There is an abundance of smart people in the world, but many are missing a key component to succeed. Having knowledge and talent is great but to progress towards your goals, you need to connect with people.
In this final piece of the series on human-centred leadership, we will look into the actions and decision-making process of a human-centred leader, especially in times of crisis.
“So, what do you want to work on?” It was the first meeting with my coach. This wasn't my direct supervisor, but a senior figure in the field who offered to coach me.
HR has great potential to drive business strategy through people, but to do so, HR professionals need to have business acumen, be tech-driven, and human-centred. 6 Tips to cultivate business acumen.
Leading an ecosystem is vastly different from leading any single organisation. Traditional styles of leadership and planning systems based on command and control aren’t going to work well. Ecosystem leadership requires a different mindset.
In this everchanging and unpredictable business context, an ecosystem of partners is likely how organisations are going to thrive in the future. To proactively lead such an ecosystem, you’ll need to be equipped with new skills and capabilities.
In Asia, women continue to find it difficult to make meaningful career progressions in a corporate world that is entrenched by male dominance. But, on the bright side, we are making progress, and we want to celebrate that. In commemoration of International Women's Day, HQ Asia interviewed 4 women leaders about their vision for women in the workplace and what they #ChooseToChallenge this year.
Have you heard of Alibaba or Amazon? The answer is likely a raised eyebrow, because who hasn’t heard of them? Their secret to success? Ecosystems. In Part 1 of this article, we will explain why an ecosystem strategy matters to you and your organisation and give you 6 steps for kickstarting your very own ecosystem.
At the end of the day, how would you want to be remembered? As one CEO put it, “When I leave, nobody will remember the numbers I achieved.”
In an April 2020 essay for The Atlantic, Ashley Fetters criticized the use of “how are you” as a conversation-starter in times of pandemic: “To ask “How are you?” is either to make the conversation very gloomy, very fast or to force someone to lie straight to your face and say they’re fine.”
As the pandemic continues to unfold, business leaders and employees need to adopt a shared responsibility to address mental health and wellbeing, ensuring their workforce stays flexible, adaptable and capable of weathering this second half of the pandemic and beyond.
We live and work in a world that is becoming more complex, volatile, and uncertain every day. The COVID-19 pandemic has provided all of us with a tangible and, for many, frightening illustration of this reality.
In this article, we will look at how companies can grow their trust advantage in the digital decade. Organisations need to focus on creating human-centred practices within that builds trust and sets the stage for flourishing human-tech partnerships.
An empathetic, people-centred culture readies businesses for the future, say HR experts from ChapmanCG, Dyson, HCLI & SHRI.
Economic justice is not a deep, philosophical concept. Economic justice needs doing, and can be done, more so now than ever as our economies slide into recession. How can we begin to do economic justice? With a face.
A trip to Ninja town, Iga, Japan, throws up three surprising but significant questions for emerging leaders today.
Is gentleness an underestimated power in defusing workplace conflict? An unexpected encounter points to three insights to be applied when we next meet with a conflict.
The global pandemic has caused a wave of disruption to our lives, our organisations and the future, with many reports forecasting an economic contraction in Asia-Pacific countries.
In a crisis, much expectation is placed on leaders. Besides expectations to meet business outcomes, leaders are also expected to convey composure and confidence, as well as compassion and clarity for others.
A “new normal” has been established in the blink of an eye. In these uncertain times, the way we live, work and play – the world as we know it – has turned on its head.
Volatility, uncertainty, complexity, and ambiguity – or what is known as a VUCA state – is an established part of business life that organisations, leaders and HR professionals deal with on a daily basis.
Today, we celebrate the 50th anniversary of Earth Day.
Populism has become a serious phenomenon in our fragmented world with fractured models of globalisation and capitalism. It has created divisive ‘Us and Them’ scenarios, forcing companies and leaders in Asia to reframe their views towards business, organisational life, and leadership.
The Bridges Transition Model gives insight as to why some people defy advice and orders to stay home during the coronavirus outbreak. It also suggests what we can do to help people move towards desired outcomes during a change – be it the coronavirus pandemic, organisational restructuring or a failed relationship, etc.
In May 2019, the World Health Organisation (WHO) officially recognised burnout as a chronic medical condition, naming it an ‘occupational phenomenon’—to reflect that it is a work-based syndrome caused by chronic stress.
Leaders today operate in a global, complex, uncertain and interconnected world. Simultaneously, they are tasked to lead in an age that demands social justice, and inclusion and diversity in business.
In this article, we will look at how companies can grow their trust advantage in the digital decade. As highlighter in IBM’s Global C-Suite Study, organisations will need to work on three things: Data Privacy, Brand Perception, and lastly, Personalisation.
Successful organisations know how to nurture trust with their stakeholders and within their ecosystems—and in today’s world, knowing how to wield the double-edged sword of data is foundational to building that trust.
Digital transformation. Unless you work for one of the VERY few firms that have kept up to date with modern technology and operating models, you probably hear this daily. But how many of us are doing anything about it?
Only when SMEs prioritize the people agenda and build a digital mindset, can they achieve the differentiating edge to succeed in the digital economy.
In the face of constant disruption, how do we build organisations that can continuously adapt to change? Louise Beck writes that it starts with transformational leaders who create a culture where employees are not afraid to fail and are free to innovate.
As we enter 2020 and I reflect on the year that went by, the People Analytics evangelist in me has all reasons to be elated – 2019 was by far the most significant year for the evolution of People Analytics in Asia.
Here's a look at the steps that HR leaders can take in order to make sure that technology adoption takes place in their respective organizations.
In an earlier article: ‘A Great Workplace: The Intersection of EI and AI’, we shared a nine-box grid with an invitation to organisations to consider where they might locate themselves as a function of how evolved they considered themselves to be concerning digital transformation and exemplary human capital practices. In this follow-up article, we discuss some examples of companies that fall into each of the nine boxes. In a poll conducted by the Human Capital Leadership Institute (HCLI) of client companies in Singapore, the majority of leaders viewed their organisation as fitting into the ‘Getting There’ category, or the central box in the EIAI Grid.
At HCLI, our research suggests that human capital practices can be a sustainable competitive advantage. Through having a strong learning culture, organisations can remain agile, and not only keep pace with change but stay ahead of it.
