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

Paradise Lost: The Disturbing Prevalence of Poor Talent Management Practices at the ‘Darlings’ of the Digital Age

The corporate world is abuzz with the tumultuous wave of talent retrenchment exercises being undertaken within the leading players of the Tech world (https://lnkd.in/eHvqTRfD).  Primary reason given by the ‘shrewdly justifying’ executives at the helm of these organizations points to their ‘forced response’ for managing the ‘inevitable hand of fate’ due to the daunting prospects of a debilitating recession that looms over the corporate horizon with a dismal outlook for progressive business activities in the foreseeable future.  Unfortunately, this seems a ‘convenient scapegoating’ of the ‘dismal strategic failures in terms of proactive risk management’ at the senior/top leadership levels who have a penchant for ‘Management by Keyboard Clicks (MKC)’ since such issues have plagued the ‘Trailblazers of the Digital Age’ for ages.

Article by 1 May 2023

Paradise Lost: The Disturbing Prevalence of Poor Talent Management Practices at the ‘Darlings’ of the Digital Age
(When the Perks Become the Peeves)

The corporate world is abuzz with the tumultuous wave of talent retrenchment exercises being undertaken within the leading players of the Tech world (https://lnkd.in/eHvqTRfD). Primary reason given by the ‘shrewdly justifying’ executives at the helm of these organizations points to their ‘forced response’ for managing the ‘inevitable hand of fate’ due to the daunting prospects of a debilitating recession that looms over the corporate horizon with a dismal outlook for progressive business activities in the foreseeable future. Unfortunately, this seems a ‘convenient scapegoating’ of the ‘dismal strategic failures in terms of proactive risk management’ at the senior/top leadership levels who have a penchant for ‘Management by Keyboard Clicks (MKC)’ since such issues have plagued the ‘Trailblazers of the Digital Age’ for ages.

Article by 5 April 2023

The 6W Methodology for Enhancing the Probability of Success in Innovation Initiatives within Progressive Organizations

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 1 February 2023

Are You Enabling the Production of ‘Gems’ or ‘Rhinestones’ in the Context of Human Talent?

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 3 January 2023

Rise of the ‘Employee’ Rebel

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 1 December 2022

Leveraging the Metaverse to Enhance the Operational Capabilities of the HR Function

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 1 September 2022

Maintaining an Optimal Multigenerational Workforce in the Aftermath of the COVID-19 Pandemic

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 1 August 2022