Gavin T.’s Post

What matters most for businesses operating across Asia is for more ideas leadership to come out of Asia, especially when it comes to People & Change. Last week I got to sit down and talk to Hung Lee - a top voice in the Talent Insights scene. What we discussed was how many global initiatives run out of HQ's not in Asia, tend to lack proper "g-localisation". The unique challenges facing businesses across this region are not necessarily thought through with the level of nuance required. Likewise, the huge opportunities & ideas potential not capitalised on. We agreed that is something we are going to change, whether that be individually or together. Its also why I joined Org, which uses subject matter experts who have solved your problems before, to help deliver tangible results - I think it’s what a lot of businesses are crying out for - deep hands on knowledge. So if you want to get involved in either: 1) Contributing to more thought & ideas leadership coming out of Asia. 2) Informally learn more about how this Subject Matter Led delivery model works. You can contact me at jminns@thisisorg.com or follow a link in the comments Jonathan Stewart Sam Baxendale Renee Conklin suspect you may be interested in #1 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 📌I make Free Range, original (non-AI) content. Practical, honest ideas that you might not want to hear, but probably should: 🛎Follow to prioritise these ideas. 👍To share with your network. 📢Comment - what do you think? agree/disagree - having your say will benefit us both. <<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<< #asiapacific #transformation #talent #changemanagement

In today’s global economy, effective business leadership demands international experience for understanding diverse cultures, communication styles, and business traditions. Yet, despite this necessity, the prevalence of global CEOs remains low, with only 20% being nationals of countries different from their companies' headquarters, and less than half having worked abroad (PwC's Strategy& study, 2016). Sujai Hajela (author of this article) is high-tech executive who has lived and worked across India, Germany, Singapore, and the United States, he advocate for a higher integration of global perspectives in leadership. Drawing from his experiences, he distilled four crucial lessons: prioritizing family, embracing commitment, implementing a 24-hour escalation rule for problem-solving, and fostering transparency. Growing up in India, where family values were paramount, he prioritize family commitments, instilling the same ethos in his company. His tenure in Germany taught him the significance of commitment to goals, while his time in Singapore inspired the 24-hour escalation rule, promoting employee empowerment and creative problem-solving. Lastly, transparency, learned from the collaborative culture in the United States, fosters a sense of ownership and responsibility among employees. These lessons, acquired through global experiences, underscore the importance of a global perspective in cultivating effective leadership, ultimately contributing to the success of any organization. Read more: https://lnkd.in/gNYyhjKc #globalleadership #internationalexperience #culturalawareness

If your bosses think that intercultural leadership is one fo those "nice to have" soft skills, help them think again. - Harvard Business Review estimates that 70% to 90% of International mergers and acquisitions (M&A) fail to realize their goals. - KPMG reported that 83% of mergers do not boost shareholder returns. - McKinsey found that 60% of all M&As erode shareholder value. Do a quick search for the top 10 reasons for their underperformance and cultural integration issues will show up first. Further breakdown shows how billions of dollars, countless jobs and untold assets go down the drain because of inability to manage: 1. Culture gaps between the values, goals and work routines of merging companies: I have coached post-merger leadership teams who quarrelled over laptop brands because each had their cherished legacy machines. 2. Differing national cultures represented by merging firms: when a global behemoth from Germany buys an Emirati startup for its disruptive tech, should new rules follow the habitual culture of one firm, the other, global execuitves or local entrepreneurs? 3. Clashing professional cultures, especially if the merger turns tranditional firm into a sales- or tech-driven new entity. Join my next free webinar to discuss this and other culture gaps which, with the right intercultural leadership skillset, can turn into opportunities to build diverse leadership teams for agile global markets:

At PEMANDU Associates, we don't just talk about change; we catalyze it by actively engaging with next-generation leaders, imparting our experience and learnings through guest lectures at the Asia School of Business in collaboration with MIT Sloan. These sessions, tailored for MBA and EMBA students, are a testament to our commitment to nurturing emerging talent in the business world. In our most recent engagement, Aida Azmi, our esteemed Joint Managing Director, shed light on PEMANDU's instrumental role in various regional economic transformation. Her insights into our signature 8-Step Big Fast Results (BFR) Methodology not only showcase our approach to tackling complex challenges but also underscore our commitment in propelling Malaysia's economic landscape during the Economic Transformation Programme (ETP). The biggest value we’ve held on to is that Transformational work isn’t just about big, grand aspirational goals. But it is based on practical actions that get the job done. The beauty is that these values can be adopted to achieve unparallel success for their personal growth, career ascension, or overall organizational success.