With “improving the employee experience” a top priority for many HR leaders , Dr. Tan Kim Lim makes the case for developing psychological capital to enhance employee engagement in the workplace.
Given that leaders bolster organisational effectiveness and performance, there is long-standing interest in the personality traits of successful leaders. Archana Das Goveravaram, explores what makes ambivert leaders successful, and what strategies extroverts and introverts can employ to become more ambivert and thrive in the workplace.
The paradigm of managing employees has been shifting. We have seen the shift from personnel administration to human resources to human capital. However, the current paradigm - whether a “resource” or a “capital asset” - is still based on “business as usual” views. We are advocating a paradigm of “Making Human Capital, Human”.
Digital innovations are permeating businesses and even governments across our region, making the development of a digital workforce a core priority. As a result, robotic process automation (RPA) has been on the rise.
Encouraged by the connectivity of the Belt and Road Initiative, Chinese enterprises are entering a new era of globalisation. The Shanghai Foreign Service Group (FSG) suggests that within the next five to 10 years, China will see the growth of even more flagship enterprises with leading international and multinational operations: and central to global competitiveness lie international talent management and development.
With tech changing the workplace, what skills should we be teaching to prepare people for the future? Tata Communications’ Aadesh Goyal shares his perspective.
Being authentic is a pre-requisite for successful and effective human capital practitioners. That said, our synthesis shows that even authentic leaders can fall into the trap of having inauthentic practices.
The fourth reality of human capital leadership concerns the dissonance brought by the changing nature of work, workforce, and workplace. While many factors contribute to these changes, the dynamism of them can be captured primarily by looking at how digital disruption, shifting diversity and business-related discontinuation manifest themselves in the workplace.
Appreciative Inquiry needs no introduction. It is a well-established field and has been used in many areas of organisational development and change. However, the use of Appreciative Inquiry by those in the HR profession has been relatively limited, because the entire HR ecosystem focuses on gaps and problem-solving.
In the previous article in this series, we examined the human bias and fixation with “best” practices and why they are “not good enough”. Now, in response to the three data biases that contribute to the development of “not good enough” practices, we discuss three shifts needed when thinking about human capital leadership.
Organisations implement all kinds of best practices. Have they worked for you? Are they sustainable?
The basic premise for organisations is to be efficient with resources and for most organisations, staffing is the highest operational cost. Hence, the expectations people have of HR have always been about the efficiency of human resources.
In the previous article, we questioned why our human capital practices should be proceeding “as usual”. One of the reasons why human capital practices maintain the status-quo is because they are often treated as a supporting function separate from the business and they are not seen as part of business evolution.
The business environment we are in is anything but “usual”. If we are not in a “BAU” period, why should our Human Capital practices be proceeding “as usual”?
Just as a prism can refract and change the way we view the light that comes through it, our synthesis suggests that human capital professionals should be able to act and react similarly, reshaping, redirecting and colouring human capital dilemmas.
In the previous article in this series, we examined the human bias and fixation with “best” practices and why they are “not good enough”. Now, in response to the three data biases that contribute to the development of “not good enough” practices, we discuss three shifts needed when thinking about human capital leadership.
In a heavily tech-focused world, are we undermining our human side?
Organisations need to contend with a multiplicity of human capital realities.
Leaders understand the importance of workplace culture and why it matters. With the widespread adoption of artificial intelligence into workplaces, how will this influence organisational culture?
There is no debate as to whether Asia should play a greater role in the world economy: Asia obviously should.
We know that we can’t be our best-selves at work or home without taking care of ourselves, so why do we persist on investing in time over energy?
In the competitive and challenging talent economy of today, how does one maximise employee engagement and manage organisational growth with a new and evolving workforce?
The 2019 Global Talent Competitiveness Index (GTCI) report reveals that Switzerland, Singapore and the United States continue to lead the world in talent competitiveness.
Having conversations about diversity and inclusion takes courage, but leaders can make these more powerful and impactful by paying attention to how they're leaving people out.
At the Human Capital Institute, we are interested in understanding how to make human capital, human. In other words, what do workplaces need to look like now and in the future if they are to be healthy and fulfilling environments for human beings?
Troels Oerting Jorgensen, Head of the Centre for Cybersecurity, World Economic Forum, has been working with government and corporations to advise on how they react to increasing international cyber threats.
Adoption of HR analytics is better in countries like India, Singapore, Hong Kong while the usage of analytics is limited in countries like Indonesia, Philippines, Malaysia, and China.
With AI making inroads into more HR processes, human recruiters no longer monopolize the function of recruitment. What are the perks, pitfalls and potential implications of AI in recruitment?
The challenging nature of the logistics industry has left it fighting a manpower crunch.
Michael Jenkins, CEO of Human Capital Leadership Institute, shares his perspectives on his own notions of leadership, the power of resilience, and the leadership landscape of Southeast Asia.
At the Asian Human Capital and Leadership Symposium last November, YSC Consulting asked the audience if they and their teams expect a challenging 2019. An overwhelming majority raised their hands. Does this include you too? If so, we share three useful reminders on how you can grow your resilience for the new year ahead.
The Human Capital Leadership Institute (HCLI) recently spent time with executives from Mastercard, Singtel and Unilever, three organisations that have forged a reputation for their commitment to building sustainable and enduring organisations that both ‘do well and do good.’
LinkedIn has released its inaugural Opportunity Index that seeks to understand perceptions of opportunity in the Asia Pacific (APAC) region in 2018. The research surveyed over 11,000 respondents in nine markets, including Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, the Philippines, and Singapore.
How are today’s high growth organizations (like Alphabet, Amazon, Alibaba, AirBnB, and Grab) able to win customers repeatedly? A lot of literature suggests they have a clear purpose (in why they exist as an organization) that resonates with their customers.
More organisations than ever, are investing in health and well-being initiatives, but are they having an impact?
According to a new Weber Shandwick study, 82 per cent of technology professionals favour CEO activism. Often an early indicator of market trends, there are some compelling reasons why C-Suite executives across all sectors and markets should take notice.
Leaders are more important than ever. Here’s why some of their responsibilities cannot be replaced by technology.
As Singapore gears up towards Smart Nation, and a digital-first reality, the digital capabilities of the local workforce have become a priority.
Technology is improving work lives and impacting HR. Here’s how.
