The Blog: Murad S. Mirza

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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 ‘REVITALIZE’ Framework for Conducting Effective OD Interventions

Progressive organizations are routinely looking for a significant edge over the competition that can enable increased market share, fertile revenue streams and sustainable growth. Such objectives highlight the need for astute OD practitioners who can rise above the ‘corporate noise’ and timely initiate meaningful interventions in priority areas. Unfortunately, too many organizations focus on the short term resolution of current challenges and fail to realize the ‘Big Picture’ perspective in terms of harnessing the inherent strengths and accessible resources with an engaged workforce to secure a stellar future. Consequently, the efforts of OD practitioners are conveniently diluted by shortsighted corporate imperatives and ‘scapegoats’ are aggressively sought to ‘dump’ the blame for impending failures while promising careers dwindle in the harshness of organizational politics. Fortunately, such misfortunes can be avoided and the following approach safeguards against Machiavellian measures to preserve susceptible reputations…

Article by 10 October 2019

Are You Selecting the Right HR Technology for Functional Optimization in Your Organization?
(A Method for Ensuring and Assuring the Correct Decision for the Digital Age)

There is an increasing trend within the business world to incorporate technology, especially, AI-enabled, that can provide a competitive edge and sustain the efficient running of operations without the ‘complexities’ of managing large workforces. However, such endeavors are often embroiled in controversy as the perilous allure of embracing technology, without conducting the necessary due-diligence on its optimal use, fuels distrust, discontent and divisiveness among the alienated employees. Such an impact is significantly felt either in a highly cohesive corporate culture firmly bound by shared values that affirms a strong psychological contract or in a strongly unionized environment that is genetically predisposed to viewing any management slogans of ‘progress’ with suspicion.

Article by 14 August 2019

The ‘BAFTH’ Framework for Aligning an Organisation’s Strategic Focus with the Demands of the Digital Age?

The word ‘Disruptive’ 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 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.

Article by 6 June 2019

An Overview of the Employee Career Dynamics in the Digital Age

Professional careers have always had a tinge of uncertainty; however, the Digital Age has amplified it significantly with efficiency no longer being the mainstay of ‘human’ excellence as advanced automation and seamless autonomous functioning have steadily taken out the ‘committing of errors’ from the corporate equation.  Consequently, ‘excellence’ is being ‘commoditized’ with respect to job performance and the notion of being ‘relevant’ in the Digital world is gaining more traction.  More and more of the repetitive/physically demanding/minimally diverse jobs/roles/functions are being relegated to ‘smart’ machines while cerebrally-intensive skills, e.g., innovative thinking, astute strategizing, creative application, cohesive peer-to-peer engagement, etc., are being heralded as the ‘last bastion of ‘human relevance’ in the workplace.  Most of the respective impact is being felt by the mid-career professionals who are haunted by the notion of ’45 is the new 65’ as they brace for the groundbreaking technologies nullifying the need for large workforces.

Article by 5 March 2019

The New Frontier for Talent Acquisition in the Digital Age

Finding the right talent for the Digital Age has become increasingly critical for competitive organizations as the relevant dynamic demands keep revising the roles/skill sets that are needed to succeed in the future.  The steady influx of AI-enabled entities in the workplace has been a key factor in the respective context as the notion of the ‘right talent mix’ now involves both ‘human’ and ‘non-human’ team members.  Consequently, this has put significant strain on the historically cozy and secure relationship between recruiting firms, especially, in the ‘retained’ category, and their corporate clients as conventional/unconventional recruitment approaches favoring induction of ‘human talent’ are not deemed to be in optimized congruence with the organizational imperatives of higher efficiency, faster productivity, refined timeliness, seamless manufacturing/services, and consistently innovative offerings to remain relevant in the face of disruptive influences/competitors.

Article by 5 February 2019