About Murad S. Mirza
Murad is an innovative thinker and an astute practitioner of areas within and associated with the fields of Organizational Development, Talent Management & Business Transformation. He has worked in various geographical regions across the world. He has a rich history of delivering desired results for progressive organizations ranging from SMEs to Large Corporate Entities.
His scholastic accomplishments have been affirmed by induction into Beta Gamma Sigma, an International Honor Society, as a Lifetime Member. He is also a globally published author and an active contributor to various professional forums. His profile on LinkedIn can be viewed at: http://ae.linkedin.com/in/muradsalmanmirza
(Discovering the Hidden Gems within Progressive Organizations) Selecting the ‘Chief Executive’ is quite often the most challenging succession initiative for ... View Article
Article by Murad S. Mirza 8 March 2023
Innovation is a journey and not a destination. There is no ‘final’ arrival, rather, it is a relatively ‘short sojourn’ before the beginning of the next phase to create a viable ‘breathing space’ with respect to the competition until they catch up and ‘squeeze’ the ‘profit margins and market goodwill’ being earned at the expense of their earlier shortcomings. Unfortunately, this fact is frequently lost within the lofty visions propounded by the corporate leadership as they align their organizational imperatives behind the ‘verbiage’ of being an ‘exemplary’ business entity since the very foundations of being ‘exemplary’ are fluid in nature due to the rapid evolution in the Digital Age. This can be seen in the emphasis that has shifted from being ‘Stable’ to ‘Agile’ to ‘Hybrid’ in terms of ‘organizational functionality’ to stay relevant and competitive for overcoming the challenges of ‘opportunistic’ competitors and ‘groundbreaking’ startups.
Article by Murad S. Mirza 1 February 2023
There are ferocious fights being waged for securing/sustaining desired talent across the corporate landscape, especially, within progressive organizations. This is abundantly visible in countries where the economy is booming primarily due to the positive prospects/projections driven by the ‘unrelenting’ sentiments to rebound from the shrinkages experienced during the worst ravages of the COVID-19 Pandemic. Any governmental actions to control the rising and persistent inflation due to the ‘turbocharged’ economic activity are being marginalized (https://lnkd.in/eNFKF2BJ) by the hordes of clients/customers who are eager to experience some form of ‘stability/predictability/normalcy’ again in their lives while organizations are scampering to adjust to the resultant surge in demand by recalling/rehiring/retaining talent (https://lnkd.in/euNAiGCJ) crucial to maintaining pace with the exponential growth in business.
Article by Murad S. Mirza 3 January 2023
The conventional use of the term ‘Rebel’ in societal settings conjures up images of a disenchanted/disenfranchised/disillusioned person who is driven to seeking ‘corrective measures’ for all the injustices done to him/her. This can range from an innocuous public voicing of a different viewpoint in front of the influential/powerful quarters to violent confrontation against any opposition/wrongdoers as a harsh form of retribution. However, within the professional realm, such dissension is generally driven by the prevalence of frustration/anxiety/premonition among professionals who are unable to ‘tag along’ with the ‘status quo’ promoted/preferred/preserved by the organizational leadership.
Article by Murad S. Mirza 1 December 2022
Heeding the Lessons of the COVID-19 Pandemic for Organizational Survivability The character ‘Gordon Gekko’ from the famous 1987 movie ‘Wall ... View Article
Article by Murad S. Mirza 1 November 2022
Reports play an influential part in leadership decision-making in terms of being the key conduits for systemized/synthesized/synchronized information derived from collected data. They are frequently peppered with suggestions/recommendations to mold/facilitate/justify ‘executive action’ in a certain direction.
Article by Murad S. Mirza 3 October 2022
Technological advancement often beckons businesses with exciting prospects for excelling in operational capabilities of various organizational elements. The HR functions within a multitude of corporate entities have been steadily embracing the benefits of such ‘problem-solving’ solutions to streamline their transactional services. However, this has often presented its own challenges, especially, when inherent human ingenuity within the workforce is bypassed in favor of an ‘all-encompassing’ need to replace the existing talent with a promising technology to minimize the ‘complications’ related to maintaining a ‘human’ workforce.
Article by Murad S. Mirza 1 September 2022
One of the key dilemmas facing businesses in the wake of the COVID-19 Pandemic has been the maintenance of an optimal number of employees who can effectively run the operational aspects without compromising on the quality of their offerings (https://lnkd.in/dPS_Rsw3). This has become a huge challenge, especially, for organizations that took an aggressive approach to rightsizing/furloughing the multigenerational workforces for ‘bandaging’ the profuse bleeding of profits from a significantly reduced customer/client base during the turbulent times of the COVID-19 Pandemic.
Article by Murad S. Mirza 1 August 2022
Relevancy in the Digital Age is fraught with uncertainties and organizations often struggle with the conundrum of High Performance in order to maintain their competitive stature. The specter of being ‘outmaneuvered’ by wily competitors and/or being ‘blindsided’ by savvy disruptors is a nagging concern for progressive organizations that are well-aware of the steep price for chronic complacency and shallow resilience. This often manifests in the form of ‘corporate exhaustion’ resulting from constant vigilance to stay ahead of the evolving nature of the fickle markets driven by increasingly fastidious stakeholders.
Article by Murad S. Mirza 1 July 2022
The conventional approach to ‘collating’ culture within various corporate entities as ‘organizational culture’ is inherently flawed since it tends to assume that there is a ‘binding’ foundation that ‘coalesces’ various differential elements under one roof. The key consideration in the respective context is to draw a distinction between workplace culture (sum total of all kinds of interactions among the workforce) and core values (foundational elements of organizational ethics). There is an overlap between the two aspects, however, culture is much more than the affective and affirmative embrace of the guiding principles of ‘goodness’.
Article by Murad S. Mirza 1 June 2022