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
Meaningful organizational change is the result of an optimum mix of several catalytic factors. Some of them are internal and ... View Article
Article by 3 September 2019
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
One of the most important initiatives undertaken by governments across the world is to ensure that the unemployment percentage of their working-age citizens remains low to ensure domestic harmony and a respectable international standing among the galaxy of nations.
Article by 2 July 2019
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
There has been an increased focus lately on the need for ‘HR Agility’ within progressive organizations that are seeking a profound competitive edge in the Digital world.
Article by 1 May 2019
The HR Function has habitually been criticized for being sluggish and pedantic in terms of its role within the organizational ... View Article
Article by 2 April 2019
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
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
Progressive organisations consistently lament the dearth of capable leaders who can take up the reins at the top and sustain ... View Article
Article by 3 January 2019
There is an adage that ‘time waits for no one’ and it resonates significantly for competent seasoned professionals trying to ... View Article
Article by 4 December 2018