrowntoanindependentcompany.CyBe developstechnologyandcreatessolutionstoenable3D concreteprintingaccessibletoallclientsthroughoutthe industry:solutionstosimplifythecomplexprocessesandto worktogethermoreefficiently. “In construction, ‘we’work together,”headds.

Berry Hendriks Founder & CEO

fun, Be Amazing, Stay happy, and Live Long

Whencreatingsolutions,CyBealwayskeepsthefuturein mind.Itautomatesheavylabortocovertheincreasing shortageofco-workersaroundtheworld.TheteamatCyBe workshardwithalotofcreativityandfun,asitsslogan saysitall: Have fun, Be amazing, Stay happy and Live long!

Below are the highlights of the interview:

Howdoyoudiversifyyourorganization’ssolutionsthat appealtoyourtargetaudience?

Withinourteam,weensurethatwecandoallelementsof constructionandmanufacturingthe3Dprinterswithrelated software.Oneteamonetask-inthefragmentedand regionalconstructionindustrymostcompaniesspecialize. Webelieveinaholisticviewaboutprojects-it’sdesignand structuralprinciplewemakeandhowwemakethem.

Whatisyourthoughtprocessbehindleadingthe organizationeffectively?

I’mawareofmyexemplaryroleasCEO-I’mtryingto behaveinawaywhichIwouldlikemyteamtoactsimilar. Wecreatecommongoals-acommonmission.Wegainnew experiencesinweeklyloopsinwhichcommunicationis key.Developmentisrunningfastwhilelearningbydoing nexttotheprocedureswhicharesimpleandclear,andthe trainingsweprovide.Furthermore,we’vecreatedadivers andbalancedteaminwhicheachpersonusestheir strengths.Byusingtheirqualitiesandbeingresponsiblethe teamstaysmotivatedandiseagertodevelopthemselves andtheproductstheydeliver.That’swhywesearchforthe passionofeachemployeesotheycanexcelandbringadded valuetotheorganizationgrowth.

Describesomeofthevitalattributesthateverybest performingCEOshouldpossess.

Ÿ

Ÿ

Listentoyourorganization/team-empowerpeople

Carryoutaclearvision.

Ÿ Beabletoswitchfastbetweenoperational,tacticaland strategiclevelwithincompanyprocessesandactivities.

Whataretheexperiencesandlessonsthatyou’ve learnedacrossyourjourney?

Ÿ Togetherwithamotivatedteamyouwillbeableto overcomeeventhehardest

Ÿ challenges.Thereisalwaysaway-justthinkandplan beforeyouact.

Ÿ Takecareofyourteam,theteamwilltakecareofthe organization.AtCyBe,wetookthisintopracticeby monthly1on1meetingswithallteammembers.The goalofthismeetingistolearnandimprovethe individualandtheorganization.

Explainhowyourstrategiesarehelpingemployeesto bridgethegapbetweenideaandexecution. Withineveryproject,wepushtoimprovethewayof workingandtechnologyitself.Thiswaywegrowstepby stepwiththeaimtothelong-termmission-buildingfaster cheaperandmoresustainable-withineveryprojectwe pushtheboundariesandgainnewknowledgeand experiences,weeklyloops,learningbydoing

WheredoesCyBeConstructionseesitselfinthenear futureandhowdoyouplantosustainitscompetency? Currently,thefundamentislaidoutandcredibilitygained regardingthetechnologyandwhatcanbebuiltwithit.By enteringnewgeographicalmarkets,weneedtopushto reducecostandtimeevenfurther.Bysolvingthiseconomic puzzle,wekeepaheadofthecompetition.Also,sincewe buildourselvesusingthetechnology.Basedonthese experienceswecansupportourpartnersevenbetterand createalearningcommunityaroundourtechnologywith theseinternationalpartnersfocusingonbuildingfaster, cheaperandmoresustainable.

AtthismomentwestartedCyBeAcademyandfocuson continuouslearningandeducation-alifelong continuouslearning!

Whatadvicewouldyouliketogivetotheyoungminds? Startthinkingaboutyourambitionatayoungage-involve coachesandsurroundyourselfwithateamthatsupports youandtheorganizationitsambition.

WhatatechCEOcan teachyourbusiness aboutdigital?

About the Author

Pam Bateson is an expert coach and mentor in business, training others to Masters level qualifications and supervising coaches. She has worked within the healthcare, retail, hotels, construction, media, agencies, education and public sector. She specialises in Coaching, Mentoring, Employee Engagement, Change Management, Learning and Development and Organisational Design. She has worked with all levels in organisations from graduates to the CEO. She has designed change programmes that connect projects, outcomes, training and coaching. The performance outcomes have been outstanding. She is the CEO and Co-founder at Thrive Partners.

Bateson CEO and Co-founder Thrive Partners

Pam Batesonset up Thrive

Partners, an on-demand coaching company, three years ago. In this article, she shares her point of view on how important humans are in a more digital world, what she’s learned as a tech CEO, and what this means when you’re looking to use tech in a way that’s both disruptive and works for customers.

Pam

InOctober2015,Igaveupasuccessful careerasamanagementconsultantand coachtosetupThrivePartners.Lotsof peoplethoughtIwascrazy.Iwas approaching50,withtwochildrenstill athome.Butforthedecaderunningup tothatdecision,I’dbeenthinking aboutabetterwaytodelivercoaching –supportedbydigital,tosharemore widelythecoachingtoolsI’dusedto helpclientsformanyyears.

ThiswasthebusinessIsetouttobuild threeyearsago.Today,we’reworking with25clientsonfivecontinents–deliveringourownbrandofondemandcoaching,backedwithinsights forthewholebusiness.Thelearning curvehasbeensteep–particularlyfor someonewho,bytheirown confession,didn’thavealotof experienceinlearningtechnology.So here,Iwantedtosharesomeofthe thingswe’velearned–andwhatit mightmeanforyourbusiness.

Dreambig

Ididn’treallysetouttobuilda businessthatwouldbeconsidered disruptive,butmybackgroundasa leanengineerandcoachdidmeanthat werippeduptherulebookwhenit cametothecoachingindustry.We scrappedtheideathatyouneededto meetfacetoface,andthatsessionshad tolastanhour,oreventwohours.And wemadeitaloteasierforpeopleto accessacoachtoanswerthequestions theyhadthereandthen–increasing accesssopeoplecouldchattoan expertwithinanhour.

Workingwithmyco-founder,wethen rebuilttheindustrybyaskingthe biggestquestionswecouldimaging. Whatifwecouldmakecoaching availabletowholeorganisations?What ifwecouldgetlisteningasvaluedas speaking?Andwhatifwecouldhelp organisationslearnasquicklyas individuals?

Ifoundthesequestionsirresistible:I wantedtodoforcoachingwhatUber haddoneforgettingataxi,Netflixhad doneforhomeentertainment,and

Tinderhaddonefordating.It’sthese bigdreamsthathavegalvanisedour successinthelastfewyears–and whichhassetusintherightdirection forthefuture.

Buildformodernusers

Despitebigdreams,we’vealsomade ourfairshareofmistakes!Alotof themmistakeshappenedwhenwetook ourattentionawayfromourend customers.Itsoundsobvioustoseeit thereonthepage.Butitcanbeeasyto losesightofthecustomersthatmatter most,especiallywhen,asatechCEO, sometimewegetpreoccupiedwitha shinypieceofnewtechnology.

So,whattoconsiderfirstwhenit comestousers?Themainthingtobear inmindisthattheyexpectexperiences thatareeasyandfasttoaccess–ashift broughtaboutbywhatwecallthe ‘AmazonPrimeMindset.’Inthisera, clunkyuserexperiencesreducethe chancesofuptakeofservices.Inshort, ifyourtechnologycan’tmatchor exceedthequalityofdigitalexperience peoplegetintheireverydaylives,then you’llneedtogobacktothedrawing board.

Createwinsforthemany So,ifuserscomefirst–whoelsecan weharnessthepoweroftechnology for?

Ouranswer?Everyoneelseinthe system.

Earlyoninthedevelopmentofour MyThriveplatform,werealisedthat deliveringdigitallywouldenableusto domorethanjustscaleandfacilitate coachinginglobalorganisations;it wouldalsomeanwecouldspottrends andpatternswithincommunitiesof users,inorganisationsorsocietyat large.Justascarefullylisteninghasa powerfulandtransformativerolein one-to-onecoachingconversations, carefullylisteningtoandanalysing anonymisedversionofthe conversationswehosthasapowerful andtransformativerolewithinwhole organisations.

Thewhole-systeminsightswe producedhashelpedtomakesales processessmoother,improved communicationsandcreatedmore opportunitiesforpeopletolearn.

Keepithuman

Withsuicidebeingthebiggestkillerof menunder45,lonelinesssweeping throughdevelopedeconomiesin epidemicproportionsandathirdofall youngpeoplesufferingfromanxiety,I stronglybelievethatwehaveadutyto keeptalkingtoeachotherasasociety.

Webelievethatkeepingtheartof conversationaliveinthisdigitalageis essential;onlyhumanscanmaster creativity,empathy,humourand imaginationinawaythat’scompelling. Informationiseverywhere,sowe’re usingtechnologydifferently–tooffer realhumanexperiencesatscale,atany timeoftheday,wheneverourclients needaconversation,foreverything youcan’tGoogle.

Andwhatofthefuture?Curiously, eventhestructuresofartificial intelligenceandmachinelearninglook settomimichumanpatterns.It’sstill earlydays,butleadersinthisspace talkof‘deeplearning’withAI–by layeringupdifferenttoolsthatconnect inthesamewayasourbrain’sneural networks.

Andso,thenextthreeyears? Myrecentexperienceshaveledusto askevenbiggerquestionsthanwedid tobeginwith–whichIsuspectwill leadtoournextirresistiblesetof adventures!Whatifwecould transformlearningmanagement systemsintolearningecosystems? Whatifanycommunityoflearners couldconnectwithanycommunityof teachers?Andwhatifabetter understandingofoutcomesfrom learningcouldhelpbothindividuals, organisationsandsocietytothrive?

Iforonebelievethereareexciting timesahead.

Cate Luzio

Putting Collaboration and Professional Growth First

If you fall down, get up and dust

yourself off,” believesCate Luzio,theFounderandCEOof Luminary.Ittakesimmensecourage, perseverance,andcompetencetosetan exampleofnoteworthyleadership. Catehasdoneitwithherexemplary leadershipskills.Inaninterviewwith InsightsSuccess,Cateunveilssome keyinsightsonherundulating entrepreneurialjourney.

