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Whenyousearchfor"womeninsupplychain,"you'llcome acrossavarietyofCEOs,podcasthosts,andtopinventors. Womenareencouragedtoparticipatemoreinleadership developmentprogramsatorganizationsthatarecommitted toeliminatingthegenderpaygapandmaintaininga pipelineoffemaleemployees.Toretainthetalent,these programsmaybemodifiedtoaddressthework-lifebalance problemsofmidcareerwomen.
Womencontinuedtoexcelinsupplychainpositions throughouttheCOVID-19workforcerestructuring, championingtheuseoftechnologywhileassistingtheir organizationsinembracingshiftingsupplychaindemands, advancingsustainabilityinitiatives,standingupfortheir teams,andlookingforinnovativesolutionstoissueswhile maintainingemployeesafety.Inadditiontothegrowing numberofwomenjoiningtheindustry,womenalso contributesignificantlytothesupplychain.Itmightbe difficulttokeepthemonwhentheyentertheirmid-career.
Additionally,it'scriticaltoidentifystrategiestoassistthe pipelineofwomenwhowillfillthehigherlevelsof leadershipwhilefirmscontinuetostrugglewithatalent deficitinthesupplychain.
Inthisspecialeditionof“World’sOutstandingWomenin SupplyChain,2022”,World'sLeadershasselectedsome ofthemostinfluentialwomanbusinessleadersinsupply chain,whohavesuccessfullymetthechallengesofthe recentpast,andhaveaskedthemfortheirpredictionsfor theyear2023.Webelieveyouwillfindourleaders' perspectivesonthefuturetobeinformativeandhelpfulon gettingindustry'sinsights.
ThecoverfeaturesKristinDecas,aseasonedleaderwho consistentlyproveshercapacitytodevelopavisionand carryoutaplanthroughopen,collaborativemethodsthat
encourageoutcomes.SheistheCEOofthePortof Huenemeandpassionate,focused,andcommittedto servingtheneedsofthelocalcommunityandPort customers.
Forthefirst18yearsofherlife,KristinlivedinNewYork, whereshewasborn.ShegraduatedfromtheUniversityof Vermontwithabachelor'sineconomicswithaminorin philosophyandfromtheUniversityofDenverwitha master'sinenvironmentalpolicyandlawwitha concentrationinnaturalresources.Shebeganhercareerat thePortofNewBedfordinMassachusetts,thetop-value fishingportinthecountry,andhasheldthepositionofPort DirectorandCEOforthepast16years.Shereasonedthatit wouldbewisetoconsideropportunitiesforprofessional advancementafterservinginthatpositionforsixyears.As soonasshelearnedaboutthePortofHueneme'sport director/CEOposition,shemadethedecisiontoapply.
Whilewecometotheend,pleasedonotforgettoreadthe CXOstandpointswrittenbyindustryexpertsandthe informativearticlespenneddownbyourin-houseeditorial team.
I feel it is so important to apply for the big jobs. I was the only woman that applied for my current job out of 60 applications, and guess what?
I got the job.
Avisionisadistinct,clear,and focusedimageofthefuture,anditis frequentlyassociatedwithsignificant organizationaladvancements.Effective leaderswillarticulatetheirvisionina waythatinspiresexcitementand dedicationamongallmembersofthe company Thedifferencebetweena managerandaleaderliesintheir capacitytoarticulateavisionand utilizeittomotivateothers.
KristinDecasisaseasonedleaderwho consistentlyproveshercapacityto developavisionandcarryoutaplan throughopen,collaborativemethods thatencourageoutcomes.TheCEOof thePortofHuenemeispassionate, focused,andcommittedtoservingthe needsofthelocalcommunityandPort customers.
Forthefirst18yearsofherlife,Kristin livedinNewYork,whereshewas born.Shegraduatedfromthe UniversityofVermontwitha bachelor'sineconomicswithaminor inphilosophyandfromtheUniversity ofDenverwithamaster'sin environmentalpolicyandlawwitha concentrationinnaturalresources.She beganhercareeratthePortofNew BedfordinMassachusetts,thetopvaluefishingportinthecountry,and hasheldthepositionofPortDirector andCEOforthepast16years.She reasonedthatitwouldbewiseto consideropportunitiesforprofessional
advancementafterservinginthat positionforsixyears.Assoonasshe learnedaboutthePortofHueneme's portdirector/CEOposition,shemade thedecisiontoapply.