With a focus on innovation, access to talent, and proximity to customers and markets, Asia is the place for startups. Here’s why.
According to a Boston Consulting Group study, 95% of startups wish to develop long-term partnerships with corporations. A recent Bain & Company research shows that a relationship with a large company positively impacts the growth of young companies in 93% of cases.
Are you a HR leader in charge of succession planning for your MNC’s Asian operations? Do you know the profile you are looking for? Are you struggling to find a match between your existing talent pool and expectations of Headquarters? HCLI’s research initiative, Leadership Mosaics Across Asia may just provide some answers.
With Asia an important driver of business growth today, it is vital to understand the styles, values and priorities of its business leaders. HCLI’s research initiative, Leadership Mosaics Across Asia provides insights into the Asian ways of leadership. This article shares some of the key findings.
HQ Asia sat down with HCLI’s recently-joined CEO, Michael Jenkins, for a discussion on what responsible leadership looks like, and why we should stop using the phrase ‘bounce back’.
HQ Asia reviews thought leader Kishore Mahbubani’s most recent book, Has the West Lost It? and shares three lessons to be learnt from the West.
HQ Asia spoke with Professional of Organisational Behaviour at London Business School, Dan Cable, about how to help employees find purpose at work. He shares findings from his latest book, Alive at Work: The Neuroscience of Helping Your People Love What They Do.
Emerging economies can be the very definition of VUCA (volatile, uncertain, complex and ambiguous). What challenges do family-owned businesses (FOBs) face in furthering economies in emerging markets they operate in?
Naveen Menon shares important career moments, why empathy matters and takeaways from his career.
This year is deemed by many to have both strong economic growth and geopolitical uncertainty, affecting businesses globally.
When leading an organisation, how can executives adopt a talent-first mindset?
What do these companies have in common?
Singapore’s retail and F&B industries are notorious for their challenges in attracting and retaining employees. How does Singapore-headquartered TWG Tea, positioned as the finest luxury tea brand in the world and celebrating its tenth anniversary this year, tackle its manpower challenges? What lessons can other companies learn from TWG Tea’s experience and practices? Maranda Barnes, Co-Founder and Director of Business Development & Corporate Communications shares.
What can we learn from Mark Zuckerberg’s leadership during the Cambridge Analytica scandal? A timeless lesson on apologising well.
Bosch, a global supplier of technology and services, is an active industry leader in four business sectors - mobility solutions, industrial technology, consumer goods, and energy & building technology. Jane Tham, Director of Human Resources, at Bosch Southeast Asia shares how the company is extending its business and people frontiers in the region.
The original Silk Road linked the West and East for 2,000 years as a means of trading goods. What cross-border leadership skills will the latest One Belt, One Road initiative require?
At the Singapore Business Leaders Programme (SBLP) this week, we heard about global megatrends shaping our world and Asia, disruptions and innovations, and Industry 4.0. Building on such topics, this article takes the example of self-driving cars to derive lessons for organisations, especially those going full speed into automation. Who or what do we keep safe?
What must be on HR's essential to-do list today? What must HR be mindful of? Alison Sibree, Senior VP of HR for Oracle's Asia Pacific & Japan region shares seven key insights.
Think of certain cultural tendencies entrenched in Asia. Will these hinder the effectiveness of holacracy in the region?
What would a self-managed organisation look like, and is your organisation ready for this?
Samir Bedi and Goh Jia Yong of Ernst & Young urge organisations to employ skills-based manpower planning, as well as recruit for, reward, and invest in skills.
Is your organisation not communicating and linking up between its different parts? Consider its social network.
Commvault provides mid- and enterprise-level organisations worldwide with data protection and information management solutions. Commvault's Global Chief Communications Officer, Bill Wohl highlights when digital transformation is not possible for a business, and what the business needs to do in response.
What is the difference between Human Resources and Human Capital? Sara Moulton suggests two key ones and how the HR profession can make the shift.
"Remote working" was all the rage five to 10 years ago. In fact, if as an employer you did not offer that option, you would likely be described as lagging behind, using outdated employment practices and simply not following "best practices".
HQ Asia spoke with Phillia Wibowo, Partner at McKinsey & Company, who is based in Indonesia, about what companies can learn from the management consultancy structure as well as how to assess organisational health.
I just returned from a road trip through the South Island of New Zealand. Like most memorable trips, I had the chance to rest, reflect, and learn something about myself. I reflected on 2017, what I accomplished and what hasn’t yet been achieved.
Liu Thai Ker, one of Singapore's master planners, shares insights into the transferable skills of an architect, the importance of planning and how this has helped Singapore progress rapidly.
Accenture India shares how they motivate their workforce to adopt a mind-set of continuous improvement.
Think of a romanesco broccoli, which is fractal and is composed of elements looking exactly like itself. Likewise, Dominique Sciamma, Director & Dean of the Strate School of Design calls for humanity to be a network of co-owners, sharing the same intentions to tackle the world's complexity. It is time to turn from a separation approach to one that is synergic and design-based. It is a Romanesco time.
Business leaders face unprecedented challenges. They need to manage and adapt their organisations to prosper in an environment of flux and upheaval. In this era of change that is both fast and unpredictable, what are their main concerns?
HQ Asia speaks with Dave Lim, serial innovator and TEDxSingapore founder, about the intersection of ideas and innovation.
What makes ASEAN powerful? Alicia Garcia-Herrero, Senior Fellow for Bruegel and Chief Economist for Asia Pacific at Natixis, explores the intriguing economical patterns and trends of the six countries in ASEAN.
The island city-state of Singapore is often held up as a paradigm of a successful multicultural society. Its population of 5.7 million is made up of roughly 74% Chinese, 13% Malays and 9% Indians. The remainder, Eurasians and other foreigners, represent almost all religious faiths – Buddhism, Christianity, Islam, Taoism, Hinduism, Sikhism and Judaism. All this ethnic mix is crammed into an area of a little over 700 sq. km, making Singapore stand out as one of the most multicultural, diverse and densely populated cities in the world.
In celebration of Chinese New Year, HCLI turns to the Chinese culture for some timeless reminders on how we can live and lead better. As discovered in our research, Leadership Mosaics Across Asia, traditional Chinese culture is rooted in Confucianism. Sifting through notable sayings by this great philosopher, Confucius, we have picked out three for us to ponder more deeply about.