Below are the highlights of the interview:

Giveabriefoverviewofyour backgroundandyourrolein Luminary.

Aftera20-yearcareerinfinancial services,Ileftmygloballeadership roleinbankingtobecomean entrepreneur.I’mthefounderandCEO ofLuminary,acollaborationhuband meetingspaceforprofessionalwomen inNewYorkCity.Luminaryisan inclusivecommunity,notanexclusive club.Wedon’thaveanapplication processbecausediversityandinclusion areparamounttoourmission.From launch,weincludedmeninour programmingandinourspace.Men arewelcometojointoo.Unlikeany othercommunity,webringtogether ourindividualmembersandcorporate andnonprofitmembersinonespaceso thattheycanconnectandlearnfrom oneanother.Ourprogramsrootedin expertcontent.Sinceopeningour doorsthisyear,wehaveledover150 programsandexperiencesformembers andathousandmoreandcounting havecometoLuminarytonavigate theirpersonalandprofessionalfutures.

Howdoyoudiversifyyour organization’ssolutionsthatappeal toyourtargetaudience?

It’sallaboutourprogrammingand communityatLuminary.Over60 percentofourprogramsarememberledandinspired,respondingdirectlyto theissuesandopportunitiesthat womenencounterintheworkplaceand theirpersonallives.Membersreceive unmatcheddevelopmentexperiences andaccesstoconnections, conversations,andopportunitiesthat youcan’tfindanywhere.Allofour programsarefocusedonfourkeyareas andthere’ssomethingherefor everyone.

1)ProfessionalDevelopment-Weall benefitfromskilling-up.Luminary’s Illumination Sessions provide memberswithcriticalskillslike understandingleadershipstrengths, negotiation,andbuildingyourpersonal brandinintentionallysmallsessions. Aspartofourcommitmentto mobilizingthemiddle,the Sustainable Connections Series bringscompanies fromacrossindustriestogetherto connectearlyandmid-careerwomen togetherforaneveningofnetworking andpeermentorship.Our Luminous Speaker Series bringstopleadersto haveinspiringandintimate conversationswithourmembersabout theircareerjourneysandlessons learned.Wehavewelcomedmega-watt headlinerslikeSallieKrawcheck, CarlaHarris,BobbiBrown,Ruth Zuckerman,GaryVee,SarahLaFleur, MichelleCordeiroGrant,aspartofour LuminousSpeakerseries.

2)SmallBusinessand Entrepreneurship-Wecreateand conveneprogramsthataddressthe growingnumberofwomen entrepreneursandsmallbusiness ownersstartingandrunning businesses.WepresentedgamechangingeventslikeFemaleFounders DaywiththeFemaleFounder Collectiveforafulldayofpanels, workshops,andadviceforwomen entrepreneurswhoarelaunchingtheir business.Ourpublic-private partnershipwithWE.NYCkickedoff withtheWEMasterLeadership Conference,bringingtogether membersofLuminarywithother womenentrepreneursinNewYork Cityforafull-dayofrelevantcontent.

3)CareerChangersandPivotersLuminarycuratesopportunitiestoget toyournextcareergoal.Whetheryou wanttoclimbtothec-suite, successfullypivotyourcareer,returnto workaftertimeoff,ormakeyournext careerjumpLuminaryisyourcareer advocate.Withtacticalworkshopslike designthinkingforyourcareer, craftingyourprofessionalstory, leveragingLinkedIn,and understandinghowrecruitersand companieshire,Luminarymembers havenumerousopportunitiesto preparefortheirnextprofessionalstep.

4)Personal+Wellness-Wehave comprehensiveprogrammingthat focusesonthewholewoman.Personal developmentprogrammingaddresses topicsthatrepresenthowwemanage ourtime,stress,resources,andenergy. Luminarybringstogetherexpertswho cangivemembersinformationand resourcesonmanagingandinvesting yourfinances,lovingyourbody, shiftingyourmindsettoabundance, stylingforyourbrandandskillstobe braver.FromBarretoyogaweare helpingyouprioritizeyourwellness withexpressclassesandbringingin industryexpertstoshareinsightsand helpyouachieveyourgoals.

Whatisyourthoughtprocessbehind leadingtheorganizationeffectively?

Inmyopinion,it’simportanttoleadwithvalues.Luminary pridesitselfonbeinganinclusivecommunity,andwewant tosupportallofourmembersandemployeesandensure thattheycaninvestinthemselves.I’mextremelyfortunate tohavesuchanamazingteamworkingwithme,andwe workhardtocreateaspacethatdidn’texistbefore. Forourstaff,it’scriticaltohaveanorthstartofocuson, andforus,that’sourmembers.Eachweek,wehaveateam meetingtocheckinwiththeentireteamandreflectonour favoritemembermomentsfromthepreviousweek.The membershipexperienceisthecenterofitallforourteam, andit’simportantthattheyalsofeelapartofthe community.

Describesomeofthevitalattributesthateverybest performingCEOshouldpossess. Ithinkhardworkanddeterminationarekeyattributesof inspiringleaders.Mypersonalmantraisifyoufalldown, getupanddustyourselfoff.Myfatheralwayssaidthatto megrowingupplayingwithmybrothersanditstickswith metothisday.

Whataretheexperiencesandlessonsthatyou’ve learnedacrossyourjourney?

Itwasaradicalchangegoingfroma20-yearcareerin bankingtoentrepreneurship.Everydayisdifferentand therearealwaysnewchallenges.Itisarollercoasterof emotionsofhighsandlowsinthebusiness.Nothingcan prepareyouforit-takeitonedayatatime.Ilearnmore aboutcollaboratingandpartnershipseachday,ourmembers teachmesomethingnewallthetime.

Explainhowyourstrategiesarehelpingemployeesto bridgethegapbetweenideaandexecution. WeopenedLuminarywithacommitmenttolead extraordinaryprogramming.Withover150programssofar, wearetakingthatnextleveltoseehowthoseexperiences resonate.Wearecommittedtomakingthemevenbetter. Measuringtheprogrammingimpactiskey,andourChief ImpactOfficerSurabhiLalwouldagree.Visionand teamworkcanhelpgetyoufromstrategytoexecution,but itdoesn’tstopthere.Bylookingattheimpactwe’rehaving andlisteningtowhatmembersaresayingwecancontinue toimproveandlearnfromtheirfeedback.

WheredoesLuminaryseeitselfinthenearfutureand howdoyouplantosustainitscompetency?

Luminaryjustopenedafewmonthsagoandwithover500 memberstodate,wearelaser-focusedonbuildingoutour NewYorkcommunity.Wearewelcomingnewmembers everydayandbuildingourbrandthroughwordofmouth. Wewantourmembersandvisitorstofeelathomeandto walkawayfeelingapieceofourmagic.Wehavehad tremendoussuccessduringthisfirstyearinbusiness,and weaimtomaintainthismomentumbystayingcommitted toproducingqualityprogrammingandonboarding

corporatememberships.It’simportanttocreatecontentthat supportsallwomenfromentrepreneursandsmallbusiness ownerstoexecutivewomen.Wearealsolookingatnew collaborationopportunitiesthatwillbringmembersmore uniqueexperiencesandexclusiveaccess.

Whatadvicewouldyouliketogivetotheyoungminds? Myadvicewouldbetorememberthatthereisn’talwaysa blueprintforwhatyouwanttodo.Youmightnotbethe typicaljobcandidatebutyoumightstillbethebestonefor thejob.Forexample,Ididn’thaveabackgroundinfinance andIwasabletoleavemymarkinbanking.Ithinkit’s importanttolookforpeoplewithdifferentexperiencesto complementtheteam.Ineverconsideredentrepreneurship andneverevenconsideredopening,letaloneself-funding,a collaborationhub,butIdid.Sometimesyouhavetolisten toyourgut,analyzealloftheopportunitiesinfrontofyou, raiseyourhand,andneverbeafraidtotakearisk.

“

I emphasize collaboration over competition because we can get more done together, and lift each other up at the same time.

Cate Luzio Founder & CEO Luminary

Intoday’sbusinessenvironment, macroeconomicforces,suchastrade disputes,politicaltensionsandregulatory changescancausebothdisruptionand uncertainty.Tonavigatethisoftenunpredictable climate,companiesneedreadyaccesstoand accuratevisibilityoftheiroperationssotheycan quicklyadapt.Alackofclearinsightintothese operationscancostbusinessesmillionsof dollars,especiallyifdecisionsaredrivenfrom incompleteoroutdatedinformation.

SincejoiningIFSasCEOin2018,DarrenRoos hasorientedtheentirecompanyaroundasetof prioritiesfocusedonofferingcustomerssolutions thatdelivervalueandthatultimatelyempower themtonavigatetheinevitablechangesinthe marketplace.IFSisfocusedon enterprisesoftwaresolutionsfor customersinfiveindustries,including aerospace&defense,engineering, construction&infrastructure,energy, utilities&resources,manufacturing andserviceorganizations.

Darren Roos

A Results-Driven Market Challenger

Focusingonwherethebusinesscan deliverthemostvalueandthemost impact,thismid-sizedITcompany competesandwinsagainst multibillion-dollarindustry heavyweights.Sincehisappointment in2018,Rooshasimplementedan ambitiousgrowthstrategythathasled tosuccessivequartersofdouble-digit growth.Theanalystcommunityand hisglobalteamareconfidentheison tracktoorganicallygrowthebusinessto$1 billioninrevenuein2021.

BuildingaSolidCareer

WhileRooswaslesscareer-orientedwhenhe initiallyenteredtheenterprisesoftwareindustry, thatquicklychanged,andhesharesthathis

CEOs

careerprospectsopenedupwhenhe sawthepromiseofwhatrolehecould play.Thiscanbeseeninhis performanceataFortune500firm priortojoiningIFS,wheregritand determinationtookhimfrombeingan individualcontributortojoiningthe mostseniorexecutiverankswithin9 years.Notrushinghiscareer progressionhasbeenkey,hesaid.

GlobalMarketLeader

Rooshastakenasimilarlysteadyand strategicapproachinhismissionto profitablygrowIFSoverthepast18 months.Earlyon,herecruitedtop talentfromthefiercestcompetitorsin themarkettoaddtoanalreadystrong executiveroster.Healsofocusedon transitioningthefragmentedglobal businessintoanintegrated organizationwithacommonoperating model.Nowthecompanyhasaneven greatercapacitytoservicemidmarket andlargeenterpriseswhoneeda vendorthatcanscaleglobally alongsidethem.

AsIFSisconsistentlyoutpacingwider industrygrowthbyafactorofthree, thestrategyhasbeenvalidatedmany timesover.