Throughouttheinterviewprocess, Kristindiscoveredshetrulylovedthe location,theneighborhood,andthe port,whichincreasedherexcitement forthechance.Nearlytenyearslater, shestillgenuinelylovesherjoband workingwithheramazingstaff,the bestclients,andneighborhood partners.Sheadds,"I am fortunate to be part of it.”
ThePortofHuenemeisoneofthe WestCoast'sbusiestandmosteffective cargotradinggateways.Theport, whichisgovernedbyfivelocally electedPortCommissioners,isthe sixth-largestonthewestcoastandthe fourth-largestinCalifornia.Theport consistentlyranksamongthetop10 U.S.portsforvehiclesandfresh vegetables,moving$11.4billionworth ofcommoditiesannually.Port operationsbenefittheneighborhoodby generating$2.2billionineconomic activityand20,032jobsinthetrade sector.Morethan$173millionin directandassociatedstateandlocal taxesaregeneratedbytradeviathe PortofHueneme,andthesetaxesare usedtopayforessentialcommunity services.ThePorthashadanumberof accomplishmentsthankstotheboard's visionandtheteam'sdedication.On thefrontofforeigntrade,freightsawa gainof58%andrevenuesincreasedby anastonishing116%.
ThePortofHuenemeplacesahigh priorityonthecommunity.Beginning in2012,Kristinandherteamstarted hostinganannualBananaFestivalto honortheworkingwaterfront,whichis currentlyattendedbyover12,000 peopleannually.Duringthepandemic, "FeedingtheFrontline"programstook
theplaceofthefestival,utilizingPort clients,localsmallbusinessowners, volunteers,andhealthclinicsto provideover40,500familiesin VenturaCountywithover1.1million poundsofvegetablesandother resources.Theyestablishedan environmentalframework,which resultedintheinstallationofa shoresidepowersystemwherevessels pluginatberth,makingthem emission-freeandthedevelopmentof world-classairqualitymonitoringin SouthOxnard.
ThePortwonthetitleofgreenestport intheUSattheInternationalGreen ShippingSummitin2017,becoming thefirstportinCaliforniatoreceive GreenMarineCertificationin California(athird-partyenvironmental audit).TheBoardapproveda decarbonizationresolutionin November2021.
Fortheupcominggenerationofleaders intheproductmovement,therearean increasingnumberofacademicoptions athighereducationlevelsthatare easilyaccessible.AccordingtoKristin, backgroundsinavarietyofindustries pavethewayforindividualsto advancetoleadershiprolesthroughout thesupplychain.Softskillsmustbe preserveddespitethedigitalage's temptationsandtechnologies,though. Kristincontributedtoapublicationand co-authoredachapteronthefutureof transportationprofessionalsand workforcedevelopment.She conductedanAmericanAssociationof PortAuthorities(AAPA)pollofport CEOsacrossthecountryinorderto gatherthemostaccurateinformation available,andtheresultsshowedthat leadership,interpersonal communication,andteamworkskills arethemostin-demandskillsets.
Kristinsays,"The vote of confidence from my board made me the first
woman to lead both the Port of New Bedford in its more than 50-year history and the Port of Hueneme in its 85-year history.”
Thesupplychainsufferedduringthe epidemicfromexponentialsurgesin consumerspendingthatcausedshipsto lineupoffshore,overflowing warehouses,railroadembargoes, equipmentshortages,andsignificant strainsontruckingandlabor The longshoremenandlongshorewomen,as wellasallthecrucialpersonnelthat stoodupduringthistime,are appreciatedbythePortofHueneme. Thereiscurrentlyalotofuncertainty, risinginterestrates,volatilefinancial markets,andinflation.Assuch,the teammustbeadaptable,becomemore skilledatmakingpredictions,and sustainablyincreasecapacity Atthe PortofHueneme,Kristinandhercrew areassistinginreducingsupply disruptionwhileobservingamassive riseintradefrombothimportsand exports.Bottleneckingatwarehouses, ports,andrailyards,aswellas equipmentandtruckershortages elsewhere,allcontributetothe relocationofsomecargointhis manner.Productsincludingfurniture, frozenmeat,clothing,electronics, musicalinstruments,andmedical suppliesarenewtotheport.
