Ipsos boss takes aim at hybrid working culture
Between the looming recession, an ousted Prime Minister, a Conservative leadership contest and the tail end of a pandemic, it’s been a busy period for market research multinational Ipsos. But, for its UK CEO Kelly Beaver, there couldn’t have been a better time to start.
“In some ways, it’s been a brilliant year to take over the reins because it’s allowed me to do more than some CEOs do in 10 years,” says Beaver, who began the role in November 2021. An economist by trade, she thinks being data-literate has helped in her new role. “Having a good understanding of data, evidence and how to weigh up different sources does help me now as CEO,” she says.
In her first external review with her leadership team, Beaver was informed that her pace of working was “relentless”. However, she has no plans to slow down. “You set the tone, you cannot be complacent,” she says. This quest for constant improvement extends to her attitude towards hybrid working. Recently, Beaver has felt the company culture is “being eroded” due to a lack of time spent together in the office or in front of clients.
Read more as she discusses hybrid working and its impact on workplace culture, helping staff through the cost-of-living crisis and her priorities for the CEO role.
Meet the sunglasses firm taking on fast fashion
Sunglasses maker SunGod aims to be a force for change in an industry where sustainability is rarely a priority. When it achieved B Corporation Certification, after a rigorous 20-month process, at the end of August, it underscored the company’s efforts to prioritise sustainability. The Verbier, Switzerland-based sunglasses and sports eyewear specialist is now a triple bottom-line business in its articles of association, says co-founder Ali Watkiss, meaning it must balance the profit with the company’s social and environmental impacts.
“We have to put the planet and people on a level footing with profit when we’re making decisions,” he adds. “It means we always have to think about the wider impact on all the stakeholders to make sure that we’re doing the best thing for everyone involved.”
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The three types of quiet quitters and what leaders can learn from them
Social media loves a buzzword and the flavour of the past month has been a new trend supposedly sweeping offices across the world. ’Quiet quitting’ is essentially a modern version of working to rule, filtered through a post-pandemic emphasis on self care and work-life balance.
Thousands of stretched-thin employees have declared they will no longer go above and beyond to impress their bosses. Instead, quiet quitters vow to complete the tasks in their job descriptions within their contracted hours – and say they will not work beyond them.
Read more as our data journalist Clara Murray takes a look at why the trend is seemingly on the rise and shares what you can learn from it.
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