Customersarealsofeelingthetangible gains.MarketintelligencefirmIDC recentlyproducedawhitepaper, sponsoredbyIFS,tocalculatethe businessvaluederivedfromits enterprisesoftware.Thestudyfound IFSusersbenefittedfroman18% productivitygainthroughIFS’s softwaresolutions,astheyenabled themtoworkfaster,aswellasmore seamlesslyandefficiently.This independentevaluationwasbasedon

anin-depthqualitativeanalysiswith customersfromacrossgeographiesand allofIFS’sfocusindustries.

EffectiveCommunication

Roosbelievesthathisprimaryroleis toensurethattheentireorganization hasaclearviewofwhereitisheaded, howitwillgetthere,and,most importantly,whyitexistsinthefirst place.Asheshares,aCEOneedstobe decisive,astrongcommunicatorand ensureallemployeesunderstandthe company’spurpose.Headdsthat, ultimately,thesuccessofany organizationcomesdowntothe efficacyofthestrategyandthequality ofexecution.Darrenhasalsocreated anenvironmentwhereeveryonecan contributeaccordingtotheircapacity. Hebelievesthathisabilitytobuilda diverseteam--whetherthatisbasedon age,genderorethnicity--andthen gettingthemostoutofthem,isakey attribute.Hevaluesemployeeswho haveapositiveattitude,strongwork ethicandareauthentic.

Onesuchefforttoempoweremployees tocontributeaccordingtotheir capacityistheIFSIncubatorprogram, whichisaSharkTank-likeinternal programintendedtonurture innovationsfromallranksoftheIFS employeecommunity.Thefocusof Incubatorideasmustbetohelp customersuncoverthepotentialof theirbusinessesmorerapidly.The employee-drivenideasareexpectedto complementandaugmentthesolutions inIFS’scurrentoffering.The submissionsthecompanyhasbeen receivinghavebeenimpressiveand speaktoRoos’sfocusonshakingup whatitmeanstobeanemployeeofa thrivingtechcompany.

Advice: Herearesomekeypiecesofadvice fromRoosonbuildingacareer:

Remainpassionate:“Ifyoucan’tfinda waytolovewhatyoudo,thentry somethingelse.Motivatingyourselfto workhardwhenyouhateyourjobis impossible.Findaleaderanda companythatinspiresyou.”

MasterOne’sCraft:“Insteadof thinkingaboutthenextpromotion, focusonmasteringyourcraft,proving yourselfinyourcurrentroleandthen overperforming.Bydoingso,youcan buildacareerinsteadofconstantly lookingforthenextshinynewthing.”

RemainFocused:“Obstaclesand challengesareinevitable,butyou shouldchoosetoberesilientintough timesandremainfocused.Also,donot beafraidtoaskforhelpfrommore experiencedcolleaguesthroughout yournetwork.”

Remain focused on what the customer wants, what they need, and ensure you deliver.

“

Darren Roos CEO

Successful Personality Traits to Learn from Elon Musk

Legendsneverneedanintroduction.Theytendtobe victoriousdespiteoftheiruneventfulhistories.They sticktocaptivatingtraitssuchasDiscipline, determinationandself-beliefwhichhelpthemaccomplish wondersinthelongrun.OnesuchexampleofanextraordinarypersonisElonMusk,aSouthAfricanBusiness Magnate,Investorandanengineer.

Muskisthefounder,CEO,andchiefarchitectofSpaceX; co-founder,CEO,andproductdesignerofTeslaInc.;and co-founderandCEOofNeuralink.AsofFebruary2018,he isthe53rd-richestpersonintheworldandhasanetworth of$20.8billion,whichisfarmorethanthenetGDPof Greecetakenintoconsideration.

Whileeachentrepreneurpossessesauniquesetoftraitsthat makeshim/hersuccessful,thisTechfounderhasafewtraits muchdifferentfromanyotherordinaryCEO,whichhas allowedhimtobuildsomeoftheworld’smostrespected andinnovativeorganizations.Muskoncequoted,“When something is important enough, you do it even if the odds are not in your favor.”

Let’shavealookonthesepersonalityattributesand characteristicsthatmakehimacontenderforthemost innovativeintellectualentrepreneurofthecenturyalive.

Hard-workandCharacteristicWorkEthics

ElonMuskisahard-workinginnovator,workingforabout 100hoursaweek,andhasbeenproductivesincemany years.Hemayevenbeconsideredasthehardestworking

employeeofthecompany,settingstandardsforhis colleaguestofollowandimplement.Sincethefieldofwork liesinsidehisradiusofinterests,heenjoysittoevery momentandbitwhenitcomestolearningandexecution.

StrongRiskTolerance

Foundingastart-upinvolvesagreatdealofuncertaintyand risk.Astudyfoundthatafter10yearsofbeinginbusiness, 96percentofthestart-upsfail.Goingbythestatistics, Muskmusthavefacedthesameoddsagainsthim,whenhe haddecidedtoleaveanotherwisecomfortablelifetostarta riskyanduncertainbusinessventure.

Forinstance,MusklefthisPhDprogramatStanford UniversitytofindacompanycalledZip2withhisbrotherin theyear1995.Later,thecompanywassoldtoCompaq computers,profitingMuskabitover$20million. Followingthis,Muskonceagaintookagreatriskby investingmillionsofdollarstofoundacompanycalled X.com,oneoftheworld’sfirstonlinebanks.

‘AlwaysBeLearning’Attitude

Anastoundingandless-knownfactaboutElonMuskisthat heisself-taughtinprogrammingandinmanyadvanced levelsubjects.Hereadandunderstoodavarietyofbooks, whichhelpedhimgainendlessandpersistentknowledge andunderstanddiverseconcepts.

Thebestpieceofadviceonlearningandimplementationis toconstantlythinkabouthowthingscouldbedoneina bettermannerandquestionselftoseektheanswers.

FeedbackLoop

Itisofprimeimportancetorecognizethepresentsymbolor otherwise‘statusquo’inthemarketasanorganizationand re-positionaccordingly.Musksolicitsconstantfeedbackof thecompaniesandexecutes‘self-analysis.’ Heinduces effortsanddivergentstrategiestoimprovecustomer feedbacksandstrivestowardsperfectionism.

Forexample,heseeksouthiscriticsandtriestoconverse withthem.Thishabitofself-reflectionatregularand considerableperiodsispivotalforanyentrepreneuror organizationtosucceedinthelongrun.

TendencyforVerticalIntegration

Verticalintegrationisastrategywhereanorganizationora firmacquiresbusinessoperationswithinthesameproduct vertical.BothTeslaandSpaceXembracethisconcept.For example,Teslanotonlyproduceselectriccars;theyalso generatepublicawarenessabouttheircarsviaTesla showroomsacrossvariouscountries.AndSpaceXdoesnot onlyhavetheprimarygoalofrocketpropulsions;they developtheirownrocketarchitectureaswell.

FaithinSelfandtheFoundingTeam

Muskundoubtedlypossessesaprofoundbeliefinhisown capabilitiesaswellasthepotential-seekingfactorofits foundingteam.Hedoesnothesitatetogambleonlarge scaleunlessheisgenuinelyawareoftheexpectedendresults.

Itisequallyessentialtomaintainclarityofdoubtinany largescaleorganization.Underhissupervision,Musk encouragesincreatingapositiveandcomprehensive environmentacrosshisfirms.

PreferringtoStandOutFromtheCrowd Muskelectstobringupinnovationateverylevelofhis understanding.Hetendstoimparttheoreticalknowledgeat thebaselevel,applyingchangesandexecutingthesameon thepracticallevel.Hereliesmoreontransitionalaspects suchasresearchanddevelopment,therebyincreasingthe probabilityofground-breakinginventions.

TeslaMotors,afarheadedfirmheadedbyElonMusk,is anti-ordinary.Itscompellingmarketplacehasbecomea one-stopdestinationforpotentialbuyerswheretheycan interactaboutproductspecifications.Theyalsohavevideo testimonialsthatfaroutperforminthesales-dominated industry.

ThereisnoambiguitythatMusk,byfar,hasbeenapillarof inspirationforbuddingentrepreneursandinvestorsbecause ofhisprolificandoptimisticapproachtowardslife

AllthesetraitspossessedbyMusk,insomemannerorthe other,coincidewithmostofyourhabits.Theonlythingthat standsasapotentialbarrierbetweenthesetwois identifyingyourstrengthsandworkingonthemona continualbasis.Goon,applythesetraitsintoyourdaily life,andyoumaybecomethenextbigCEOtheworldisin needoftoday!

Fighting Risk through Digital Identities Garrett Gafke

InaninterviewwithInsightsSuccess,

GarrettGafke,CEOofIdentityMind shareshisjourneyanddiscusseshis contribution,throughIdentityMind,tothe marketusinginnovativedigitalidentity technology.IdentityMindhelpscompanies winthefightagainstfraud,moneylaundering, humantrafficking,andterroristfinancing.

Gafke CEO

Garrettshareshisthoughtprocessbehind leadingtheorganizationeffectively.He explainsessentialtraitsthatexemplaryCEOs shouldpossess.Hesharesexperiencesand variouslessonshelearnedinhisjourney.He discussesthestrategiesthathelpemployees bridgingthegapbetweenideaandexecution. Hegivessomeinsightsintothefutureof IdentityMind,andhegiveshisadvicetothe youngminds.

Belowarethehighlightsoftheinterview betweenGarrettGafkeandInsightsSuccess:

Giveabriefoverviewofyourbackground andyourroleinIdentityMind.

Ihavebeenanentrepreneur,businessleader forandinvestorforsometime.Iwas PresidentandCEOofPaymateandSteelEye; aseniorexecutiveforCyberSource(CYBS), Trintech(TTPA)andVeriFone;andGroup VicePresidentandGeneralManagerfor Cardinal(CAH).Throughmycareer,Ihave foundedcompanies,takencompaniespublic andexecutedM&Atransactions.

AtIdentityMind,Iamthecompany’sCEO. Myroleistotakeourinnovativedigital identitytechnologytomarketandgrowthe businesstograbthetremendousopportunity infrontofus.

Howdoyoudiversifyyourorganization’s solutionsthatappealtoyourtarget audience?

IdentityMindisaSaaSplatformthatenables companiestoreducetheirtransactionriskand

Garrett

fightfinancialcrime,whilelowering thecostofdoingbusinessandcreating thebestpossiblecustomerexperience. We’vebuiltourplatformcenteredon digitalidentities,atechnologythat enablescompaniestomeettheirrisk andcomplianceneedsfarmore effectivelythananyothermethodon themarket.It’salsoatechnologyfor whichweownmanypatents.In buildingoutourplatform,westay focusedonthemarketneedsandin particularthekeyusecasesandthe segmentstowhichtheyappeal.Use casesaroundKYC,Sanction Screening,TransactionMonitoring, TransactionFraudandmore.Foreach ofthese,webuildtheplatformoutso thatweareaddressingtheseusecases asourcustomersandprospectsexpect.