GO-JEK’s Chief Technology Officer spoke with HQ Asia’s editor about Gojek’s journey from starting out as a call centre in 2011 to becoming Indonesia’s first unicorn.
We are already one month into 2018. How are your resolutions for this year coming along? If you haven’t yet, it might be helpful to set aside an hour or two and check your progress. For me, I am still sticking to my health and wellness resolution.
Maxis believes in creating culture from the inside-out. Read on for how the team is motivated, how the strategy evolves, and how Maxis contextualises best practices from the broader HR community.
The rapid pace of technological development is transforming the job market. How can HR leaders start preparing their organisations and talent to adapt to these changes and stay ahead of the game?
Six key areas to focus on to achieve the Asian Century.
Communication is key in every process, especially when it comes to leadership. Derek Goldberg, Managing Director of Asia Pacific for Aetna International, takes us through his enriching journey into the types of skills he has learned and picked up over various roles and cultures, transforming him into the leader he is today.
Do board evaluations matter? According to Randall Peterson, Professor of Organisational Behaviour at London Business School, it is important for companies to adopt a thorough board evaluation process. Some of the essential ingredients are open and honest communication as well as diversity inclusion.
Lo & Behold Group's Merle Chen discusses the importance and relevance of companies investing in technology in order to improve employee experience with HR. Chen also shares how she defines a leader and insights she's gained throughout her career.
What contributes to a company's success? Anuradha Purbey, People Director of Aviva Southeast Asia, shares insights into a successful people strategy and how encouragement begets engagement.
It is time to discuss what skills next gen workers will need. John Lombard, CEO of Dimension Data Asia Pacific, envisions and shares how partnerships between businesses and educational institutions can be greatly beneficial in preparing our future generations for tomorrow's digital workplace.
HQ Asia speaks with machine-learning expert Amr Awadallah who is Co-founder and CTO at Cloudera about how automation impacts society and work, what work still needs to be done in machine learning, and the six waves of automation throughout history.
During a merger, HR's role is to identify and curate a healthy organisational culture. Here is what I have learned through this process.
In 2015, I flew to Cambodia for the 10k race at the Angkor Wat Half Marathon, which attracts almost 10,000 runners and is held each December. It was already hot and soupy as the race began at 6 am.
According to HCLI's upcoming research piece, Us And Them, there are three culprits deepening fractures in our world today.
Last year, SAP piloted a programme for women returning to the workforce in Japan and Korea. Here's why and how they are minimising unconscious bias at SAP.
Our workforce is afraid and disengaged, and traditional training is not working. How do we build a truly smart workforce?
Most Asian economies have yet to confront the impact of demographic headwinds on growth of the labour force and the economy—and none more so than Singapore, where the problem is expected to be particularly pronounced.
An inside look into the culture at Hong Kong Broadband Network.
How does the workspace impact employees? Two Prudential leaders share the inspiration for their new office, Workplayce, and how it impacts employees.
What are the three technology trends that can impact HR in 2018?
How does a large hotel group like Marriott recruit and retain talent? Andrew P. Newmark explains this and shares more about the company's culture.
How do you define a leader? Words and descriptions that come to my mind are vision, inspiring others, transparency, execution. Maybe you think of phrases like sets the tone, pushes for what they believe in, and balances company and employees' interests.
How is working with an independent professional consultant different from working in a corporate set-up or with a traditional consulting firm? Ruchira Chaudhary, current Organisational Development Head and Advisor for Medtronic APAC, shares the advantages, the necessary skills, and advice for those entering the freelance market.
What book has impacted the way you think?
Call centres have been around since 1960s, gaining mainstream attention when employees were seen wearing telephone headsets on televised NASA Mission Control Center events. Since then, customer service centres have been typically regarded as a necessary evil, where customers have encountered their fair share of unhelpful calls.
How will technology impact and improve HR? An artificial intelligence (AI) and big data company's co-founder shares how data improves decision-making: for employers who are hiring, and for professionals to know what skills are in-demand.
What is the benefit of encouraging employees to be entrepreneurial and to follow their interests? Tata Communications' Chief Human Resources Officer shares the programmes and benefits that have been borne out of this mind-set.
CXA-- a company that is in startup mode-- has defined their competitive edge: focus on upskilling and reskilling employees. CXA's Chief People Officer shares how they are preparing employees for the future of work, and explains how CXA ensures its workforce remains relevant.
Chatbots may solve a recruiter's biggest headache: asking the same introductory question to dozens of candidates. While chatbots may eventually be used for senior-level hires, here is how they can be used to initially screen entry-level hires.
Though there are challenges for SMEs that are expanding into the region and expatriating talent, preparation is the key to success.
The IKEA brand is well known for its customer experience: walk through their warehouse-like stores, maybe eat an order of Swedish meatballs at the cafe, and then go home to build your newly purchased furniture. But what makes it a fun place to work? The culture.
How does an average team become a high-performing one? Jamil Qureshi, a performance coach and psychologist, has coached business leaders, English Premier football clubs, Formula 1 racecar drivers, and many top golfers. He shares five indicators teams can use to assess their performance.
Jaime Augusto Zobel de Ayala, Chairman and CEO of Ayala Corporation, the holding company of one of the largest and oldest business groups in the Philippines, spoke to HQ Asia, sharing his views on leadership, Filipino talent, and Ayala's talent recruitment.
"When people go to work, they shouldn't have to leave their hearts at home." - Betty Bender. This may seem like an obvious premise for developing an employee value proposition (EVP), but it is not always that easy. With the resurgence of the global economy, companies - especially in Asia-Pacific - are looking not just to hire but to retain their talent.
What has surprised you in your life?
Businesses, governments, and individuals are all focused on utilising and leveraging technology. With initiatives like Smart Nation and Smart Home, the question becomes how do we protect ourselves and our technologies against vulnerabilities? Ethical Hacker, JP Dunning, explains what ethical hackers do and why businesses need them, and what the talent attraction challenges are for the industry.
HQ Asia speaks with Junjie Zhou of Shopee about talent development for both emerging and mid- to senior-level talent. Zhou also shares how they have scaled from 10 employees to over 2,000 in less than three years.
