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
The conventional notion of workplace wellness used to be associated with the maintenance of a positive corporate culture, based upon shared values, that was exuded by effervescent employees as they displayed the ‘right’ traits for ensuring a ‘happy’ work environment. However, such an approach glaringly marginalized the ‘baggage’ that employees brought from home that naggingly lingered in their minds while they ‘wore’ their ‘professional’ smiles as emblems of a ‘satisfied and content’ workforce within a ‘progressive’ organization. Their internal battles did not even register on the ‘Employee Satisfaction Surveys’ that routinely depicted a ‘highly motivated’ workforce to satisfy the relevant analytics on a ‘flashy’ dashboard designed to curate the desired information for the senior/top management. Consequently, the ‘shallowness’ of such measures left majority of the organizations unprepared when the COVID-19 pandemic hit with full force and the survival of the organization as a ‘going concern’ became the most important factor.
Article by 4 January 2022
There has been an increased sense of recognition within the corporate leadership that the days of ‘Business as Usual’ are over in the Digital Age that is being shaped by the consequences of the COVID-19 pandemic. It is already manifesting in corporate decision-making in a number of ways, e.g., amplified focus on optimizing ‘core’ headcount, reformation of organizational structures/hierarchies, gravitation towards reducing office space, scrambling for increasing online presence, formulating hybrid working mechanisms, revising and reinforcement of risk management plans, greater sensitivity to health and wellbeing issues, etc.
Article by 1 December 2021
Management literature is generally dedicated to defining/describing/devising/deliberating leadership in terms of the ‘desirable’ traits that are necessary for incumbents and future aspirants to successfully steer their organizations through the challenging dynamics of an evolving market, especially, in the Digital Age. However, such a ‘positively-skewed’ approach often fails to adequately capture the various warning signs that are flashed by the corporate leaders to indicate their lack of ability to hold the top position within the organizational hierarchy. Consequently, the focus of the ‘corporate stewards’, e.g., Board of Directors/Trustees, HR/Talent Management Heads, Regulatory/Monitoring Bodies, etc., remains ‘tilted’ towards the propounding/preaching of the ingraining/inculcation of the ‘desired’ traits within the current and future corporate leadership, rather than, assuring and ensuring a balanced approach that also advocates the elimination of the ‘undesirable traits’ in a systematic and concurrent fashion.
Article by 1 November 2021
Organizations across the world are scrambling to find effective survivability and sustainability options as they strive to stay relevant in a devastated corporate landscape reeling from the profound impacts of the COVID-19 pandemic. Corporate leaders are increasingly burdened with stark choices that beckon tough decision-making with a strong probability of negative reverberations among the apprehensive workforces.
Article by 2 September 2021
The Digital Age has emboldened customers to demand much more than simply benefiting from an organization’s products and services. They are increasingly conscious of how organizations behave in the public interest and are readily willing to take their business to those who are more adept at maintaining a positive organizational brand. Consequently, one of the challenges facing organizations in the respective context is the changing role and skill set of leaders who are expected to thrive in a ubiquitous Digital World with a penchant for service that goes beyond the professional expectations of the assigned function by opening horizons for altruistic thought and meaningful contributions to achieve the wider goal of assuring/ensuring a harmonious existence with the global community. This also facilitates in the mitigation/elimination of a misstep that might jeopardize an organization’s future in an increasingly ‘sensitized’ and ‘connected’ world.
Article by 3 August 2021
The role of Chief Experience Officer (CXO) has been gaining prominence within the corporate hierarchy in recent times as organizations have realized the significance of robustly retaining customers against the onslaught of market disruptors. This is amplified by the fact that consumer behavior has become more discerning as eCommerce channels have pitched the ‘distinguishing’ virtues of COAST (Convenience, Options, Accessibility, Safety, Timeliness), especially, in precarious times, e.g., during the lockdown pertaining to COVID-19 pandemic, against the prevalent ambience-driven personable norms of brick and mortar settings.
Article by 1 July 2021
Progressive organizations are increasingly gaining sensitivity to the health and wellbeing of their workforce with mental health coming to the forefront as a substantial concern in recent times since conventional focus used to be on providing support and coverage for physical ailments. A key driver of deteriorating mental health is the pressure associated with staying relevant and competitive in the Digital Age in order to sustain a viable and productive ‘career lifecycle’ that can robustly stand up to dynamic changes in the marketplace for talent.
Article by 1 June 2021
Diversity and Inclusion (D&I) initiatives within the corporate sector have been surging lately as progressive organisations scramble for desired talent to sustain relevance and competitiveness in the Digital Age. However, achieving efficacy in proportional representation of conventionally marginalised segments of the workforce in promising career paths is proving to be a daunting goal. One of the key factors in the respective context is the inability of the disenfranchised to have a ‘loud and coherent voice’ by influential backers that resonates effectively throughout the corridors of power. Willing and capable ‘People of Determination’ are confronted with such a dilemma at each and every stage of their endeavours to make meaningful contributions to society. While technology has increased the possibility of adding more ‘People of Determination’ to the workforce, for example, as customer service representatives, app developers, bloggers, data scientists, etc., the overall contributions of ‘People of Determination’ at majority of the businesses are still relatively low and prone to promotional ‘organisational branding’ moves, rather than, concrete inductions as a significant element of strategic initiatives.
Article by 4 May 2021
Loyalty in the Digital Age is becoming harder and harder to secure due to the intense competition from savvy competitors ... View Article
Article by 1 April 2021
Employee voices are being increasingly muffled under the rejoicements induced by the pervasiveness of technology that is serving as a ‘relationship buffer’ for the senior management under the guise of maintaining organizational harmony with an obsessive focus on efficiency. This has led to a widening of the communication gap in corporate entities with multiple layers of management, especially, those that are geographically dispersed and have a number of low profile subsidiaries lacking sufficient resources on par with those at the head office and/or their counterparts in prime markets.
Article by 10 March 2021