Whatisyourthoughtprocessbehind leadingtheorganizationeffectively?

Ultimately,Ibelieveorganizational effectivenessisbasedonselectingthe rightteam,pickingtherightproblemto solveandpointingtheteamattheright targets.Ikeepthecompanyalignedby detailingthevisiontoreachthose targets(productuserandmarket targets)andtrackingtheteam’s progresstowardsreachingthem.Ihelp mydirectreportsstayfocusedontheir targetsbyprogressagainstmetrics.

Describesomeofthevitalattributes thateverybestperformingCEO shouldpossess.

Everyleaderisdifferent.Different fromastyleperspectiveanddifferent fromaskillsperspective.But,ifIwere todistillafewthings,firstoff,aleader needstobeabletoenvisionthe solutionthathe/sheistryingtobuild. Thatis,whatistheproblembeing

solved,whyisitimportanttotheuser/ buyer/etc.,andwhatisneededtomake itwork.Thatleaderthenneedstobe abletotakethatstoryandtellittoall his/herconstituentsfromfunders,to productleaders,tosales,and ultimatelythemarket.Communicate thatstorysothatpeopleinsideand outsidetheircompanyfeelthe excitementofthatsolution.Ultimately, thebelowareimportanttome:

Ÿ Obsessivedrivetowin=passionand commitment

Ÿ Empathy&Humility(thesecome withtime&experience)

Ÿ AbilitytoListenandcommunicate (thisisabasicbutmissingfrom many)

Ÿ Bedecisivewiththeinformation theyhaveatthattime

Ÿ Resiliency&Grit—Critical

Whataretheexperiencesandlessons thatyou’velearnedacrossyour journey?

Ifyouarenotconsistentlyworkingon learning,thenyouarenotimproving andifyouarenotimprovingyouare ensuringfailure.

Explainhowyourstrategiesare helpingemployeestobridgethegap betweenideaandexecution.

Thisgapusuallyexistswhenanideais notwidelyunderstood,whenskills appliedmaynotbetherightones,and whentheteamisnotfullymotivatedto getthere.Idon’tknowthattheseare necessarilystrategies,butthesolutions toallofthesethingsare: communication,teamandincentives.

Communicationisaboutmakingsure thateveryoneunderstandsthejobat handandwhatisatstake.Teamis

aboutbringingtherightskillsettothe project.And,incentivesareabout motivatingtheteamtoputintheir besteffort.

WheredoesIdentityMindseesitself inthenearfutureandhowdoyou plantosustainitscompetency?

Ouroverallvisionofbringingintegrity andtrusttothedigitalworldcontinues toguideus.Thecenterpieceofthat willremaindigitalidentitiesand deeperthanthisaretrusteddigital identities.Inbetween,wewillcontinue todrivetowardsgreataccuracy.Weare alreadytheleaderinthisregardwith thehighestaccuracyforidentifying goodandbadusersultimatelytrust.

Havinghigherratesintheseareashasa measurableeffectonyourrevenue (moregoodcustomers)andexpense (lessfraud,andlesscosttofindit).

Improvinghereiskey.Wealsolookto makethesystemeveneasiertouse. Thismeansavarietyofthings includingintegratingitacustomer’s keysystems,workflowthatis configurabletomatchtheirprocess, andaUIthatallowsouruserstomore quicklyusethesystems.Wewill continuetoleadtheworldinbuilding trusteddigitalidentities.

Whatadvicewouldyouliketogive totheyoungminds?

Learn,behumble,workhard,asklots ofquestions,andhaveasense ofurgency.

Garry Drummond

A Veteran Enthusiast of Information Security

InaninterviewwithInsightsSuccess,GarryDrummond, FounderandCEO,802Secure,sharesvaluableinsights fromtheexperienceshegainedinhisentrepreneurialjourney. Moreover,hebroadlydiscussesontheservicesofferedbythe company.

Belowarethehighlightsoftheinterviewconductedbetween GarryandInsightsSuccess:

Giveabriefoverviewofyourbackgroundandyourrolein802 Secure,Inc.

OriginallyfromScotland,IarrivedintheBayAreain1998.Iama 20-yearveteranintheInformationSecurityindustry.Anactive memberoftheCISSPorganization,CertifiedInformationSystem SecurityProfessionals.IamalsoaCertifiedWirelessNetworking andSecurityProfessional.Beforefounding802Secure,Ispent sevenyearsatnCircleNetworkSecurity(pioneersofvulnerability management)andnineyearsatAirDefense,(wirelessintrusion detectioncompany).Bothcompanieshadsuccessfulexits.Ihave alwaysenjoyedleading-edgetechnologyevangelism.The experiencegainedinsalesmanagementleadership,product development,productmarketinghasproventobeinvaluable,the wins,andtheloses.AsFounder-CEOat802Secure,myvisionfor thecompanyissimple:tobethemarketleaderinWirelessIoT ThreatManagement.With80%ofIoTdevicesbeingwirelessly connected,wirelessisthenewnetworkandnowthenewattack surface.

Howdoyoudiversifyyourorganization’ssolutionsthatappeal toyourtargetaudience?

Whatmakesoursolutionunique:WeaddressIoTrisksstemming fromunmanaged,unsecured,andmisconfiguredIoTdevicesand networks.TheserisksstemfromtheexplosioninIoTdevices rangingfrombuildingautomation(50%ofnewbuilding constructionincludesawirelessIoTnetwork),deploymentsofIoT acrossOTnetworks,andShadowIoT.802Secureprotectsthe wirelessandIoTmobileedgebyprovidingvisibilityintotheIoT

securityblind-spotcombiningedgesecuritywithcentralizedcloud threatintelligence.

TheProblemthatwesolve-80%ofedgecomputingiswirelessly enabledtodayacrossdevices,networks,andIoT.Thisevolution requiresanewlevelofvisibilityacrossnotonlytheITnetwork butthesurroundingphysicalenvironment(off-networksystems). GartnerandNISTrefertothiscyberPhysicalSecurity.

ThelackofPhysicalvisibility,management,andsecurityexposes organizationstorisksincludingunmanaged,ShadowIoT,and adversarialdevicessuchaswirelessthermostats,SmartTVs,spy cameras,drones,roguecelltowers,wirelessstoragedevices,and muchmore.

Whatisyourthoughtprocessbehindleadingtheorganization effectively?

Successfulorganizationssharetwocharacteristics:theyaresmart, andtheyarehealthy.Anorganizationdemonstratesthatitsmartby developingintelligentstrategies,marketingplans,product features,andfinancialmodelsthatleadtoanupperhandoverits competitors.Thecompanydemonstratesthatisithealthyby eliminatingpoliticsandconfusion,whichpromptshigher confidence,lowerturnover,andhigherefficiency.

Culturefitislikewiseessential.ThecharacteristicsthatIsearch forare:

Ÿ

Theyneedtobehumbleandpractical.

Ÿ Aretheyhungrytodowell,anddotheyhavestrongwork ethics.

Ÿ Theyneedtobesmartandeagertolearnthebusiness,roll-upthe-sleeves,andbeaproblemsolver,thinkoutsidethebox. Investwholeheartedlyintakingcareofbusiness.

“

Describesomeofthevitalattributesthat everybestperformingCEOshould possess.

Ibelievethatconfidentleadershirepeople betterthanthemselves;theygivecreditto others,theyarenothesitanttoassumethe fault,admitwhentheydon’tknow something, enablethegroup, hirepeople whodon’tcheckoffalltheboxes,yet centeraroundthepotential.Theygive othersachancetheydeserve,andthey don’tseegoodpeopleasathreattotheir position.

Explainhowyourstrategiesarehelping employeestobridgethegapbetween ideaandexecution.

Implementingandreinforcingorganization clarityisvitaltoexecutingthebusiness

well.Ihaveafewrulesthathelpmeaccomplishthis: Rule#1.Buildingandmaintainingaunitedleadershipteam. Rule#2.Createorganizationalluciditybyeliminatinganyconfusionwithinthecompany. Rule#3.Leadfromthefont—over-communicatethegoalsanddirectionofthecompany.

Where

does802Secureseeitselfinthenearfutureandhowdoyouplantosustainits competency?

Achievingaproduct-marketfit(PMF)isarealaccomplishment.FiguringoutGo-ToMarketFitanddrivinggrowththroughourbusinesspartnerswillhopefullyfulfillthe mission.Iseeglobalmarketsopeningup,asIoTenablementgrowsworldwide.Tosustain competitiveadvantage,weneedtocontinuetoworkhardasaleadershipteamonbuilding azero-touchandstraightforwardGTMmodel,arepeatableGTMdealsplaybookthatlines upontherightusecasestocreateurgency.

Whatadvicewouldyouliketogivetotheyoungminds

Beginwithanissueordisruption.Enterpriseorganizationsgetfundingbasedontacklinga criticalclientissueoraddressingapotentiallysignificantdisruption.Enterpriseclients don’tpurchasetechnologyfortechnology’ssake.Theyarebuyingtotakecareof problems,shieldagainstinterruption.

Drummond Founder & CEO

Garry

A Material Marvel of the Century

Thesimplestobservationsare

sometimesthegreatest discoveries.Watchinganapple fallingfromitsbranch,IsaacNewton discoveredthefamouslawofuniversal gravitation.Almostthreecenturies later,sciencecouldtakeanotherleap forwardwith...arolloftape. Thereisanewwondermaterialin townthatmightchangeourfuture. Imagineacoffeecupthatstreamsthe day’sheadlinesinrealtime.Ora cookingpotthatcandetectthe presenceof E. coli bacteriathatcould makeyousick.Oratelevisionscreen thatisasflexibleandthinasapieceof paper.Alloftheseapplicationscould bearealityifthewondermaterial, namedGraphene,livesuptoitshype.

AComplicatedNarrative

Thestorybeginsin2004inthe laboratoriesoftheUniversityof Manchester.Fascinationwiththis materialstemsfromitsremarkable physicalpropertiesandthepotential applicationstheyoffer.Although scientistsknewoneatomthick,twodimensionalcrystalgrapheneexisted, no-onehadworkedouthowtoextract itfromgraphite.

