The Most Influential Businesswomen To Watch Out

From Editor’ s Desk

Womenareeffectivechangeagents,anddiversityandgenderparityinleadershipand

decision-makingareincreasinglyacknowledgedinallwalksoflife.Womenstillmakeup averysmallpercentageofthosewhomakedecisionsinpolitics,business,andsociety

Theneedtoclosethepaygapbetweenmenandwomenhavereceivedmoreattentioninrecentyears, alongwithcallsforgreatergenderequality.Despitethefactthattherehasbeenalotofimprovement inthisarea,therearestillfartoofewwomeninpositionsofauthority

Conqueringthestruggles,womenhaveemergedaspowerfulleaders!

ThisissueofCIOWomenofTheMostInfluentialBusinesswomentoWatchOutarethestoriesof suchpowerfulwomen.

Featuringforthecoverstory-

KarenSimon,President,andManagingPartner,EmersonsCommercialRealEstate

KarenstoodoutbecauseshewasthefirstwomanworkingasanindustrialrealtorinDallas-Fort Worth.Duetothefactthatshewasabitofanoutlier,shegainedsomeexposure.Therealizationthat womencoulddothejobwiththerightopportunityandeducationledtosomedoorsopeningasa result.Karenhascontinuallyworkedtokeepdoorsopenforwomeninthecommercialrealestate industry,notonlyinindustrialrealestate.

Karenbringsknowledge,training,andadrivetogoaboveandbeyondthetaskathand.Sheattempts tofindoutdespitebeingunafraidtoadmit, “I don't know.” For example, she claims, “I'm not afraid to say, I don't know, but I'm willing to find out, and I think that's a key factor. Most people will forgive you for not knowing something as long as you're willing to find out for them.”

SonicaAron,FounderandManagingPartner,MarchingSheep

Comingfromafamilyofdoctors.Theyoungestofthreesiblings,nooneinSonicaAron'sfamilyhas studiedorpracticedbusinessmanagement.So,thiswasacompletelynewworldforSonica.From havingmedicaldiscussionsatthedinnertableasachildtotodaywheresheandherfamilytalkabout socialjustice,genderexpression,awarenessaboutdisabilities,andinclusion.SonicaisanHR professionalwithmorethan2decadesofexperience. Shalmali

“Women have always been the strong ones of the world.” - Coco Chanel

This list is NOT a ranking. The companies on listed in magazine serve different aspects of the market, making ranking them in any order except revenue impossible and unfair. We try to bring a perfect platform for business organization to showcase their valued products/ services.

Metaversewasrecordedtobeamongst thetopmostpopularwordsof2020 worldwideanditspopularityhasonly grownwithtime.Eversincemark Zuckerbergchangedhiscompany “Facebook's”nameto“Meta”,the internetwastakenbystormandall socialmediaattentionwasdiverted towardsthisnewtechnologicalword “Metaverse”.topinvestorandtech giantsfromaroundtheworldstarted pumpinginmillionsofdollarstopush thistechnologyandgetitupand running.

However,whattheworldsdidn't realisebackthenwasthattheterm “Metaverse”wasfirstcoinedina sciencefictionnovelnamed“Snow Crash”writtenbyanAmericanwriter, NeilStephensonintheyear1992.This noveldepictedhowaboyliveduallife, oneontherealworldandtheotherin thisvirtualimmersiveworldcalledthe Metaverse.Sowecancomfortablysay thatthisconceptofanimmersive virtualspacethatisparalleltothereal worldhasbeenaroundsinceawhile buthasonlycaughtoneyeballsofthe massesafterbeingaddressedbytop techenthusiastsandgiants.

Inthisarticleyouwilllearnabout:

Ÿ WhatistheMetaverse?

Ÿ Whatarethetop3challengesof theMetaverse?

Ÿ Whatarethetop3benefitsinthe Metaverse?

PR News Section

WhatisMetaverse?