HQ Asia speaks with Bob White, APAC President for Medtronic, about leading during times of change and uncertainty, and how to create organisational culture. White also shares the book he gifts to employees, and a fable that seems familiar for those of us operating in a dynamic and ever-changing environment.
Recent research claims that short personal conversations stimulate creative exchange during the workplace.
Dr Michael Daniels, Assistant Professor at the University of British Columbia, Canada, examines the business case for female participation in business, asking what we can learn from the Philippines, one of Asia's most forward-thinking countries when it comes to advancing women.
HQ Asia sat down with Stefan Doboczky, CEO of Lenzing AG, an Austrian manufacturer of manmade cellulose fibres and a firm with a reputation for technological pioneering, to ask him what has influenced his philosophy of leadership, and get his advice for Asia's emerging leaders.
In this article, HQ Asia discusses the final two roles that HR executives need to play to effectively develop global Asian leaders.
Through this interview with UOB's Managing Director of Business Banking Mr Mervyn Koh, we gain insight into how this bank is readying its people for the future.
How will technology shape the future of work? How can HR make the best out of these changes? Ravin Jesuthasan, Managing Director and Global Practice Leader, Talent & Rewards, Willis Towers Watson, answers these questions and more.
It takes the ability to influence, to inspire, to unify. At the 2017 Singapore Human Capital Summit, first held in 2008, we explored how to lead in these uncertain and volatile times. Below are insights into the fractures in relationships and business, and three ways that leaders can rebuild and repair these fractures and tensions.
Technology and Digitisation. A highly wired, agile and mobile workforce. The emergence of the millennial generation. These three are all rapidly changing the rules of the employment game.
Gabrielle Dolan, an expert on authentic leadership and storytelling and author of Stories for Work, sat down with Sara Moulton, Editor of HQ Asia, for a discussion on how established and emerging leaders can create impact with stories.
As we enter the last quarter of the year, let us take a few minutes to reflect on what we have accomplished so far in 2017. And identify what we want to still get done before December 31st.
Sectors such as retail have felt it like a tsunami, with relatively new players such as eCommerce platforms Amazon and Alibaba growing rapidly, taking market share and forcing change at traditional brick-and-mortar retailers.
The boundaries between our personal lives and work are becoming more blurred. As this influences the nature and impact of our voice, we must also ask ourselves the wider implications of the way we communicate, including well-being and autonomy. Louisa Baczor and Wilson Wong of the CIPD also share HR's role in developing organisational philosophy on the role of voice.
What are the five themes influencing the workplace evolution taking place across Asia, and how will AI impact the role of the HR leader? John Antos, Vice President of Strategy & Marketing, at ADP, shares recent research on the evolution of work and AI.
Welcome to HQ Asia’s new home! I hope you will take some time to explore the fresh site, our articles, and our offerings.
We had an interview with Yazad Dalal, Head of Human Capital Management (HCM) Cloud Applications at Oracle (Asia Pacific), who shared how Oracle utilises Cloud and analytics in human capital management to develop a versatile, future ready workforce.
Heekyung Min, an Executive Vice President at Korea's CJ Corporation, is a rarity in global business. A Korean female business leader with worldwide experience across diverse sectors, she speaks to HQ Asia about her career to date.
In October 2016, the Human Capital Leadership Institute is launching a research initiative, Leadership Mosaics Across Asia, to help companies develop global leaders from the region. Lead researcher Rebecca Siow draws out key insights on Asian emerging leaders and suggests three actions they need to take to become global leaders of the future.
Two Asian entrepreneurs - Deep Kalra of Makemytrip.com and Naoaki Mashita of V-Cube - share key lessons they learnt in their quest to build a successful business venture in the region.
How ready are Southeast Asia's emerging leaders to lead across borders? Human Capital Leadership Institute assesses their ability to navigate a volatile and uncertain world, engage across global boundaries and adapt to different cultures. HCLI's Rebecca Siow draws out key insights from the organisation's ongoing flagship research initiative, Leadership Mosaics Across Asia.
HQ Asia speaks with the Head of Insight & Futures at the CIPD about AI technologies shaping the future of work and the impact these can have on individuals, organisations and society.
Mark Hon may wear many hats, but he is an entrepreneur at heart. He speaks with HQ Asia about what it takes to be an entrepreneur. He shares advice for those who want to create a start-up and what the start-up scene looks like in Singapore.
HCLI continues to help organisations accelerate human capital and leadership development in Asia, for a globalised Asia. One of its ways of doing so is to drive pan-Asian research - for Asia, from Asia. What can HCLI's study of leadership in the region teach global leaders operating in Asia, and Asian talent keen to go global? Rebecca Siow picks our key insights from its flagship research platform, Leadership Mosaics Across Asia.
What two things are front of mind for Mastercard's CEO Ajay Banga?
How are the 2017 global trends - growth by design, a shift in what we value, a workplace for me and the quest for insight -- affecting the workplace and employees?
HQ Asia spoke with Heinrich Jessen, Chairman of Jebsen & Jessen (SEA) Pte LTd, on leading a family-owned business and the unique challenges.
Most companies focus their hiring strategies on strengths or what candidates can do. They assess the qualities and skills that are supposed to enhance job performance, and subsequently test whether candidates are likely to display those qualities once on the job. But why are companies focused on hiring based on weaknesses?
HQ Asia speaks with Jan Anne Schelling, Vice President for HR, Asia Pacific about how DSM is developing female leaders, barriers that women need to overcome to get to global roles and how DSM supports the advancement of female leaders.
"The machine doesn't care about psychological problems like sacrificing a stronger piece. It looks at immediate returns. Smart algorithms and very fast hardware allow a machine to look quite deep, to actually see the consequences." - Garry Kasparov, wrote this in the late 1990's referring to his famous matches with IBM's Deep Blue. Within just a few years, artificial intelligence (AI) had permeated almost every conceivable aspect of work and business life.
These are interesting times in the world and it makes sense for HR professionals to take a pause. Take stock of what is happening and to be able to articulate the emergent themes and patterns in their organisation. Soumitra Gupta, Head of Global Organization Effectiveness Consulting & HR APAC and MEA Human Resources for Franklin Templeton Investments, reflects on how - at both an individual and organisational level - communication styles have changed. He also shares insights into how companies can encourage employees to reconnect.