Thatwasuntilitwasisolatedin2004 bytworesearchersatTheUniversityof Manchester:Prof.AndreGeimand Prof.KostyaNovoselov.Thisisthe storyofhowthatstunningscientific

featachievedwhilepeelinglayersof graphiteusingadhesivetapes,andwhy Andre-KostyaduowontheNobel PrizeinPhysicsfortheirpioneering work.Thisisthebeginningofa scientificandengineeringrenaissance.

UnboxingGraphene

Grapheneisamaterialthatcanbe perceivedasaformofgraphite,and thereforeacarbonallotropethatis distinguishedbyitscrystalline organization.Insimpletermsgraphene isasheetofasinglelayer(monolayer) ofcarbonatoms,tightlyboundina hexagonalhoneycomblattice.Itisthe building-blockofGraphitebut grapheneisaremarkablesubstanceon itsown-withamultitudeof astonishingpropertiesprovingthetitle of‘wondermaterial’.

Grapheneisthethinnestcompound knowntomanhavingsizeequaltoone atomthick,thelightestmaterial known,thestrongestcompound discoveredsurpassingdiamond,the bestconductorofheatatroom temperatureandalsothebest conductorofelectricityknowntoexist.

TheMaterialoftheFuture

Grapheneisadisruptivephenomenon; onewhichcouldopenupnewmarkets andevenreplaceexistingtechnologies ormaterials.Itiswhengrapheneis

usedbothtoimproveanexisting materialandinatransformational capacityitstruepotentialcanbe realised.Thevastnumberofproducts, processesandindustriesforwhich graphenecouldcreateasignificant impact,allstemsfromitsamazing properties.

Ÿ

Biomedical

Graphene’suniquepropertiesallowfor ground-breakingbiomedical applications;Targeteddrugdelivery, improvedbrainpenetration,DIY health-testingkitsand‘smart’implants canbementionedoutofmany possibilities.

Ÿ

CompositeMaterials

Oneofthesimplestandmosteffective waysofharnessingthepotentialof grapheneistocombineitwithexisting products-socalledcomposite materials.Bycombiningwithpaints,a uniquegraphenecoatingcanbeformed whichcouldsignaltheendofthe deteriorationofshipsandcarsthrough rust.Additionally,itcandowondersin thefieldofweather-proofing, packaging,sportsequipmentand creatinglightest,strongest,safest structures.

Ÿ Electronics

Graphenehasthepotentialtocreatethe next-generationofelectronics exploringspheresofSci-Fitechnology, fastertransistors,semiconductors, bendablephones,wearablegadgetsand otherelectronics.

Energy

Withitsinfluentialpropertiesandcapabilities,grapheneis surelyaninnovationwithdistinctfutureprospects.Bearing thisinmind,onemightbesurprisedtoknowthatcarbonis thesecondmostabundantmasswithinthehumanbodyand thefourthmostabundantelementintheuniversebymass, afterhydrogen,heliumandoxygen.Thismakescarbonthe chemicalbasisforallknownlifeonearth,sotherefore graphenecouldwellbeanecologicallyfriendly,sustainable solutionforastronomicalenergydemands.Imaginefully chargingasmartphoneinsecondsoranelectriccarin minutes.That’sthepowerofgraphenebatteriesandsupercapacitors.

Ÿ

FiltrationMembranes

Imaginecleandrinkingwaterformillionsindeveloping countries.Aglobaltollof3.4milliondeathseachyearisa seriousconcernwhichunderlinesthegravityofcleanwater requirement.Thedevelopmentofgraphene-based membraneshasbroughtthatpossibilitycloserlikenever before.

Ÿ

Sensors

Ultra-sensitivesensorsmadefromgraphenecoulddetect minutedangerousparticleshelpingtoprotectpotentially dangerousenvironments.Itsinherentlymicro-sized structureallowsforthecreationofhairthinlikesensors whichcanbeincorporatedtodetectbiologicalagentslike drugsinourbody,stressesandstrainlevels,atmospheric changescausedbydecayingfood,andmanymore.

Future

Itmustbeawonderingquestionthatdespiteofgraphene’s prodigiousabilitieswhyithasnothitthegroundreality. Theproblemthatpreventeditfrominitiallybeing unavailableforcommercialuseswasthatthecreationof highqualitygraphenewasaveryexpensiveandcomplex process.“Itsindustrialproductionisnotyetbasedon reliablemethodstoobtainlargequantities,”claimsAlberto Bianco,aresearcherattheCNRSandtheUniversityof Strasbourg.Itwasestimatedin2008thattheproductionof asquaremeterofthismiraclematerialcostawhopping amountof600billioneuros.

However,studiesin2012foundthatbyanalysingits interfacialadhesiveenergy,itispossibletoeffectually separategraphenefromthemetallicboardonwhichitis grown.Asthetechniquescontinuetoevolveinnearby future,ontheaccountofitshighproductivity,asharp declineinpriceisexpectedtobeachieved.

Therangeofindustrieswheregrapheneresearchismaking animpactissubstantial.Andthisisonlythebeginning. Theseareonlythebabysteps.Although,it’simportantto considerthespanwithinwhichitislikelytoexistin customarylife,onesimplycannotoverlookthe inconceivableandendlesspotentialofthissupernatural material.Withcontinuouslygrowingnecessitiesand depletingresourcesofthecontemporaryworld,graphene willcertainlyturnouttobeapanaceaofallremedies.

“Success is a marathon and not a sprint! It’s all about continuity and improving constantly along the way. Further you better develop an understanding that management and leadership is a team-sport. Nobody ever accomplished to be successful without the support of great colleagues and the trust of partners and clients,” believes the CEO of KWAK Telecom Ltd., Josef Bruckschloegl.

Strategy is the art of achieving superior performance in a dynamic environment.

Josef Bruckschloegl

Bringing Better Business Solutions to Organization

CEOs

Josef is an educated engineer and graduated in

telecommunications and media-economics at UniversityofappliedscienceinSt.Poelten,Austria,in theyear2000.Ayearlaterattheageof22,hebecamedirector ofE-CommerceatTelekomAustriaGroupwherehewasincharge of building the online sales channels of theAustrian telecommunication incumbent.After that, he served several huge firms like Deutsche Post or Deutsche Telekom as a consultant.HestartedhisassignmentwithKWAKTelecomin September2009asVicePresidentCarrierRelations.Oneyear later,hewaspromotedtoChiefOperatingOfficerofthegroup andManagingDirectorofKWAK’sGermansubsidiary.Since endof2012,heisleadingthefirmasitsChiefExecutive.In 2014, he was accepted for the Advanced Management and Leadership Programme at Said Business School, University of Oxford and was awarded “Outstanding Alumnus” of the business school two years later. The same year KWAK Telecomwasawarded“NationalChampion"intheCategory "Business of the Year” at European Business Awards, the biggestbusinessawardinEurope.

EnablingBusinessestoBill&Monetize

Josef mentions that KWAK is at the interface of telecommunications and media markets and facilitate micropayment for media channels, content providers and service hotlines. The company realized very soon that these marketsarebecomingrapidlymoreinternationalandmanyof themserveaglobalaudience.ForKWAK,thatmeansthatits portfolioofpremiumrateserviceshastoreflectandcoverthis trend. Its main goal is to enable its clients from all over the world to bill and monetize on their services. Furthermore, it hasidentifiedthatthere’samajorshiftinmediamarketsgoing on. Classic channels like TV or radio stagnate and there’s a hugeriseofonlinechannelssuchasYoutubeandapplications. This of course impacts the company’s offer and the way it implements its solutions into the billing needs of its customers.

AchievingSuperiorPerformance

Josefconstantlystrivestoachievesuperiorperformanceinan extremelydynamicandglobalenvironment.Inordertolead effectively, he continuously thinks about what does the company has to do to set itself apart from its competitors? Whatcanitdotoattractthebesttalent? Andwhatisnecessary toserveitsclient’sneedsthebestwaypossible?Thecompany figuredoutsomeessentialvirtuesmandatorytoachievethose goals:It’saboutbuildingsustainingrelationshipswithclients andsuppliers,workingasateamtoidentifythebestsolutions for tasks and problems, creating internal and external alignmenttoactagile,havingaclearstrategicdirectionwhat the company is heading for and most importantly deliver resultsthatkeepitscustomersandpartnershappy.

ThreatstoAnySuccessfulOrganizations

Inhisentrepreneurialjourney,Josefhaslearntoneimportant lesson that “Don’t stop learning and stay humble!” He opines that there are two major threats to any successful organization. It’s ego and hybris. Especially after being highlysuccessfulforalongperiodoftimewithgreatresults and multiple awards won, one has to be careful of not becoming too self-confident and staying aware that people make mistakes and disruptors and competitors are just waitingtoeatyourlunch.

ItInvolvesasmanyContributorsasPossible

When asked about strategies that are helping employees to bridge the gap between idea and execution, Josef asserts, “First of all it’s not my strategy but the strategy of the firm created by as many contributors within our organization as possible. Strategy is nothing that’s implied top-down but it’s about a process involving as many thoughts and thinkers as possible. My role as CEO is like the one of a conductor of an orchestra. Once we have achieved a mutual understanding what ideas might lead us to performing superior within our markets we start implementing and executing. Therefore, alignment and the respect and understanding of everybody’s contributionisessential.”

FillingWhiteAreasontheMap

Inthenearfuture,KWAKisstrivingtoimproveitsmarketleadershipinthesegmentofPremiumRateServicessteadily and to further expand out markets around the globe. Currently, it is serving clients in more than one hundred countries,soitstillhassomewhiteareasonthemap.Oneof its major initiatives currently is how to serve developers of applicationsandonlinemediachannelswithmicropayment services,especiallyinareaslikeAfrica,SouthAmericaand partsofAsiawherestillthepenetrationofcreditcardsislow. Further, the company is highly active to build call center resources all over the world to support its clientele going global and being able to cover a bigger part of the value creationprocessofPremiumRateServices.

EveryMemberCounts

IntheopinionofJosef,akeyattributetoperformasaCEOis the ability not to forget that it’s not you who creates the success of the firm, but each member of the team has to contribute to make superior performance happen. The understandingthatagreatleaderisalwaysagreatenablerof talentismandatorytocreateavibrantandagileorganization andtoestablishsustainingsuccess.Andofcourse,youneed thecapacitytocopewithpressurewhenthingsaregoingnot thatwell.AsaCEO,youaretheprimepersonwhocarriesthe culture of the firm. You are the one who represents the companyanditsvaluesonthemarketaswellasinternally.