TheMetaverseisenvisionedtobea virtualplatformwherepeoplecancarry outtheirdaytodayactivitieslike working,studying,shoppingetc.allin animmersivesetup.Expertspredict thattheadoptionofMetaversewill changethewaydigitalinteractions takeplaceforgenerationstocome.

Itisoneofthebiggestbreakthroughs intheworldoftechnologyandnosuch technologywithsuchgreatpotential haseverbeenspokenaboutbefore.It canbeconsideredasaniterationofthe internetasasingleandone-point universeandimmersivevirtualworld thatisfacilitatedbyAugmented Reality(AR)andVirtualReality(VR) wearabledevices.

UserscanputonAR/VRwearable devicesandenterthisimmersive virtualworldandcarryoutanentire virtuallifewhichisparalleltotheir realworldlife.Auniquefeatureofthe Metaverseisthatuserscaninteract withobjectsandotherusersina3 dimensionalsetup,thismeansthat theycannotonlyseebutalsotouch andfeelotherrealworldreplicated objectsandotherusersinreal-timeas theyare.

TheMetaverseispoweredby advancedtechnologieslikeAugmented Reality(AR),VirtualReality(VR), ArtificialIntelligence(AI),Machine Learning(ML),Blockchain, Cryptocurrency,NonFungibleTokens (NFTs)etc.andhasgreatpotentialto

completelyrevolutionizetheway digitalinteractionstakeplaceinthe future.

Metaverseexample1:Imagineifyou couldwalkthestreetofMilanand shopfromyourfavouritebrands,tryon footwearandclothes,makeyour selectionandgetitdeliveredtoyou physicaladdress..Allofthiswithout stampingyourpassportorbuyingflight tickets!Yes,theMetaversemakesthis possible,youcouldsitatthecomfort ofyourcouchandstillvisitplacesin differentdemographics.Metaverse example2:Nowimagineifyouhadto attendanimportantconferencein Australiaat11am,andanotherseminar onthesamedayat5pminIndia..The Metaverseallowsyoutojustputon AR/VRwearabledevicesanbeatboth placeswithoutyouneedingtohamper yourwork.Youmustbewondering thatthisisalsopossiblethrough platformslikeZoom,Teams,Google Meetsetc.,howeverwhatmakesthe Metaversestandoutisthatyoucan attendthesemeetingin3Dimmersive environments,unliketheabove mentionedthatallowyoutoonlydee thingsonascreenina2D environment.WithMetaverse,youcan see,hearandfeelobjectsandother peoplearoundyoulikeitwouldbeina realcasescenario.

C O N T

Cover Story

A Highly Qualified Womenpreneur with Outstanding Strategies

Delivering Tangible Business Value

E N T S

The Many First Women

Razia Sultan - Sole Female Ruler of the Subcontinent

Management Vs Strategy Consulting

Leader Or Manager Choice Is Yours

Sole Female Ruler of the Subcontinent

Raziyat-Ud-DunyaWaUd-Din,also knownasRaziaSultana,wasthesultan oftheDelhiSultanateinthenorthern regionoftheIndiansubcontinent.She diedonOctober15,1240,duringher reignof1236–1241.ShewasDelhi's soleMuslimfemalerulerandthefirst femaleMuslimruleroftheentire subcontinent.

Razia,aMamlukSultanShamsuddin Iltutmishdaughter,wasinchargeof runningDelhiin1231–1232whileher fatherwasengagedintheGwaliorwar. Accordingtoatraditionthatmayor maynotbetrue,afterreturningto Delhi,IltutmishnamedRaziaashis heirapparentafterbeingpleasedwith herperformanceduringthistime.

RuknuddinFiruz,ahalf-brotherof RaziawhosemotherShahTurkan intendedtohaveherputtodeath, succeededIltutmishasruler.Razia incitedthepopulacetofightagainst ShahTurkanduringarebellionagainst Ruknuddin,andsherosetothethrone afterRuknuddinwasdeposedin1236.