For most of the past two decades the talent challenge in China was finding enough qualified managers and executives to keep up with double-digit growth. Companies struggled with two issues: identifying the most promising talent from among the 7.5 million graduates coming out of Chinese universities every year and finding ways to fire and develop future leaders. Across industries, companies were growing faster than the supply of talent. To snag hard-to-get talent, multinationals emphasised their expertise in developing executives and attracted a generation of business leaders who saw that they could learn more working for a foreign business. Now, GDP growth has slowed and the dynamics of the talent war are changing.
HQ Asia speaks with Medtronic HR about its innovative human capital practices and how HR can think strategically and add value to business.
Boards play a critical role in guiding and evaluating the executive team and their strategy. But who is responsible for guiding and evaluating the board itself? New research suggests many boards are 'marking their own homework'.
Stop. Take a breath. Just observe the natural flow of your breath, letting go of anything that's on your mind for a few minutes. Now, read on to hear more about the long-term benefits of mindfulness from Professor Jochen Reb, associate Professor of Organisational Behaviour and Human Resources and Director of the Mindfulness Initiative at Singapore Management University.
While design thinking and human-centered thinking stem from the same ideology, HQ Asia Editor, Sara Moulton, takes the view that being human-centered is employee-focused while design thinking is user or client-focused. Read on for how companies can apply both to their businesses.
Why do some people become CEOs and others don't? Why do some Chief Executive Officers thrive while others fail? What separates an outstanding leader from an average one?
Thomas Riber Knudsen, CEO of Damco Asia (part of the Maersk Group) has stayed with one company throughout his professional career: 26 years in all. He began working at Maersk after serving in the Danish army and his career has spanned a few companies within the Group as well as several countries, including Singapore, Dubai, Saudi Arabia, the US, France and China. Here, he shares with HQ Asia insights into the values at Maersk and how these translate into action on the ground.
Peter Williamson, an Honorary Professor of International Management at Judge Business School, University of Cambridge, examines how one Asian giant of e-commerce adapted to volatility in the trickiest but most rewarding ways: by rewiring its mindset.
How does a startup become Singapore's first billion-dollar internet company? Sea (formerly Garena), founded in 2009 by Group CEO and Chairman Forrest Li, aspires to be like the internet giants Alibaba and Tencent Holdings Ltd. HQ Asia speaks with Group President Nick Nash on how they're capitalising on market gaps and finding talent to drive business.
Sri Lanka's civil war ended in 2009. As she undergoes a nationwide transformation, economic reforms and re-established goals emerge. Sri Lanka has great plans to become a higher grossing country and an integral leader in global trade.
Companies in Asia are slow in capturing the value of agile organisations. Understanding the two faces of agile - stability and speed - can help them play to their strengths.
HQ Asia speaks to Serge Pun, Founder and Chairman of Serge Pun & Associates Limited, to gain valuable insights on the future of Myanmar, and what it takes to be a successful emerging Asian leader.
Peter Drucker once said, "Culture eats strategy for breakfast". Given the importance of company culture, what can organisations do to enhance it? One pertinent step is to develop an inspiring leadership communication strategy. In this article, Jovina Ang shares three tactics for developing an effective and inspiring leadership communication strategy. These include demonstrating "caring leadership", creating a "big hairy audacious goal (BHAG)" and utilising the "power of human connection".
However the world changes, the pursuit of happiness is an enduring process in our lives. Such endeavours may seem like a personal pursuit, yet Bhutan sees it as a national goal and continues to implement strategies to bring the Bhutanese closer to happiness.
Credit Suisse's Vice Chairman for Asia Pacific, Lito Camacho, shares lesson into how to improve one's soft skills of leadership. Camacho, a lifelong banker, also spent three years working in the Philippine government so he draws from both his time in the private and public sector. Read on for why Camacho defines leaders and managers differently as well as how he ensures a high level of ethics of the employees at Credit Suisse.
Philippe Joubert is the former President of Alstom Power and Deputy CEO of Alstom Group, a Power and Transport Company with 94,000 people around the world and sales of 24 billion euros. Currently he is the Senior Advisor and Special Envoy, Energy and Climate, at the World Business Council for Sustainable Development (WBCSD), and Chair of HRH The Prince of Wales' Corporate Leaders Group. Joubert shares insights on the future of energy, and how to be ready for upcoming environmental challenges.
In the 70s and 80s, Indonesia was a relatively unknown entity in the West; now it's the emerging economic powerhouse of Southeast Asia. The journey of Prijono Sugiarto, President of PT Astra International, parallels that of his homeland. He too has overcome adversity to take a leading role. Now, he seeks to pass insight and opportunities to the next generation.
In a world where robots, automation and gamification become the norm, how can a workforce adjust to be future-ready? For a start, by becoming more human. Sara R Moulton, Editor of HQ Asia, along with Wong Su-Yen, CEO at Human Capital Leadership Institute, explore how technology is revolutionising the workplace.
A conversation with David Chin, former Chief HR Officer of Biosensors International, reveals that business strategies that used to work for Asia are fast becoming irrelevant. In response, leaders in Asia need to ask questions, learn from developed markets, and coach the new generation. The role of HR is also discussed. Rebecca Siow, HCLI's Interim Head of Research & Insights, distils the key highlights.
Human resources is one of the most misunderstood and under-appreciated functions in any organisation. Some of your friends and colleagues may even think of HR as just posting job openings online. So how can HR move from an image of job posters to brand builders? Joe Escobedo shares.
In the face of the challenges of a growing city, the potential issues surface around densely populated cities signal the need for strategic plans, and building a smart nation could be the solution for the future. Steve Leonard, former Executive Deputy Chairman of IDA Singapore and current CEO of SGInnovate, shares with HQ Asia how IDA envisions the future of Singapore towards a smart nation.
What will the future of talent look like in Singapore in 2030? Dr Wilson Wong, Head of Insight & Futures at the Chartered Institute of Personnel and Development (CIPD), shares research on what Singapore could look like in 15 years.
Are you a foreign leader new to Asia? HCLI's latest research initiative, Leadership Mosaics Across Asia offers tips that will help you engage your local team in nine Asian markets.