Being Genuine and Leading with Passion Michael Greene

InaninterviewwithInsightsSuccess,MichaelGreene, CEOofEnzoic,shareshisjourneyandexperiencesin leadingmultipleorganizationsasaCEO.Hereveals theessentialtraitsofbeingagreatleaderandleadingthe organizationwithcollaboration.Heisafirmbelieverinthe thought,“Leadershipisnotaboutalwaysbeingright, leadershipisaboutbeinggenuinewhenyouarewrong.”

BelowarethehighlightsoftheinterviewbetweenMichael GreeneandInsightsSuccess:

Giveabriefoverviewofyourbackgroundandyourrole inEnzoic:

Iamagrowth-orientedCEOandGeneralManagerwith extensiveexperienceacrosstheorganizationfromproduct andoperationstosalesandmarketing,inavarietyof internationalhighgrowthcompanies.Iamcurrentlythe CEOofEnzoic(formerlyPasswordPing),acyber-security companythathelpsorganizationsdetectcompromised credentials.PriortojoiningEnzoicin2018,IwastheCEO ofIDWatchdog,anidentitytheftprotectioncompanythat wassoldtoEquifaxin2017.BeforeIDWatchdog,Iheld seniormanagementpositionsatSymantec,Webroot, ThompsonMicromedix,RaindanceandBaxter.Igraduated withanMBAfromtheUniversityofColoradoin2000and IhaveaBAinBiology.IliveinbeautifulBoulder, Coloradowithmywifeand2sons.

Howdoyoudiversifyyourorganization’ssolutionsthat appealtoyourtargetaudience?

Enzoichascertaincorecapabilitiesarounddarkweb research,compromisedcredentials,andhigh transactionarchitecturewhilemaintaininghighlevelsof security.Whenclientscometousexpressinganeedforour servicesandweseeacommonsetofneedsformingaround acertaingroupofclients,weworkhardtodefine, differentiate,andproduceauniqueproductoffering.One keyexampleofthatprocessisouractivedirectoryproduct. Weheardourcustomer’schallengeswithemployeeaccount vulnerabilityandtheirstrugglescomplyingwiththenew

Michael Greene CEO Enzoic

NIST800-63bpasswordguidelines. Then,weworkedwiththemtocrafta solutionandthenwebuiltit.Nowitis theonlyfullycompliantNIST800-63b ActiveDirectorypluginonthemarket.

Whatisyourthoughtprocessbehind leadingtheorganizationeffectively?

Thekeytoeffectiveleadershipisto definecommongoals,inspireopen communication,andcreatean environmentformutualsuccess.You cannotplaythegameforyourself alone;youhavetobeinthegamewith thewholeteam-whichincludesyour employees,partnersand customers.Theirsuccessisthe company’ssuccess.

Describesomeofthevitalattributes thateverybestperformingCEO shouldpossess.

Ÿ Passion-Ifyouarenotpassionate aboutwhatyoudo,howcanyou expectotherstobe“all-in?”

Ÿ MarketKnowledge-Ifyoudon’t alreadyknowit,youlearnitfast andthenworktohelpdefinethe market

Ÿ Emotionalintelligence-Thisiskey forleadership.Youhavetolisten, haveempathyandcreate understanding.Withoutit,youwill

nothavethetrustofyourteam.

Ÿ Adaptability-Sometimesyouhead thewrongdirectionorthemarket changes,youneedtobeflexible andadaptable.Companiesthat don’trespondwelltochangewill lose.

Ÿ Gritandresilience-Mental toughness,gritandresiliencegives youthecourageandresolvetonot onlyrecover,butthriveintheface ofadversity.Theabilityto overcomedoubtsand circumstancesthatpreventyou fromreachingyourobjectiveisone ofthelargestchallengesaleader canface.

Ÿ Decisiveness–Thisistheabilityto makefirmdecisionwithfull commitment.Atthespeedinwhich marketsevolve,especiallythefastpacedcybersecuritymarket,leaders whoareindecisivewillinhibittheir organizationfromkeepingupwith themarketandhindergrowth.

Ÿ Abilitytoalignkeystakeholdersto achievebusinesssuccess–Alignmentandconsensusamong theleadershipteamisoneofthe highestprioritiesofa CEO.Successfulcompaniesdonot havestakeholdersmovingin oppositedirections.

Ÿ FocusonExecutionanddelivering results–Thisoneseemslikea“nobrainer”butifyoujuststrategize withouthavingdefinedplansto execute,youhavenothingto delivercustomervalue.Andif youkeepinvestinginthings thatarenotdelivering results,thereisahigh opportunitycostthatwill hurtyourbusinessinthe longrun.

Ÿ BeingGenuine–Being genuineandauthentic buildstrust.Genuine peoplecanadmittheir faults.Don’ttrytobe someoneelseatwork, everyoneinthe organizationwillsee throughthat.Noonelikesto workwithsomeonewhois fake.

Whataretheexperiencesandlessons thatyou’velearnedacrossyour journey?

Thelessonsarenumerousandthekey istobeopenminded.Recognizethat challengesandobstaclesarejust anotherwaytolabelopportunities. Embracepeopleandtheirdifferent backgrounds,skills,andstyles.Be genuine.Embraceyourpassion.

Explainhowyourstrategiesare helpingemployeestobridgethegap betweenideaandexecution.

Whenourorganizationismappingout ourbusinessstrategy,wemeetasa teamtooutlineallofthefactorsthat mustbeweighedandtogetherwe outlinethestepstoputourstrategy intoaction.Weallcommitweall execute.Thiscollaborativeapproach alsoensureseveryoneis“bought-in” andkeepsusallalignedonthe objective.

WheredoesEnzoicseesitselfinthe nearfutureandhowdoyouplanto sustainitscompetency?

Enzoicwillcontinuetobeagrowing leaderinthecybersecurityarena.We startbyattractingandretaining outstandingtalent.Thenweplace ourtrustinthem,welistentotheir perspectives,andwepartnerasateam, whichprovidesthemwithagreat environmenttopursuetheir passion.Withthisapproach,wewill continuetogrowtheproduct,service ourcustomersandbealeaderinour market.

Whatadvicewouldyouliketogive totheyoungminds?

Embracetheworld,enjoyyourlife, andwelcometheboundless opportunitiesaroundyou.Youarein oneofthebestmarketexpansion periodstheworldhaseverseen.You areinoneofthemostinnovative businessenvironmentsin history.Embraceit!

If your action inspires others to dream more, learn more, do more and become more, you are a leader.

– John Quincy Adams

Richard Waryn CEO

Richard Waryn

Empowering People to Be the Best They Can Be

Itisnotthetitlethatreflectsleadershipofany

individual,leadershipisknownbythe personalattributesofleaderssuchascharisma, eloquence,perseverance,andvisionaccompanied bytheskillsofcommunication,connection,and collaboration.RichardWarynisanoteworthy instanceoftheseattributes.RichardistheOwner andCEOofa3PLLogisticsManagement company,LDKLogistics.

Richardisresponsibleforallhigh-leveldecisions, financialstructuring,andprovidingstrategicvision forthecompany.Previously,hespentover20years ininternationalprivateequitymanagingaseriesof fundsthatinvestedinawidevarietyofcompanies throughoutEurope,Asia,RussiaandtheMiddle East.HewasbasedinWashingtonDC,London, MoscowandDubai.PriortoacquiringLDK,heran partoftheSovereignWealthFundofDubaiand workeddirectlywithSheikhMohamedandhis team.AccordingtoRichard,“itwasininteresting ride”! RicharddidhisgraduatestudiesinFinance andEconomicsatHarvardUniversityand completedhisB.SCinGeoscienceattheUniversity

ofToronto.Amongthedealsthathedidinhisprivate equitycareerwereaturnaroundonESCADA,thewoman’s globalfashionbrand,buildingtheMandarinOrientalHotel inPrague,andmanyinfrastructureprojectsthroughoutAsia includingpowerplants,telecomsnetworks,tollroadsand cementprojects.Currently,Richardisfocusingongrowing thelogisticsbusinessandcreatingoutstandingcustomer serviceandapositiveworkenvironmentforallemployees.

ProvidingExceptionalServices

LDKlogisticswasfoundedontheprinciplethatexceptional servicemustbeinnovative,flexible,flawlessandexceed expectations.ThecompanyisInsideDeliveryAgentof choiceforthemostdiscerningcustomers,beithightech computerservers,specializedmedicalequipment, telecommunicationsgear,retailracking,kiosks/ATMs, electronicdisplays,tradeshoworotherhighvalue/high visibilityitemsandsituations.Itsskillsinplanningand executionofcomplexwhiteglove,non-dockdeliveriesare regularlytrustedandtestedbythosewhoknowbest.To reflecttheexceptionallyhighlevelofserviceLDKprovides thecompanytrademarkedthephrase“VelvetGlove”.

Ratherthanusingnationalagreements,agentsare individuallyevaluatedandselectedtoprovidethe“bestof thebest”intermsofcompleteanddeepnationalcoverage. ThisapproachhasledLDKtobeuniquelypositionedto applytherighttoolsforeachspecificservice.

LDKhasdevelopeditsownin-houseenterprisesoftware systemthatmanagesthefulllifecycleofitsprojects.This includesavenderratingdatabasethatensuresthatLDK’s projectmanagersconsistentlyselecttherightteamsforthe rightjobs.

ServingCustomersBetter

Currently,thecompanyisintheprocessofacquiring specializedtruckingcompaniesaroundtheUSthatwill broadenitscapabilitiestoserviceitscustomers’needs better.Italsopaysalotofattentiontoitscustomers’ expectations. LDKrecentlyalsodiversifieditsvendorbase andisconstantlybuildingoutitscustomsoftwareplatform tobetterintegratewithitscustomers’systems.LDK’s proprietary,in-houseITplatformenablesitsteamtofocus lessonthetediousdetailsandmoreonservicingits customerstothebestoftheirabilities.

Richardisconstantlystrivingtocontinuetoexpandin termsofthecompany’scustomermix,serviceofferings, andtechnologicalleadership.

SteppingoutoftheWay

RichardmentionsthatLDKlogisticsisacustomerservice focusedcompany.Assuch,itspeopleareitsmainstrength andresource.Richardfirmlybelievesinavoidingmicromanagementandlettinghisteamdotheirworktothebest oftheirabilities.Heisalwaysavailabletosupportthemin anywayhecan.Healsobelievesthatapositiveworking environmentiscriticaltomissionsuccess.

Inhisopinion,vision,stability,self-confidence,empathy, reasonablerisk-tolerance,andtheabilitytostepoutofthe wayandletpeopleandprocessesdowhattheyneedtodo aresomeoftheessentialattributeseveryCEO shouldpossess.

