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.
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.
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.
Only when SMEs prioritize the people agenda and build a digital mindset, can they achieve the differentiating edge to succeed in the digital economy.
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.
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.
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?
What do these companies have in common?
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?
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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?
HQ Asia spoke with Heinrich Jessen, Chairman of Jebsen & Jessen (SEA) Pte LTd, on leading a family-owned business and the unique challenges.
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.
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'.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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. 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.
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.
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.