🌟 Reflecting on an incredible panel discussion I had the privilege to moderate at the The American Chamber of Commerce in Singapore (AmCham Singapore) NextGen "Meet the C-Suites" event last Thursday. 🌟 It was an honor to share the stage with three distinguished leaders: Su Yin NEO, MD at dnata & former CEO of Singapore Post. Su Yin's rapid transition from a military career to peak of the corporate world in a few short years is inspiring, and her journey highlights the importance of mentorship and navigating challenging environments. Mei May Soo, Chief AI Officer at Dell Technologies. Mei May's shift from being trained to be a CFO to CAIO underscores the adaptability required in today's fast-evolving tech landscape and the unique challenges of pioneering new executive roles. Sean Parish, FCMA, CGMA, ACIS, VP Finance at West Pharmaceuticals and AmCham Honorary Treasurer. Sean's extensive international experience has provided invaluable insights into leading diverse teams and maintaining a "Life-Work balance." Our discussion covered several key topics: 👨💼 Career Journeys: Each panelist shared pivotal moments and turning points that shaped their leadership paths. From moving between industries to embracing new roles, their stories were a testament to resilience and adaptability. 🔝 C-Suite Responsibilities: We delved into the significant shifts in responsibilities that come with C-suite positions, the sacrifices involved, and the impact on work-life balance and mental well-being. 📓 Leadership Lessons: The panelists offered insights into their leadership styles and how they balance the dichotomies of leadership. They also shared hard lessons learned and how they lead not just teams but also peers and stakeholders. As a young leader finding my way around complex leadership challenges, I found myself more of a student listening to their amazing stories rather than just a moderator. A heartfelt thank you to the panelists for their invaluable insights and to Jessica Cho & Bronte Santa Maria from AmCham for the opportunity to moderate this esteemed panel. The session was a treasure trove of wisdom for all aspiring #NextGen leaders. 🚀 #Leadership #Csuite #CareerDevelopment #PanelDiscussion #Mentorship #Adaptability #Dataxet #Truescope

Our Manila Business Centre Leadership Team just crushed their first annual offsite! Celebrating two years of rocking EOS® (Entrepreneurial Operating System), we saw a massive improvement in open communication. The highlight? A team health exercise where we celebrated each other's strengths and identified areas for growth. This fostered a powerful sense of shared commitment to both individual and team success. With the AU fiscal year winding down, we maximized our time by diving deep into cash flow drivers and conducting a thorough SWOT analysis. This allowed us to strategize and tackle key issues head-on, setting us up for a winning final quarter! We clarified our vision and created actionable departmental plans for the year ahead. Looking forward to implementing these learnings and building an even stronger team together! #ManilaBusinessCentre #LeadershipTeam #EOS #Offsite #TeamBuilding #SWOTAnalysis #CashFlowPlanning EOS Worldwide EOS Worldwide APAC

🎩🚀 🌟 Recently, much of the consulting and coaching I’m doing is around executive succession planning, which is a topic I love. One CEO for a leading pharmaceutical company told me, “Succession planning isn't just about plugging holes; it's about growing future titans of industry!” I liked that. Leaders for Japan need to think long-term. Whether it's hunting for the next C-suite superstar or filling any high-ranking director, leadership needs to look for that CEO sparkle: Can they go from a cubicle to a corner office in five years? That's the real question. Also, it’s important to consider diversity and ditch the cookie-cutter mentality that we so often find in Japan. Challenge the status quo: innovation thrives on diversity of thought and a sprinkle of eccentricity. In short, blend succession planning with risk management. shake it all up, and pour out a concoction of organizational resilience and innovation! 🍹💼  #Successionplanning #CEOInTheMaking #InnovativeLeadership #ExecutiveAppointments #SuccessionPlanning #RiskManagement #LeadershipDevelopment #Innovation #LateralThinking Jack Stone David Chong Jonathan Yuki Fujinari Thomas Bangert

Just finished “Leading Global Expansion” by Anil K. Gupta and Haiyan Wang! A quick and very insightful course. Globalisation and organisational expansion continues to be increasingly prevalent in everyday business. Needless to say, leadership is a timeless priority.  #globalleadership #leadership #business #management #linkedin #market #global

Transitioning from a global to a regional role, I get asked this question often: What can an executive do to succeed as a regional leader? This reminded me of an article by Prashant Agarwal which helped me succeed in an Asia Pacific regional role at Nokia many years ago. 1. Serve the P&L: It is important to align all your actions and thinking to support the achievement of the business goals for the country teams 2. Give the country teams the win. Avoid the - "them country team and us regional" challenge. Almost all the successful regional heads that I've met are amazing servant leaders. 3. Respect their local expertise. There is a reason why all successful companies have regional and country teams. Think global, act local 4. Over communicate and spend time face to face. There is no such thing as over communication. Yes, even in the zoom and teams era, there is no substitute for face to face. 5. Bring resources to the cause. Regularly ask the question: How can we support you more? A regional leader plays a pivotal role in delivering sales and business impact. And as an interface between global teams that work on strategy and the country teams tasked with execution, a regional leader is also the bridge and a custodian of the company culture at all levels. So, what makes you tick as a regional leader? Do you have any additional tips to succeed in a regional role? https://lnkd.in/gDMQzwXM #leadership #leadershipinsights

When I am holiday, I get real excited when I see Singapore 🇸🇬! Yes, even Singapore Noodles on the menu. 😂 On a wander in a shop yesterday, saw a hanging chair that looks like the one I used to have on my balcony. Now being enjoyed by my parents. Was so excited that I told all the service staff I met that I’m from Singapore and how awesome the chair bears my country’s name. Yup, I am a happy proud brand ambassador for Singapore. 🇸🇬🇸🇬🇸🇬🇸🇬🇸🇬🇸🇬🇸🇬 This is why my team and I at Positive Performance Consulting Pte Ltd encourages business leaders to build work cultures where their employees feel a part of and am proud of being a part of. If you’re a leader, a simple question to reflect on: Whenever your employees meet someone who ask them: where do you work in? What’s their response? Excitement. Or “ahh…let’s not talk about it”. If you’re an organisation looking to grow successful, positive and sustainable work cultures, we can support you with culture renovation projects including assessments such as insightful ones from Barrett Values Centre to obtain insights or our Culture Blueprint Analysis & Mapping workshops. DM to arrange a chat to find out out more. #businessculture #positiveindividuals #performingorganisations #strategicthinking #culture #flourish #thrive