CreatingAHealthyEnvironment

Inhistenureofbeingaprivateequityfundmanager, Richardinvestedinmanycompaniesacrosstheglobe.One thinghelearnedisthatpeople’smotivationsandbusiness needsareprettymuchthesameacrossgeographiesand sectors.Peoplegenerallywanttodoagoodjob,feel appreciated,andultimatelyberewardedfortheirefforts. AccordingtoRichard,leadersthatunderstandthisandcan createtherightenvironmentsendupwinningbig.

WordsofWisdom

Inhisadvicetoenlightenupcomingleaders,Richardstates, “Be open to experiences beyond your comfort zone. You might discover new passions you never knew you had. Work hard, don’t complain too much and have a vision for how you want to live and do what you can to help others reach their potentials Helping others is a reward in itself and bringing good people together who are motivated to do their best is when the magic happens!”

Leading by Example

Everythingstartsandstopswithyou,thefounderor CEOofthebusiness,thepersonwhoeveryone lookstowhenitcomestosettinganexample.As theleaderofyourcompany,yourjobistoinspirethepeople aroundyoutopushthemselvesand,inturnthecompany,to excelineverythingtheydo.Todothis,theleadermust showthewaybydoingitthemselves,bywalkingthewalk andtalkingthetalk.

WarrenBenniswasanAmericanscholarandorganizational consultant.Heiswidelyregardedasapioneerofthe contemporaryfieldofleadershipstudiesandisknownto havecreatedthefamousquote“Managersarepeoplewho dothingsright;leadersarepeoplewhodotherightthing.”

Astheleader,youknowthatkeepingyourteamtogether, workingtowardsacommongoal,gettingthemtosupport andhelpeachotherisyourjob.Ifyousucceed,theywill succeed;moralewillriseandmoresuccesswillfollow.

There’salmostnothingworseforcompanymoralethan leaderswhofollowthe“DoasIsay,notasIdo” philosophy.Whenthishappens,thelossofenthusiasm, energyandgoodwillamongstaffislikewatchingatyre deflatewithfrustration,cynicismandmistrustreplacingany positivitythatpreviouslyexisted.

Nomatterwhatthesituation,doublestandards,where peopledoonething,andthensayanotherisalwaysarecipe foradisaster.Itcanbeverydestructive.Ifthishasever happenedtoyou,Iamcertainthefeelingsthatyou rememberareofdeepfrustration,asenseofdisappointment andtotallet-down.Itcanbeenergysappingandveryhard tobreakoutofonceithashappened.

Asaleaderyouknowthatyouhavearesponsibilitytoyour team.Theylooktoyouforguidanceandstrength;itisthe essenceofwhatbeingaleaderis.Andabigpartofyour responsibilityistoleadthemwithandbyyourownactions.

So,whyisitsoimportantandwhathappenswhenyoufail todothis?Whenyouleadbyexample,itisthecreationof theartofthepossible.Peoplecanlookatyouandsay,

“Well,ifheiswillingtodoit,thensocanI.”Whenyouset thetoneofanyactivity,youbecomeasourceofinspiration andyoumakeiteasyforotherstofollowyou.

ThisbringsmeontoTrust.Itistheinevitableby-productof havingdoneyourjobasaleaderwell.Trusttakestimeto nurtureandbuild.But,whenyoustaytruetoyourbeliefs, toyourcoreprinciplesandwhenyoukeepyourwordyour staffwillknow.Consequently,yourteamwillfollowyour lead.Theywillputtheirtrustinyou,evenwhenthingsare toughinabusiness.Byopeningyourselfuptoyourteam andshowingthemtheway,theoddsarethattheywill followyouanywhere.

Goodleadersdrivetheirpeopleforwardwithenergy, excitement,vision,inspirationandtrust.Ateamwithout trustintheirleaderwillseepoorproductivity,higher absenteeismandgreaterstaffturnover.Enthusiasmmay disappearandtheteammayfallapart.Thevisionyou’re tryingsohardtomakehappenwillloseitsappeal,all becauseyourteamdoesn’ttrustyouanymore.

Goodleadershiptakesrealstrengthofcharacterandafirm commitmenttodotherightthing,attherighttime,forthe rightreason…..evenifitishard.Thismeansdoingwhat yousay,whenyousayit.Ifyourteamcan’ttrustyou, you’llneverbegreatandyouwontsucceed.It’slike runningaracewithyourshoelacestiedtogether.Ifyour teamknowsthatyou’llalsodowhateveryouexpectfrom them,they’lllikelyworkhardtohelpyouachieveyour collectivegoal.

Greatleadershavechangedtheworldbecausetheylivedby theirownexample.Theymadeaccomplishinggreatthings thenormandnottheexception.So,ifyouaskacolleague todosomething,makesureyouarewillingtodoit yourself.Makesureyousettheexample.Lookcloselyat yourownbehaviour.Showrespecttoothersandthatrespect willbereturned.Ifyouwantpeopletolistentoallopinions andpointsofview,makesureyoulistenyourself.Wewere giventwoearsandjustonemouthforareason!

About the Leader

Rob Leslie is the Founder and CEO of Sedicii. Rob is a serial entrepreneur has a successful track record of establishing and growing businesses to considerable scale.

Sedicii was founded in 2013 and has won over 15 technology and innovations awards to date including, most recently, the BBVA Open Innovation “Fintech for Future” Award. BBVA is the oldest and largest Fintech Innovation Program in the world and has highlighted Sedicii as “the start-up with the greatest potential to transform the financial sector in the next 10 years!” Sedicii has developed a patented zero knowledge proof protocol to help people and businesses prove their identities in real-time without compromising their right to privacy.

Rob is a World Economic Forum Technology Pioneer for his work on the zero-knowledge proof protocol and has spoken at Davos on cybersecurity, digital identity and other technology issues affecting the world’s economies.

Prior to Sedicii he co-founded Kyckr (ASX:KYK) which is now listed on the Australian Stock Exchange and provides organisational identity services for KYC & AML services to banks and other regulated financial institutions across the globe. Rob was also part of the original management team in Dell Japan that established and grew the business to almost 300 employees and $300M turnover in its first 4 years.

Rob Leslie Founder & CEO Sedicii

20Best Performing CEO’s

to Watch in 2019

Simon Lajboschitz

AVirtualExplorer

TheexponentialtechnologiessuchasAI,machine

learning,AugmentedRealities,VirtualRealities, etc.arecreatingendlessopportunitiesforthe businessesaswellashumanmankind.Theonlyneedisto recognizethepotentialofthesetechnologiesandputitinto practice.Manyleadershavebeensuccessfulindoingthe same.Amongstthose,oneisSimonLajboschitz,theCofounderandCEOofKhora.

After7yearsofexperienceasaBrandandConceptLeader intheretailindustry,SimonLajboschitzdecidedtojoin forceswithPeterFisher,whohadbeenproducingVirtual Realitycontentonhissparetimeforafewyearsin Copenhagen,andtogetherfoundedKhora.Thecompany wasfoundedunderthemissionofexploringthepossibilities ofimmersivetechnologiesandhowtheycanaddvalueto society.

AstheCEO,Simonfindshimselfplanningandmanaging theteam’sdailybusinessdevelopmentefforts,securing strongcollaborationswithpartnersinmultiplefields,and inspiringeveryonetoseethefutureofVR&ARasKhora seesit.

InaninterviewwithInsightsSuccess,Simonshareshis valuableinsightsonhowthecompanyispushingtoexpand thistechnology’spotentialandintegratingpeopleofallages andwalksoflifewhoshareacommoninterestinthis emergingtechnology.

Below are the highlights of an interview:

Howdoyoudiversifyyourorganization’ssolutionsthat appealtoyourtargetaudience?

TheversatilityofthetechnologyenablesKhoratowork withmultipleindustries.Thisdoesnotmeanthatweendup beingexpertswithinalloftheindustriesthatweworkwith, butwerelyoncollaborationswithourclients.Weare expertsinthemedium,byknowingitslanguageandhaving astronggraspofwhatthetechnologycando,whilebeing backedbyastrongtechnicalteamKhoraisabletofind flexibilityinansweringmultipleclients’challenges.For example,ourPainDistractionprojectwiththeCentral HospitalinCopenhagen(Rigshospitalet)wasonlypossible duetothestrongcollaborationthatwehadwiththeCenter forPediatricPainKnowledgeatthehospital.Theywere awareofthechallengesthatnursesoftenencounteredwhen performingroutinemedicalprocedures(e.g.:insertingan IV),andwewereawareofthetechnicalpossibilitiesofthe medium.Together,wedevelopedaVRPainDistraction toolfornursestousewithchildrenaged6-12andis currentlybeingusedin6hospitalsinScandinavia.

Describesomeofthevitalattributesthateverybest performingCEOshouldpossess.

IbelievethatitisimportantthataCEOiscapableof jumpingbetweenmacroandmicrolevelswithease.Being abletolookattheorganizationfromabird’seyeviewto makesurethatthecompanyissteeringtowardsitsvision whileremainingtruetoitsmission.Andatthesametime beingabletocoversmalldetailaspectsofthebusiness, whichprovidevitalsupporttothedailyoperations.

Explainhowyourstrategiesarehelpingemployeesto bridgethegapbetweenideaandexecution. Beinginacreative&techindustry,itisimportantthatwe facilitateinternalexchangeofinspirationandknowledgeon

thelatestupdatesofthetechsothateveryoneinthe companyisfeelingconfidentinfindingexecutableideasfor ourclients.Atthesametimeitisimportantthatwegiveour employeesthecreativefreedomandautonomythatthey needtoexcelandprovidethatextravaluetoourclients. Thisistransversallyseeninourcollaborationwith renownedcontemporaryartistsonVirtualRealityartpieces, andalsoinourcommercialcollaborations,suchasaproject wedidwithHK–oneofthelargestlaborunionsin Denmark–wherewedevelopedaVRsimulationofan examtohelpstudentscopewithexamanxietyandthe autonomythattheteamhadtoworkcloselywiththeclient paidoffwithagreatproductionandahappyclient.

WheredoesKhoraseesitselfinthenearfutureandhow doyouplantosustainitscompetency?

Weseealotofpotentialinthehealthcaremarket,wherewe arepushingtowardsworkingtogetherwithspecialistsinthe mentalillnessesfieldandcreatescalablesolutions.Wehave recentlybeenworkingcloselywithpsychotherapistsinthe creationofanexposuretherapytoolforpeoplewithfearof flyingandotherphobias,whicharenowinclinicaltrials. Theseprojectsarehelpingusbecometrustedpartners withinthehealthcarefieldduetoourexperienceandwayof workinginthearea.Inthenearfuturewewillbeworking onlargerscaleprojectsforothermentalillnesses.