ThePortofHuenememodelfunctions successfullybecauseitiscompact enoughtogiveclientsflexibility, accessibility,andconciergeservices. Kristinremarkedthatcomparedtothe largerports,theyarehardlycrowded. Acarorcontainerthatarrivesatthe portisimmediatelydriventooneof theseveraldistributioncentersfor inspectionbeforebeingdeliveredto marketsinfifteenwesternstates.
Inordertoknowwhatcargotheycan handlewithoutbottlenecking,the quasi-operatingmodelenablesoneto keepacloseeyeontheentiresupply
chain.Inordertotransportthecargo withoutcreatingthecongestion experiencedatlargerports,thismeans collaboratingcloselywiththeclientsto makesuretheyhavethetoolsand deliverystrategiesinplace.
TakingonthepositionofPortDirector atthePortofNewBedfordwitha degreeinmarinebutnoexperiencein actualportmanagementwasoneofthe mostdifficultexperiencesofKristin's career.Shewasthrustintoaworldwith morethan3,000fishermenanda shorelinethatwaspredominatelymale. SheturnedtotheformermayorofNew Bedford,Lang,whowasherthen-boss andiscurrentlyoneofherfinest mentors.Heinstructedhertomakea fistandencouragedhertodoitinhis office.Hewasurginghertoputher thoughtsintherightplacesothatshe mightalwaysbeintherightboxing boutandwin.Shehasovercomemany challengeswiththehelpofthismodest butcrucialbitofadvice.
AccordingtoKristin,mostpeopleare unawareofwhatportdirectorsdofora job.Sheisinvolvedinoperations, budget,andbusinessexpansion.Her tasksincludeinfluencingstateand federalpublicpolicyregarding regulationsunderconsideration,such astradeandtariffpolicy,anissuethat isofutmostimportancerightnow.She needstobeawareofthenetwork's infrastructure,transportation, commodityflow,supplychain,and waystosucceedinsideitinherwork centersaroundbusiness,the community,theenvironment,andjob creation.Herjobentailsmanaginga businessandfosteringahappyand productiveworkplace.
Themostrewardingpartofherjobis creatingopportunities,whichcanbeas simpleasmakinganewhireto transformthelivesofafamily, watchingtheinternspursueand
succeedindevelopingmaritime careers,servingthecommunity througheventslike"Feedingthe Frontline,"orluringanewlineof businessthatgenerateshundredsof jobs.Kristinismotivatedandeagerto startworkingeachmorningbythetaste ofvictoryandbeingapartofa winningteam.Shebelievesthatwhile onemustbewillingtopushthrough challengingtimesinordertoseize opportunitiesandachievegamechangingoutcomes,doingsois extremelygratifying.
SharingtheBestofLiving Kristinbelievesthatthere are only two kinds of experiences: learning and good.' Withagenuinedelightin assistingothersinachievingsuccess, Kristinwoulddefineherselfasan optimist.Sheenjoysdoingyoga becauseithastaughtherthatfalling downisacceptableandthatthebest partishowonegetsbackupandwhat heorshedoesnext.Hergirls,whoare 17and20,trytoembodythisintheir friendships,sports,andacademics.
ThismindsetiswhatKristintriesto implementatwork.Herobjectiveisto enableherteamtoachievesuccessand fulfiltheircareeraspirations.Shetells herteamthatit'sokaytomake mistakesaslongasyoulearnfrom
them,lookforthepositive,andyou'll succeedonthenextplay.Sheis assuredthatbyembracingthis approach,shehascreatedawinning organizationandawinningteam.
WordsofAdviceforFemaleLeaders
AccordingtoKristin,womenholding thetoppositionsshouldbethenormin society.Shebelievesthatdiversity createsaplatformforeducatedandfair decision-making,whichisessentialto acompany'ssuccess.Diversityalso bringsnewperspectivesandideasto thetable.Hermainphilosophicalwish isforpeopletorespectoneanother's differencesofopinion.Shebelievesit isthecivicdutyofleaderstoplaya keyroleinpromotingsocialjustice. Womeninleadershippositionscan pavethewayforotherwomen,but theycanalsomakesurethatother womenareheard,supportgoodideas, andgivecreditwhereitisdue.