AgroupofnobilityopposedRazia's ascension;somejoinedherinthe end,whiletheothersweredefeated. Shedefiedtheexpectationsofthe Turkicnobilitywhobackedherby assertingherpowermoreandmore. Theybecameresentfulofherasa resultofthisandthenon-Turkic officialssheappointedtohigh positions.Apartyofnobles overthrewherinApril1240after lessthanfouryearsinpower.She soughttoreclaimthethroneby marryingoneoftherebels, IkhtiaruddinAltunia,butwas thwartedbyherhalf-brotherand successorMuizuddinBahramin Octoberofthatyear.Shewas assassinatedsoonafterhermarriage withAltunia.

REarlyLife-

RaziaSultanruledthenationfrom 1236until1240.Shewasborninthe year1205.ThefirstMuslimwoman toholdapositionofauthorityin DelhiwasRaziaSultan.In1236,she tookoverasherfatherShams-ud-din Iltutmish'ssuccessorandestablished theSultanateofDelhi.

NasiruddinMahmud,theboy Iltutmishhadraisedtosucceedhim, unexpectedlypassedawayin1229. AccordingtohistorianMinhaj-iSiraj,Iltutmishfearedthatbecause hisothersonswereengagedin enjoyablepursuits,theywouldnot beabletorunthegovernmentafter hisdeath.In1231,Iltutmishplaced hisdaughterRaziainchargeof runningDelhi'saffairsbefore departingonhisGwaliorcampaign. AfterreturningtoDelhi,Iltutmish decidedtonameRaziaashis replacementbecauseshedidherjob sowell.IltutmishinstructedTajul MulkMahmudDabir,hismushrif-i mamlakatofficer,todraftanedict designatingRaziaastheheir presumptive.Iltutmishresponded

thatRaziawasmorecapablethanhis sonswhenhisnoblesquestionedhis choiceonthegroundsthathestillhad livingsons.

Ruknuddinfailedasaleaderandgave ShahTurkan,hismother,controlofthe government.Anumberofnobles rebelledagainstthetwoafterthey blindedandkilledQutubuddin,the well-likedsonofIltutmish,andeven thewazir(primeminister),Nizamul MulkJunaidi,joinedthem.The situationworsenedwhenslaveofficials ofTurkicdescentloyaltoRuknuddin plottedtoassassinateTazik(nonTurkic)officersofthesultanate.Asa result,numeroussignificantTazik officers,includingZiyaulMulk,the sonofJunaidi,andTajulMulk Mahmud,thepersonwhowrotethe decreedesignatingRaziaastheheir apparent,werekilled.ShahTurkan intendedtohaveRaziaputtodeathin DelhiasRuknuddinmarchedtoward Kuhramtoconfronttherebels.

NotonlywasRazia'saccessiontothe Delhithroneunusualbecauseshewas awoman,butitwasalsonotable becausepublicbackingservedasthe primarymotivationforit.Shehad reportedlypleadedwiththepopulace toremoveherifshedidn'tliveupto theirexpectations,accordingtothe 14th-centurymanuscriptFutuh-usSalatin.RaziaSultan,likeherfather, wasafiercewarrior,wise administrator,andstrongwoman. Despitethefactthatsheonlyheld powerforthreeyears,heractionsare stillrecordedinhistory.Oneofthe placesthathonorsthememoryofthis bravewomanistheRaziaSultan's TombinDelhi.Shesatinanopen durbarwhilecostumedasaman.She hadqualitiesofamonarchandwasa successfulruler.Raziahadminimal interactionwiththewomenofthe varietyofmistressesasachildand youngadult,soshewasnotexposedto

theexpectedbehaviourofwomenin theMuslimcommunity.Indeed,she wasdrawntotheexerciseofher father'ssultanatelongbeforeshe becameone.Incontrasttotradition, Raziawouldlatershowherfacewhen sherodeanelephantinbattleasthe commanderofhermilitaryforce.As sultan,sheworeaman'stunicanda crown.

