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
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 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 1 June 2022
Realizing and Harnessing Self-Actualization in the Digital Age Maintaining a desired pool of capable and engaged talent has been one ... View Article
Article by 2 May 2022
The COVID-19 pandemic has been profoundly consequential in a multitude of ways across the corporate landscape. One of the areas promoted to the vanguard of the leadership priorities has been the effective management of the workforce that is beset with the challenges of staying afloat within the chaos created by the unwinding of conventional way of doing business in a ‘known’ world. The emerging ‘new normal’ demands fresh thinking and innovative approaches for creating an optimum balance in the employment relationship that has been dealt crushing blows from the weakening of the psychological contracts. A long period of uncertainty pertaining to evolving markets driven by the changing customer/client preferences, as they adapt to different lifestyles to acclimatize themselves with the omnipresent climate of the COVID-19 pandemic, has resulted in fractured organizations both functionally and humanistically.
Article by 1 April 2022
Most progressive organizations have faced the challenges of increasing the effectiveness of their workforces, especially, due to the fast pace ... View Article
Article by 1 March 2022
The COVID-19 pandemic has elevated several simmering issues to a boil for corporate businesses that were rarely noticed and/or prioritized during the pre-pandemic times. One of the most glaring has been the phenomenon of the ‘Great Resignation’ Vast amounts of management/workplace/leadership literature is being devoted to understanding and explaining the respective trend while majority of the blame is being attributed to the various business entities. This is triggering a defensive response from the aggrieved employers who are feverishly trying to find ‘valid excuses’ for absolving themselves of such insinuations. Such a ‘battle’ for winning the ‘hearts and minds’ of the key stakeholders often clouds the multiple benefits for the various business entities pertaining to the ‘Great Resignation’ phenomenon.
Article by 1 February 2022
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