Kristinadviseswomentohavethe confidencetopursuetheirgoalsin additiontoworkinghardandseizing chancesastheypresentthemselves. “Shewastheonlywomanof60 applicantstoapplyforthePortof HuenemeCEOpost.Hermessage, "womenneedtogoforthebigjobs”. Thismaycontributetoaparadigmshift towardmorefemaleCEOs.
Supply chain management has always been a male-dominated field of work, which is no secret. Women in the field encounter barriers to recognition and advancement at the same rate as their male counterparts. However, as organizational investment in gender equity spreads, we are witnessing a positivechange.AccordingtoGartner data,womenaccountedup35%ofthe overall supply chain workforce in 2016 but increased to 41% by 2021. Through consistent, encouraging leadership, worthwhile learning and networking opportunities, and powerful mentoring, organizations may continue to address the gender gapbykeepingandpromotingwomen insidethesupplychainsector.
Oneofthemostsignificantelementsin the recent rise might be attributed to firms'commitmenttogenderequality. To narrow the gender gap, several businesses have changed their organizationalpractices.Additionally, businesses have taken action to offer advantagesincludingworkfromhome options, subsidized child care, and maternitybenefits.
The growing skill gap, which is a majorconcernformodernenterprises, is another factor that has influenced the transformation. The supply chain is becoming more strategically oriented, networked, and digitally driven, which calls for individuals with a variety of backgrounds and specialties This further creates opportunities for qualified resources (menandwomenequally)toapplyfor thesejobs.
Whenitcametoroleprogressionsand promotions, the traditional recruitment process used by many
companies, especially those in heavy engineering or manufacturing, typicallyfollowedagradualascentof existingresources.Forinstance,inthe manufacturing sector, an engineer on the shop floor will eventually assume the role of a Buyer. Since the circumstances are altering, the majority of employers are now seeking employees with professional Supply Chain or Procurement training In relation to this, management and professional programs at colleges and universities are especially created to offer specialized training and make it possible for young professionals to acquiretheskillstheyneedforsupply chain positions. These courses are extremely popular among women, so it makes sense for businesses to take advantageofthissizablemarket.
Inhistoricallymale-dominatedareas ofthesupplychainincluding procurement,storage,andlogistics, womenhavebeguntohavea beneficialinfluence.Manufacturing, mining,andotherindustrialsectors havebeguntoprovidemoreand moreopportunitiesforwomen. Companieshavebeguntoinclude womeninseniorexecutivepositions. Manyhigh-performingteamsand peopleplaceahighvalueon diversityonbothanindividualand organizationallevel,andtheyseek employmentinsettingsthatsupport strategiceffortsfordiversity,equity, andinclusionthatalsosupport womeninsupplychain.Byinvesting inwomenearlyintheircareersand givingthemaccesstomentors, mentorship,andgrowth opportunities,organizationsmay accomplishincredibleoutcomes.
Asaresultoftheenormous demandandlimited effectivelogisticalcapacity, globalsupplynetworkshavebeen collapsing.Globalcontainer transportationcostshaveincreased andschedulingdelayshaveincreased onaveragesince2019.Therate spikesanddelaysaresignificantly largeronseveralimportanttrade routes,suchAsia-EuropeandAsiaNorthAmerica.
What'shappeninghere(otherthan theepidemic)andwhatcanbedone tomakethingsbetter?
Aworldwideeconomicrecoverythat isstillinprogressisbeinghampered bystrainsinglobalproduction networks,whichfirstbegantoappear inlate2020asaresultofmismatches betweenthesupplyanddemandof particularitems.Supplybottlenecks, oftenknownasstrainsinglobal industrialnetworks,areacomplex issue.Themassiveshiftsindemand andsupplybroughtonbytheclosing andreopeningofeconomies,along withsignificantmonetaryandfiscal stimulusandhighlevelsof accumulatedsavings,particularlyin advancedeconomies,contributedto theunprecedenteddeclinein economicactivityduringthe COVID-19pandemic.
Inaddition,therewasarotationin demandtowardsmerchandisegoods, whichexacerbatedthealreadyrobust cyclicalrecoveryinthegoodssector, aspandemic-relatedcontainment measuresseverelylimited consumptionopportunitiesinthe servicessector(particularlytravel, tourism,andrecreationalactivities). Globalprovidersofgoodsarefinding
itdifficulttofilltheincreasein ordersduetothesharprisein demand.