Grace Sai is the CEO and Co-founder of The Hub Singapore - the country's pioneering co-working entrepreneurial community that has in the past four years established itself as the go-to place for entrepreneurs and their collaborators. The Hub goes beyond providing traditional co-working space, and grows entrepreneurs by providing seed funding, capacity building, community, business growth support and an international network to its community of 220+ startups. HQ Asia had the opportunity to speak to Grace about the future of work, and the potential influences of co-working on workplace design.
During spring 2016, AlphaGo, artificial intelligence developed by Google, defeated two human Go champions, thus breaking a frontier many people and specialists thought would never be possible. Deep learning refers to an artificial neural network that is multi-layered.
HQ Asia sat down with Mr Gan Seow Kee, Chairman and Managing Director of ExxonMobil Asia Pacific Pte Ltd, for a discussion on how ExxonMobil develops its local leadership pipeline as well as Mr Gan's leadership journey.
Ones that look like them. As Freud noted, people are basically narcissists. One needs to look no further than the leadership ranks of his or her organisation to find anecdotal evidence. Indeed, extensive academic research shows leaders are especially enamoured with their own capabilities. Not surprisingly, they tend to attract and select people who are comparable to them.
Is the Philippines undergoing a 'brain gain' as its skilled overseas professionals return home? Below we look at what these talents bring to the table, how organisations can best attract them, and the push and pull factors that determine whether they will make the move.
There seems to be no shortage of evidence to tell us that the way we work is transforming. Some have even gone as far as to say that the changes we are seeing now are even more dramatic than those that occurred during the last industrial revolution more than 100 years ago.
Technology will continue to have a great impact on the job market. Michael Gryseels, director in McKinsey & Company and leader of the McKinsey Digital Campus, and Susan Lund, partner at the McKinsey Global Institute, summarise new findings from McKinsey Global Institute on how the digital space is impacting the job sphere and how companies can capitalise.
China is in a period of transition marked by rapid changes in market environments, regulations, knowledge and technology. This has implications for leaders as they try to navigate a rapidly changing environment and sustain their organisations' growth and development. Professor Xiaobo Wu of Zhejiang University, China, looks at how Chinese technology firm Huawei has utilised the concept of grey management to see it through periods of transition.
Expatriate managers in Thailand face a unique set of opportunities, issues and challenges. Darren Hanson, Professor of Leadership and Head of Global Partnerships, NEOMA Business School, France, looks at how Thai culture impacts the workplace, and gives his view on how best to be a leader of Thais in Thailand.
The Islamic economy as defined by Salaam - Global Islamic Economy Gateway encompasses seven pillars: Food; Finance; Fashion, Art & Design; Travel; Pharmaceuticals & Cosmetics; Digital; and, Media & Recreation. Today, it is one of the fastest growing sectors due to the increase in turnover and the addition of new areas that have not been open to Islamic economy before. According to the Global Islamic Economy Report 2015/2016 released by Thomson Reuters, Islamic economy now represents USD1.8 trillion in food and lifestyle expenditure and it is projected to reach USD2.6 trillion in 2020. Meanwhile USD1.35 trillion is invested in Islamic banking assets and projected to reach USD2.6 trillion by 2020. It is not surprising then that several countries jostle to position themselves as the leader of Islamic economy in order to reap the benefits from its growth particularly in these two areas.
Evan Kuo is the Country Director for a large Taiwanese tech firm’s new development office in Bangalore, India. The Bangalore site has been running for merely a year but Kuo has already hired more than one hundred engineers, with ambitious expansion plans for the year ahead. The company is relatively small compared with their main competitors and much of its new staff left well-established Western multinationals to join because of the firm’s nimble, “start-up” reputation. But only one year into the new venture and the first question Kuo asks his Bangalore HR head when he walks in the door is, “Alwyn, tell me honestly, do we have a retention risk?” Alwyn looks uncomfortable. Kuo has learned enough from working in India to take this as a yes.
Stephanie Nash sat down for a discussion with HQ Asia on her leadership journey, developing talent and how the Western work environment differs from Asia. Currently, she is the Chief People Officer of RedMart and before that, she held HR leadership positions at Allergan, Microsoft and BHP Billiton. Stephanie has worked in Singapore, the US, Australia and Chile.
Lemon Tree Hotels won the Asian Human Capital Award (ACHA) for its innovative human capital practices. Lemon Tree Hotels has approximately 800 employees who are physically or mentally disabled, or opportunity deprived. Read on for a discussion with Patu Keswani, Chairman and Managing Director, for future plans, how roles are tailored for employees with disabilities and what other companies can learn from Lemon Tree Hotels.
Is the era of the multinational corporation (MNC) over? Professor Peter Williamson, University of Cambridge, looks at how MNCs can learn from — and compete — with rising local players.
Executives who make organisational blunders may be guilty of turning a blind eye to obvious organisational problems and wilfully ignoring facts when making decisions. HQ Asia sat down for a discussion with author Margaret Heffernan, a former CEO of several multimedia companies, for an examination of the root causes and symptoms of this potentially devastating concept. Heffernan proposes five steps that executives can take to mitigate ‘wilful blindness’.
Dr Mahzarin Banaji is the co-author of Blindspot: Hidden Biases of Good People. In a conversation with HQ Asia, she talks about ‘mindbugs’ and unconscious biases, and how organisations can deal with these issues.
Is frugality a virtue that business has forgotten? Gerry George, Dean at the Lee Kong Chian School of Business at Singapore Management University, argues that Asia must be cheap to tackle its core issues.
This article looks at the lost art of questioning in leadership. How should and can leaders re-build their “questioning” faculty, rather than resorting to their comfort zone impulse of “telling”, and more so in the emerging Asian context is examined.
Julian Persaud, Global Head of Operations, Airbnb Experiences, shares his thoughts on Asia’s technology trends, the leadership styles and skills he values most and the underestimated importance of talent mobility.
Talent Analytics is a field where various myths prevent HR leaders from unlocking the potential of data. Dr Andreas Raharso debunk the myths, and through examples, shows how companies can use talent analytics to improve their bottom line.
Heekyung (Jo) Min, Executive Vice President of Global CSV at CJ Corporation, a South Korean conglomerate, spoke to HQ Asia about what it takes to be successful in South Korea, the need for foreign managers to understand Korean culture, what Korean employees value and the Korean corporate DNA.
