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
Preserving/sustaining/promoting a strong employer brand has become critical for leadership in the Digital Age as ‘pristine’ reputations are perilously susceptible to significant and, quite often, irreparable damage from a few keystrokes of an internet-savvy disturbed/disgruntled/disillusioned party from any corner of the world. Additionally, the future of corporate entities is increasingly leveraged on the quality of their workforce and prolonged setbacks in the ‘war for talent’ can signal the end of even the industrial titans of yesteryears.
Article by 1 September 2020
The Digital Age has been revolutionary in a number of ways to such an extent that the word ‘Disruption’ has come to signify the kind of transformative change that uproots existing norms of competitive economies and forges a path of its own by rewriting the ‘rule book’ while relegating the complacent titans of industry to the annals of history. It’s the kind of trailblazing that is majestic in nature and game-changing in practice. However, organizations that are built upon such innovations are also highly susceptible to becoming like the ones they replaced as the challenges of exponential growth come into focus, especially, after the ‘aura’ of being a ‘startup’ disappears. An interesting feature of the Digital revolution is that the startups are thinking ‘Big (expansion-focused)’, while, the conglomerates are thinking ‘Small (streamlining-focused)’ in their quest for relevance and competitiveness.
Article by 4 August 2020
Trade unions have largely been portrayed as a negative influence in the Digital Age, especially, with the encroachment of AI-driven ... View Article
Article by 2 July 2020
The demands on corporate leaders to produce results in the shortest possible time is increasingly fueling the phenomenon of finding shortcuts to healthy profitability in a bullishly competitive business landscape prone to disruption from savvy contenders. Success in the corporate world is routinely measured in terms of avoiding failures, rather than, learning from missteps and consolidating gains on a long-term basis. Such an approach conventionalizes risk aversion as top management gets markedly sensitized to gauging success in quarterly gains to placate impatient and vacillating shareholders who are trying to synchronize with the pulse of the market that is swaying to precarious economic outlooks, This also leads to a penchant for squeezing statutory gains from governments that are eager to boost economic activity in order to minimize the risk of recession, and optimizing the legal loopholes to protect organizations from the prospect of ‘triggered’ litigation.
Article by 2 June 2020
Meaningful information has become critical for companies that are jostling for relevancy and competitiveness in the Digital Age. The ability to synthesize huge influx of data to facilitate astute insights and sagacious decision-making has led to a mushrooming of new functions that have evolved from largely-marginalized roles in earlier times, e.g., Statisticians have shed their backroom persona of a solemn data-cruncher to become effervescent Data Scientists as the front-end face of innovation-driven progressiveness. Terms like ‘Big Data’, ‘Machine Learning’, ‘Deep Learning’, ‘Neural Networks’, etc., have permeated the corporate landscape to proactively overcome any foreseen/unforeseen challenges that an organization is liable to face in the race to excellence.
Article by 5 May 2020
Organisational politics (OP) has long been one of the key movers of behavioral dynamics within organizations. At one stage or ... View Article
Article by 2 April 2020
Progressive organizations are increasingly focusing on refining their talent management strategies to effectively manage a multigenerational workforce for staying relevant ... View Article
Article by 5 March 2020
High-Potential (HIPO) employees have been the mainstay of many Talent Management systems for a number of years within progressive organizations to bolster Succession Planning initiatives. Their ‘elevated’ status from the general workforce is often seen as an affirmation of the qualities needed to fill critical leadership positions in the organizational hierarchy.
Article by 11 February 2020
The Digital Age has empowered the customer like never before, especially, within the eCommerce realm, primarily due to the alluring promise of better deals, optimized convenience, faster deliveries, broader choices, desired qualities, and customized services. This has also led to an emboldened customer who is more prone to throwing away the cloak of silence to express his/her opinions online due to the realized influence of being able to tinker with an organization’s business reputation by a few keystrokes on a highly frequented social media/consumer forum website. Consequently, progressive organizations are taking extensive measures in knowing their customers deeply through the use of relevant methods/metrics as a way of gaining insights into providing more delightful experiences. However, it remains a daunting challenge to meet/exceed customer expectations on a consistent basis due to their dynamic nature. This is further exacerbated by the nagging fear of disruptive influences that can not only impact products/services, but also, radically change the relevant ecosystem, e.g., Amazon disrupted/transformed the ecosystem of conventional retailing through online dominance and forced key competitors like Walmart to rethink their strategies for staying relevant and competitive in the Digital Age.
Article by 2 January 2020
Corporate Savviness is an organizational characteristic that refers to the enterprising use of a collection of core organizational competencies, i.e., Key Savviness Aspects (KSAs) that are needed by dynamic businesses to attain/maintain/sustain formidable competitiveness. It is a proactive trait that buffers progressiveness against paralyzing hindrances from precarious situations and enables a desired pace to business excellence. This article provides a brief explanation of the 15 KSAs and subsequently depicts the Corporate Savviness Barometer (CSB), against which, an organization can be assessed, for appropriate corrective/preventive actions or, in case of being on target, indulge in a ‘moment to savor’ with renewed affirmation.
Article by 3 December 2019