Unusualsupplychaininterruptions (caused,forexample,bythe pandemic'swavesandbadweather) havealsocontributed,limiting activityandtradegrowthand eventuallydrivingupcosts.Thekey characteristicsofthecurrentsupply constraintsarereviewedinthisbox.
First,itattemptstoseparatedemandsidevariablesfromsupplychain disruptions,contendingthatalthough thelatteraresymptomsofthepresent economiccycle,theformermay actuallyslowthespeedofrecovery andhencecallforvigilant monitoring.Second,itoffersan empiricalevaluationoftheeffectsof supplychaininterruptionsonglobal economicactivityandpricing, togetherwithprojectionsforfuture changes.
Disruptionsinthesupplychainare hinderingglobaltradeandactivity ThemostimportantfactorsareI challengesinthelogisticsand transportationsector,ii)shortagesof semiconductors,iii)limitationson economicactivityduetothe epidemic,andiv)laborshortages.In additiontotheglobaleconomy's quickrecovery,theshiftinconsumer demandfromservicestogoodsand theresultinghighimportvolumes, portclosurescausedbylocalizedand asynchronousoutbreaksofCOVID19havealsocontributedtothe severedisruptionofglobalshipping ofmerchandisegoods.
Asaresult,sincetheendof2020, transportationrateshavesoared, particularlyfromthemajorAsian
portstotheUnitedStatesand Europe.
Incertaineconomies,includingthe USandtheUK,suchasthelabor shortagesappeartobemore concentratedandlesspervasive. Contrarytothedelayedrecovery followingtheglobalfinancialcrisis, indicationsoflabormarkettightness inbothnationsarealreadyhigher thantheywerebeforetothecrisis.
Increasesinunemploymentbenefits, earlyretirements,thenecessityto careforchildrenandotherfamily membersduringthepandemic,as wellasareluctancetoengagein contact-intensiveindustries,areall contributingfactorstodeclinesin bothmatchingefficiencyandlabor forceparticipation.
Lastbutnotleast,the"bullwhipeffect,"acommonamplification channelphenomenonwherefirms builduptheirinventoriesbecause theyanticipatestrongdemandamida shortageofcrucialinputsinthe productionprocess,suchasraw materialsandintermediates,may exacerbatetheimpactofthe aforementionedfactorsintermsof cloggingupsupplychains.
Achangeinconsumerdemandfrom servicestoproductsmayalsobe sparkedbyadditionalcontainment measurestostopitsspread(suchas limitsontravelandforeignflights)as wellasvoluntaryrestraints, aggravatingsupplybottlenecks. However,ifgeneralconsumer demanddrops,theremaybesome relieffromthesupplyrestrictions throughouttheworld,which,aswas previouslymentioned,appeartobe mostlytheproductofhighdemand.
Sheri Hinish loves highlighting sustainable innovation, insights that challenge conventional thinking, and diverse people across global supply chains who are underrepresented in STEM and supply chains. She hosts a top podcast called the Supply Chain Revolution, exploring how we can use circularity, sustainability, inclusive leadership, and technology to design a better world. Companies featured include Microsoft, SAP.iO, Ellen MacArthur Foundation, Pyxera Global, Roundtable for Sustainable Palm Oil, Rheaply, Infor, IBM, Starbucks, and many more.
Belowarehighlightsoftheinterview conductedbetweenWorld'leadersand SheriHinish:
Describewhoyouareasaperson, insideandoutsideoftheworkplace. Iamsomeonewhoisincrediblydriven bypurposeinallthatIdo.Mypurpose issimplytomakeameaningfulimpact ontheclients,colleagues,partners,and communitiesIserve.Ihelpcustomers designandbuildsupplychainsofthe futurethatempowerthehuman experience,strategicallychampion stewardship,andcreatechangethatis impactful,equitable,responsible,and profitable.WhenIamnotworking,I am...spendingtimewithmy3kidsand husband,walkingoutdoors,gardening, andcooking.
Describeyourbackgroundandwhat didyoudobeforeyoustartedor joinedthecompany?
Colleaguesandclientsaffectionately callmethenickname"SupplyChain Queen."I'mrecognizedasatrusted advisorthatcompaniesconsistently leverageforstrategyandaunique pointofviewinsupplychain, sustainability&theSDGs,talent+ organizationalchangemanagement, diversityasabusinessimperative,and strategyindigitaltransformations.
