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
Heeding the Lessons of the COVID-19 Pandemic for Organizational Survivability The character ‘Gordon Gekko’ from the famous 1987 movie ‘Wall ... View Article
Article by 1 November 2022
Reports play an influential part in leadership decision-making in terms of being the key conduits for systemized/synthesized/synchronized information derived from collected data. They are frequently peppered with suggestions/recommendations to mold/facilitate/justify ‘executive action’ in a certain direction.
Article by 3 October 2022
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
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
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