Whatadvicewouldyouliketogivetotheyoungminds? “Ifyouhaveanidea,figureoutawaytotestitwiththe toolsandresourcesyouhaveavailableandgofromthere. Don’tintellectualizeit.Itbelongstotheworld.”

“

SimonLajboschitz

Co-founder&CEO

A captain is the last man on the boat.

Walter Perdigao

Delivering More than Expected

CEO’sneedstheabilitytolearn frompreviousexperiencesand improvetheirprocessesfrom thelessonslearned.Constantand continualimprovementiskeyto effectivegrowth.Theyalsoneedthe abilitytobuildrelationshipswith clientsandtheirteamsinordertobe successful.Thatcreatesloyaltyand buildsreputationofanorganization. It’simportantforaCEOtobe confident.Theyshouldbethebiggest cheerleaderswhichsetsthetonefor thecompany.Andunderstandingisa keyattribute.Youremployeesare peoplewithlivesoutsidethe workplace.Theyneedahealthylife balanceandgivingthemthetrustand freedomtoeffectivelydealwithany familysituationsthatcomeupisvital.

WalterPerdigaoisaCo-founderand VicePresidentofServicesat CrossConcept.CrossConcept’steam ofDeliveryManagersandTechnical Consultantsoverseethe implementationandsupportof Continuumusingbestpractice processesandrecommendations derivedfromdecadesofexperience. Theteamhasbeensuccessfullyrolling outPSAandPPMsolutionsclientsof allsizes fromawiderangeofmarket segments.Walterisamaincontributor todrivingthefunctionalityofthe producttakingrecommendationsfrom existingcustomersasakeydriver.

DecadesofExperience

CrossConceptstartedasaservice companyfirstimplementingand supportingenterprisePSAandPPM solutionsintotheSMBmarketaswell

asprovidingconsultingonbest practiceapproachesontheeffective useofthesesolutionstoefficientlyrun anorganizationandgetthebestreturn oninvestment.CrossConceptdidthat successfullyforthefirstsevenyearsof itsexistence.Buttheconsistent feedbackwasthatwhilethe functionalityoftheseenterprise solutionswasneeded,thesystemswere tooexpensiveandgenerallyoverly complexfortheSMBspace.Sothe companydecidedtwoyearsagoto embarkondesigningandcreatingits ownenterpriseclassSaaSPSA solutiongearedandpricedfortheSMB market.

CrossConceptuseditsdecadesof experienceandfeedbackimplementing thesesolutionsfocusingprimarilyon therootfunctionalitythatclientsused aswellasusability.Ittookfeedback directlyfromitsclientsandstillvalue theirinputtothisday.Clients appreciatethattheorganizationreally listenstotheirneedsandseedelivering ontheirrequirementsasitstop definitionofsuccess.Whileithas transitionedtobeasoftwarecompanyitwillalwaysseeitselfasaservice companyfirstthathappensto implementitsownworldclassPSA solution.

EmpoweringPeople

WalterPerdigaobelievesthemeasure ofamanagerssuccessisn’thowmany peoplethey’vemanagedbutrather howmanyoftheirteamgoontobe managersthemselves.Empowering peopletogrowtobeautonomousand effectiveintheirroleisimportant.

Walterdoesn’tmicromanage.He believesintheskillsandtalentofeach ofthecompany’sconsultants.He strivestofocusontheenddeliverable andletseachteammemberusetheir uniqueapproachandtalenttoarriveat theoutcome.Hebelievesinmaking one’steamsuccessfulandthatteamin turnmakesmakingtheclientandthe companysuccessful.

Playingwin-winGame

AnimportantlessonWalterhaslearned overhis26yearcareerofcareeristhat successinbusinessisateamsportof mutualrespect.Aservicecompanies keyjobistostrivetomaketheir customersuccessful.Thatstartswith empoweringyourteamwhichextends todeliveringforthecustomer.It becomesawinfortheclient,awinfor theteamandawinforthecompany. AndWalterhaslearnedthekeyto successistoalwaysstrivetodeliver morethanexpected.

FocusontheEndGoal

AsWaltermentionedpreviously, empoweringyourteamtobeself reliantandautonomousisacorebelief. Wheneveradeliverableisneeded, Walterlikestofocusontheendgoal andgivehisinitialthoughtsbutthen opensituptotheteamtogivetheir equalinputandleaveitintheircapable handstoexecute.Hetruststhem enoughtoallowthemtomake mistakesandlearn,growand continuallyimprove.

FuellingtheGrowth CrossConcepthassuccessfully transitionedfromaconsulting

“

companytoasoftwarecompanyandnowthefocusisto continuallybuildandimprovethefunctionalityof Continuum.Itwillcontinuetotakethefeedbackfromits diverseclienteleandbuildonthatfunctionality.APPM versionofthetoolwillbereleasedshortlywhichwill openthecompanytobeabletoworkwithclients primarilyfocusedoninternalprojects. CrossConceptisalsolookingataroundof investmenttohelpfuelitsgrowthoverthe next5years.

APreciousAdvicefromtheLeader Don’tletanyonedefineyourpotential. Onlyyouknowwhatyouarecapable of.Youronlylimitisthelimityouself impose.Setyourgoalshighand believeinyourself.Thatgivesyou thespiceoflifetowakeupexcited eachmorning.Fromthepowerof thatbeliefyouwillbechallenged alongyourjourney.Expectthatit’saneededstepintheprocess ofgrowth.Simplylearnfrom thosechallengesandkeep youreyeonyourgoaland neverlosefaithinyourself ortheprocess.Dothatand youcanachieveanything yousetyourmindon. www.crossconceptinc.ca

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CEOs

Perdigao Co-founder

Vision is the art of seeing the unseen. It’s not enough to see the top of the mountain. It needs venture. One step at a time.

Walter

Constituents of a Productive

You cannot mandate productivity; you must provide tools to let people become their best.” –SteveJobs

Whenitcomestoworkculture,itisatedioustaskfor organizationstoassumeastowhatkindofanenvironment, willtheemployeesbemostproductivein.However,there aretraditionalmethodsofsettinguptheworkculture,but withtheconsiderationofallgenerationsofemployees,the processbecomesevenmorecomplex.Moreover,thereis alwaysadilemmaofwhethertheemployeescreatea productivecultureortheculturemakestheemployees productive.Butwhatconsistsofaworkculture? Apparently,itincludeseverythingfromanofficespacewith goodlightingtotheorganizationalstructureandtheway communicationflows.

Ÿ

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Inrecentstudiesitwasfoundthat:

58%ofemployeesbecamemanagersbecausetheywere goodatworkandnotbecausetheyweregoodat managingtheforce.

isvalues.Thevaluesthatthecompanybelievesinmust alignwiththevalueofitsemployees.Howevertheseare thekeypointswhichwilldirecttheemployeestowards makingtheenvironmentproductive.

Followingarethestepsthatwillhelpthemanagement createaproductiveplace:

EnablingSelf-exploration

Acknowledgeindividualsandtheirperformances.Make themunderstandwhattheyaredoingratherthanexplaining whatistobedone.Thiswillmaintainatrackontheir performance,growthandscopeofimprovementallowing themtounderstandthedifferencebetweentheirbeliefand theorganization’sculture.Thesechangesmustbeincontext ofthebusinessneeds.

EnhancingPerspectives

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79%ofemployeesquittheirjobsbecauseoflackof appreciationfromthemanagement.

50%ofthepaidleaveswereleftunusedbythe employeesinAmerica,reasonbeinghavingthefearof beingleftbehindintheworkplace, Ÿ

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53%Americansareunhappyatwork.

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58%employeesadmittedthattheydon’ttrusttheir bossesandwouldrathertrustastrangerthantheformer.

Evidently,thefactsreflectahugescopeofimprovement pertainingtoworkculture.Theinitialchangetowardsthe sameisassociatedwiththevisionofthecompany.The employeesmustbewellversedwiththenotionthatdrives theorganizationandthewholeculturemusthavethis essenceimbibedwithinthevision.Thenextmostvitalpart

Everyemployeehasanoutlookonhis/herpositioninthe organization.Theseoutlooks,whencombined,createthe workenvironment.Thesebeliefsmayhavegenerated beforetheemployeeswereintheorganizationalecosystem, buttheydoimpacttheoverallapproachofemployees towardstheirwork.Everylittledetailofhowthereviews aregivenandhowthetaskisoperated,conditionsthe employeestobehaveaccordingly.Organizationsmustpick theflowandreframetheperspectivebyformulatinga routinethatbestdescribestheculture.

DevisingExamples

Howemployeesperceivetheorganizationdependsonthe knowledgetheyreceivefromtheirleaders.Thevalues

inculcatedbytheleadersdecidehowtheemployeeswill approachtowardstheirroles,whichwillultimatelydesign workculture.Thereshouldbearolemodeltomakethe employeesgraspthemindsetandvaluesoftheorganization whichpromotesaculturethatisbestforthebusiness.

EmbracingChange

Changeisinevitableandinordertosustain,organizations needtochangeeverynowandthen.However,whilesome employeesarealwaysreadytocomeonboard,someare reluctanttochange.Inwhichcase,themanagementmust getintotheskinsofemployeesbyknowingtheirzonesand pushingthemgentlytowardsthechangetheyrequire, keepinginmindcertainlimits.

WhatisyourStory?

Everytribehasastory.Thesestoriesareahardboundcopy ofthevalues,beliefsandcultureatribebelievesin. Similarly,anorganizationmusthaveasuccessstorywhich preciselydefinesitsculture.Itwillkeepthevaluesrightin themindsofpeoplewhoworkthere.Moreover,thestory enablesadialoguefortheworkerstocommunicateeasily, whichleadstoproductivity.

MakingitEmployeeDriven

Oneimportantthingtonoteisthatit’stheemployees thatformacompany.Itisthepeopleofan organizationthatdecideitsfate.Sowhateverthe strategyis,makesureitispeoplefriendly. Becauseinthe processof

productivityiftheworkersaresuffocatedbythe restrictions,thentheywillnotbeabletoperformandthere willbenoproductivity.

Longstoryshort,theculturethatrunsthroughthe organizationplaysanimportantroleintheproductivityof thesame.Theorganizationmustmakeeffortsincreatingan environmentthatpromotesefficiencyanditmustupdateits processesconsistentlyinordertosustain growth.Thesestrategieswillworkboth ways,fortheemployerand employees,makingeveryone satisfied.ButlikeSteveJobs said, “It’s not the company and the tools that we should believe, it’s the people who we should have faith in.”