Ihavespentover17yearsleadingand influencingtransformationsasa practitionerandconsultantforFortune 500clientsinconsumer,technology, industrial,anddisruptiveinnovationin e2eprocessesandproductdesign.
Iamarebelandaneternalstudentwho lovestobringoutthebestinpeople. I'vemadeacareerofsimplifyingthe complex,rethinkingsupplychain strategyandcustomerexperience.I hostatoppodcastthatevangelizesthe futureofsupplychainscalledthe "SupplyChainRevolution."Myvision istochangetheworldthroughshared purpose,sustainablesupplychains, circularity,andbuildingtechnology groundedintheprinciplesof sustainabledevelopment.
BeforejoiningIBM,Iservedasa sustainabilityandsupplychainleader foranumberofglobalbrands.Ialso foundedSupplyChainRevolution,a podcastthatsharesstoriesofpurpose andsustainabletransformation, innovation,andprovocativepointsof viewthatchallengeparadigmsfor progress.
Tellusabouttheinceptionofthe company.Howdiditallstart?
IBMisaleadingproviderofglobal hybridcloudandAIservicesand consultingexpertise.Wehelpclientsin morethan175countrieswithinsights fromtheirdata,streamlinebusiness processes,reducecosts,andgaina competitiveedgeintheirindustries.
Earlierthisyear,IBMConsulting officiallylaunchedourSustainability Servicesoffering.Ourteamofleaders andconsultantsworkwithbusinesses todevelopsustainabilityroadmapsthat gobeyondcompliancetomeetboard andconsumerexpectations;implement aholistic,responsiblecomputing platformbasedoncloudandAI;and operationalizesustainabilityby incorporatingdataandautomationinto dailyworkflows.
Whathasmadeyousuccessful?
Whatdoyouvalue?
Myworkethic,determination,and passionforworkhaveallledtomy success.Ithinkit'salsomyloveof learningandabilitytochallenge traditionalparadigmsofworkthatset meapartfromothersandisoneway thatI'veachievedsuccess.
Itrulyvaluemyrelationships—in particular,myrelationshipswithmy family,friends,teamandpeersin sustainabilityandsupplychain.My relationshipsbringmejoy,theykeep meinformedandtheyhelpmegeta betterviewofwhatthelatest challengesandbestpracticesarethat wecanimplementonourjourneyto becomemoresustainable.
Whicharethemajorservicesofthe companyandhowdotheythe companytogetaheadinthe competition?Whatvalue-added servicesdoesthecompanyprovide? IBMConsultingSustainability Servicesguidesclientsfromstrategyto executiontobecomeasustainable enterprise.IBMhelpsembed sustainabilityintoanorganization's operationsandcultureacross transparentsupplychains,ESG reportingandfinance,responsible computingandgreenIT, decarbonizationandcleanenergy transition,climateriskassessmentand adaptation,andmostimportantly, puttingthehumanexperienceand planetaryhealthatthecenterof transformativechange.
Whatisthesignificanceof innovativeideasinthecompany? InnovationisatthecoreofwhatIdo eachday.Isurroundmyselfwitha teamofdiversethinkerswhoare passionateaboutsustainabilityand howIBMConsultingcanhelp companiesdrivemeaningfulchange whilenotlosingsightofachieving theirbusinessgoals.
Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?
Ireallythinkthatitdependsonthe organization.Ibelievethatindividual heroicsarenotthekeytolong-term success.Youneedtohaveanengaged teamandaclearvision,alongwith processesinplacethatcanhelpyou achievesuccessasaunitratherthana singularperson.
Whatareyour responsibilitiesasthe Founder/CEOofthe company?Whatisthe happiestpartofyourdaily routine?
Icurrentlyleadsustainability servicesandalliances globallyforIBM.Myjobis toserveanddeliver differentiatedvalueand impactforourclientswitha breadthofofferings,strategic alliances,research,worldclasstalent,andethical innovationtobuilda responsible,equitable,and circularworld.Thehappiest partofmydailyroutineis wakingeachmorning knowingIamdoingexactly whatIwasputonthisearth todo!
Whatadvicewouldyougive someonegoingintoa leadershippositionforthe firsttime?
Neverstoplearning.Beinga leaderdoesn'tmeanalways havingalloftheanswers.A greatleaderlistenstotheir teamandlearnsfromthem, regardlessofhowjunioror seniortheymaybe.