Antonio Helio Waszyk, former Senior Vice President, Nestlé S.A., was the Southeast Asia Regional Head, as well as the Chairman of Nestlé India. HQ Asia spoke with Waszyk about his life, lessons learnt and his insights into thriving as a global leader.
Aloke Lohia, founder and Group CEO of Indorama Ventures PCL, a Thailand-based global petrochemical producer and manufacturer of wool yarns, spoke to HQ Asia about insights — drawn from over 30 years of experience working in Thailand — into the Thai national culture, work culture and the future of businesses in a globalising world.
Dr Bob Aubrey proposes using key development indicators (KDIs) to balance key performance indicators (KPIs) when developing people beyond short-term performance, a concept that is more fully explored in his newest book, Measure of Man.
HQ Asia sat down with Professor Michael Witt for a discussion on liability of foreignness, the five 'market' clusters that exist within Asia and what companies need to be aware of when entering a new cluster, or region.
Is humility in an Asian leader a sign of strength or weakness? HCLI summarises research conducted with co-authors Burak Oc (Bocconi University), Gary Greguras (Singapore Management University), Michael Bashshur (Singapore Management University), and James Diefendorff (Akron University) on the nature of leader humility and its importance in an Asian context.
Shanti L Poesposoetjipto is Chairman of PT Samudera Indonesia Tbk, an Indonesian shipping, logistics and port operations organisation. A proud Indonesian and an active contributor to the management education scene, HQ Asia speaks with her on how the archipelagic nation’s next generation of business leaders can go global.
As businesses go global, the push for national diversity at the top has grown stronger. But have the upper ranks really become more diverse? Dr Pankaj Ghemawat and Herman Vantrappen discuss the real numbers behind the story.
The role of the regional president is a tough one. If done well, however, this role has the opportunity to develop local talent, drive business growth and shape the way global headquarters views and interacts with the region. HQ Asia spoke with Kimberly-Clark’s Achal Agarwal, President of Asia Pacific, about his role and views on this crucial post.
As regional HR teams ramp up talent practices in Asia to match global standards, business heads are increasingly expecting HR to create leadership talent that can both lead in Asia and represent the region in the global arena. In part 1 of this 2-part article, HQ Asia highlights initiatives regional HR teams are undertaking in order to create global Asian leaders, and identifies the roles HR will need to play along the way.
As a company with headquarters in Switzerland that has been operating in Asia for almost 150 years, DKSH has the prototypical outside-in perspective on Asia. HQ Asia spoke with Dr Jörg Wolle, President and CEO of DKSH, to garner his perspective on cultural nuances, talent development and business practices in Asia.
To better take advantage of the complex and ever-changing business environment of Indonesia and grow through innovation, organisations must maintain an external focus. Dr. Henrik Bresman outlines five basic principles that senior leaders of Indonesian organisations should apply to develop externally focused teams, or x-teams, as a way to ignite innovation and to develop a new generation of leaders.
Dr. William Fung is the younger of the two brothers now helming Hong Kong’s Li & Fung, which designs, sources, develops and distributes consumer goods. HQ Asia speaks to him about the lessons he has learnt working and leading in this global Asian company. Although he is careful not to stereotype practices as East- and West-oriented, he shares some best practices at Li & Fung, and a number of personal lessons, which may have Eastern influence.
Dr. Cedomir Nestorovic explains differences in leader behavior in terms of whether he or she focuses on processes or outcomes and explores the role of culture in that focus.
HQ Asia poses three questions to Amit Lohia, Managing Director of Indorama Corporation, an industry leader in the textiles, synthetics and PET businesses.
Professor Richard Boyatzis, a Distinguished Professor of Organisational Behavior at Case Western Reserve University distills his top 8 insights on leadership.
To stay ahead of the curve in high-growth markets, new perspectives on human capital are needed to effectively capitalize on this growth. James Eyring recounts his experiences with a highly effective "growth leader" and offers some insights into the critical competencies that contributed to this success.
Sunny Verghese, Co-Founder and Group CEO of Olam, shares his reflections on leadership with HQ Asia.
Ho Kwon Ping, Executive Chairman of Banyan Tree, spoke with HQ Asia about his personal lessons on leadership.
Donald Low, Associate Dean (Research and Executive Education) at the Lee Kuan Yew School of Public Policy explains how behavioural economics can help organisations make better decisions.
The story of one man’s journey from a small village in East Java to senior leadership positions with IBM globally, and now his position as Commissioner of a major Indonesian conglomerate.
Aaron Boey has played a critical role in putting brands such as Tiger Beer, Philips and Levi’s on the global map, as well as creating a new global jeanswear brand, Denizen. He speaks to HQ Asia about how his formative years at Asian companies helped him to succeed at multinational corporations.
Harish Manwani has won awards ranging from CNBC’s Asia Business Leader of the Year award to Singapore’s Public Service Medal. He shares his leadership journey and lessons with HQ Asia. At the time of the interview, he was the global COO of Unilever.
American management thought-leader Gary Hamel talks to HQ Asia about what businesses can learn from the attributes of the Internet.
MasterCard’s Ajay Banga is a rarity. Raised and educated in India, he is one of the few Asians to serve as CEO of a major Western MNC. Banga spoke with HQ Asia on the advantages of Asian leadership, the attributes all leaders need, and the mass-market appeal of an easy-pour ketchup bottle. HQ Asia spoke to him and distilled ten of his leadership insights.
Koh Boon Hwee, former chairman of numerous major corporations such as SingTel, Singapore Airlines, and DBS Bank, shares 10 tips on leadership.
In a rapidly changing world, it is critical – and yet surprisingly difficult – for business leaders to engage in continuous learning. Jean-François Manzoni explains why.
Many companies in Asia are keen to globalise and yet stay Asian. A lot will depend on their ability to develop global leaders from asia. HCLI organised an executive roundtable to understand Asian insights on leadership across borders.
Kai Foong Tan and Rebecca Siow speak to James Lim, President for Greater Asia at Becton, Dickinson and Company, about his rise to becoming the first Asian to hold this position.
The GLOCAL Project (Globalising and Localising Of Corporate Asian Leadership) is our inaugural initiative to redefine global leadership together with leading organisations operating in Asia.
With the rapidly changing nature of work, the workforce and the workplace, leaders in Asia are recognising the need for human capital practices to be transformed. However, what capabilities will human capital leaders need to enable such a transformation?