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:

Enhancing the Quality of Leadership Decision-Making in a Post-COVID World

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

A Prudent Approach for Optimizing Corporate Social Responsibility (CSR) Initiatives in the Digital Age

The Digital Age has emboldened customers to demand much more than simply benefiting from an organization’s products and services. They are increasingly conscious of how organizations behave in the public interest and are readily willing to take their business to those who are more adept at maintaining a positive organizational brand. Consequently, one of the challenges facing organizations in the respective context is the changing role and skill set of leaders who are expected to thrive in a ubiquitous Digital World with a penchant for service that goes beyond the professional expectations of the assigned function by opening horizons for altruistic thought and meaningful contributions to achieve the wider goal of assuring/ensuring a harmonious existence with the global community. This also facilitates in the mitigation/elimination of a misstep that might jeopardize an organization’s future in an increasingly ‘sensitized’ and ‘connected’ world.

Article by 3 August 2021

Reimagining the Chief Experience Officer (CXO) Role for the Digital Age

The role of Chief Experience Officer (CXO) has been gaining prominence within the corporate hierarchy in recent times as organizations have realized the significance of robustly retaining customers against the onslaught of market disruptors. This is amplified by the fact that consumer behavior has become more discerning as eCommerce channels have pitched the ‘distinguishing’ virtues of COAST (Convenience, Options, Accessibility, Safety, Timeliness), especially, in precarious times, e.g., during the lockdown pertaining to COVID-19 pandemic, against the prevalent ambience-driven personable norms of brick and mortar settings.

Article by 1 July 2021

A Self-Reflective Tool for Gauging the Impact of 10 Key Dimensions of Health and Wellbeing on Professionals in the Digital Age

Progressive organizations are increasingly gaining sensitivity to the health and wellbeing of their workforce with mental health coming to the forefront as a substantial concern in recent times since conventional focus used to be on providing support and coverage for physical ailments. A key driver of deteriorating mental health is the pressure associated with staying relevant and competitive in the Digital Age in order to sustain a viable and productive ‘career lifecycle’ that can robustly stand up to dynamic changes in the marketplace for talent.

Article by 1 June 2021

How to Calibrate Your Organisation to Become an Inclusion Champion for People of Determination

Diversity and Inclusion (D&I) initiatives within the corporate sector have been surging lately as progressive organisations scramble for desired talent to sustain relevance and competitiveness in the Digital Age. However, achieving efficacy in proportional representation of conventionally marginalised segments of the workforce in promising career paths is proving to be a daunting goal. One of the key factors in the respective context is the inability of the disenfranchised to have a ‘loud and coherent voice’ by influential backers that resonates effectively throughout the corridors of power. Willing and capable ‘People of Determination’ are confronted with such a dilemma at each and every stage of their endeavours to make meaningful contributions to society. While technology has increased the possibility of adding more ‘People of Determination’ to the workforce, for example, as customer service representatives, app developers, bloggers, data scientists, etc., the overall contributions of ‘People of Determination’ at majority of the businesses are still relatively low and prone to promotional ‘organisational branding’ moves, rather than, concrete inductions as a significant element of strategic initiatives.

Article by 4 May 2021

The Targeted Utilization of Humor as a Passive Resistance Tool Against Organizational Leadership

Employee voices are being increasingly muffled under the rejoicements induced by the pervasiveness of technology that is serving as a ‘relationship buffer’ for the senior management under the guise of maintaining organizational harmony with an obsessive focus on efficiency. This has led to a widening of the communication gap in corporate entities with multiple layers of management, especially, those that are geographically dispersed and have a number of low profile subsidiaries lacking sufficient resources on par with those at the head office and/or their counterparts in prime markets.

Article by 10 March 2021

Understanding the Complexities of Innovation for Gaining a Competitive Edge in the Digital Age

There was a time when product cycles could be easily segregated in terms of distinct stages from Conception to Obsolescence that enabled top/senior management to strategize on a long-term basis with the benefit of ‘slack time’ that allowed for ‘reflective pause’ on honest missteps and resolute course corrections without jeopardizing the organizational integrity.

Article by 25 February 2021