WorkofRaziaRaziaimmediatelysetupanumberof significantpositionsaftertakingthe throne.ShegaveNizamulMulkto KhwajaMuhazzabuddinand appointedhimashernewwazir (primeminister).Formerwazir Junaidi'sdeputyatthetimewas Muhazzabuddin.MalikSaifuddin AibekBahtuwasgiventhetitle QutlughKhanbyRaziaandgiventhe responsibilityofleadingherarmy Butsoonafter,Saifuddinpassed away,andRaziachoseMalik QutubuddinHasanGhuritofillthe vacantpositionofnaib-ilashkar(inchargeofthearmy).Raziagavethe rebelwhohadjoinedher,Malik IzzuddinKabirKhanAyaz,theiqta' ofLahore,whichhadpreviouslybeen heldbytheassassinatedrebel AlauddinJani.Amongthosechosen byRaziaforpositionsintheroyal householdwereMalik-iKabir IkhtiyaruddinAitiginastheAmir-i HajibandMalikJamaluddinYaqutas Amir-iAkhur

TheShiasattemptedtooverthrowthe SultanateduringRazia'srule,but theiruprisingwasputdown. The JamaMasjidinDelhiwasattackedby ShiaQarmatiansinasignificant incident.Priortothis,theQarmatian leaderNuruddinTurkhadrecruited over1,000followersfromDelhi, Gujarat,Sindh,andtheDoabandhad denouncedtheSunniShafi'iand Hanafiteachings.Heandhis followersinvadedthemosqueon

March5,1237,andbeganslaughtering theSunniswhohadgatheredtherefor Fridayprayersbeforebeingattacked bythelocals.

Inresponsetoadangerfromthe Mongolsin1238,MalikHasan Qarlugh,apreviousKhwarazmian governorofGhazni,dispatchedhisson toDelhi,mostlikelytoseekamilitary allianceagainsttheMongols.Razia graciouslyacceptedtheprinceand offeredhimtheproceedsofBaranfor hiscosts,butshedeclinedtomakean alliancewithhimtoopposethe Mongols.

Beingasuccessfulruler,RaziaSultana establishedgenuinepeaceinherrealm, inwhicheverysinglepersonabidesby therulesandregulationsshe established.Shemadeaneffortto strengthenthefoundationofthe countrybyconstructingstreets, diggingwells,andimproving exchange.Shealsoestablished educationalinstitutions,researchhubs, publiclibraries,andotherfacilitiesthat madeiteasierforscholarstostudythe QuranandMuhammad'straditions. Hindufulfillstheneedsinthesciences, thinking,spacescience,andwriting thatwereprioritizedinschoolsand colleges.Shesupportedacademics, painters,andcraftspeopleandmade contributionsinthefieldsof craftsmanshipandcultureaswell.

Endoftheaccession-

TherebelnoblesinDelhiinstalled MuizuddinBahram,asonofIltutmish, onthethroneafterwordofRazia's capturegotthere.OnApril21,1240, heofficiallytookthethrone,andon May5,1240,thenoblessworeloyalty tohim.Thenewmonarchwasonly supposedtoserveasasymbolichead ofstate,andIkhtiyaruddinAitiginwas giventhenewlyestablishedpositionof naib-imamlakat,whichiscomparable toregent.IkhtiyaruddinAitiginwas

howeverslainwithin1-2monthsby thenewking.

ThenobilityinDelhidividedup significantpositionsandiqtasamong themselvesafterremovingRazia, disregardedingtheclaimsof IkhtiyaruddinAltunia,whohad detainedRaziainTabarhinda.Altunia decidedtojoinRazia'ssideafter Aitigin'sdeath,whenshehadgivenup anyprospectofreapinganyrewards fromRazia'soverthrow.Seeingthisas achancetoreclaimthethrone,Razia wedAltuniainSeptember1240.Other irateTurkicnobles,suchasMalik QaraqashandMalikSalari,supported thetwo.

AbdulMalikIsamiclaimedthat Khokhars,Jats,andRajputswereall involvedinthearmythatAltunia gathered.SultanMuizuddinBahram ledanarmyinbattleagainstthearmies ofAltuniaandRaziainSeptemberand October1240,andonOctober14th,he wonthevictory.Afterbeingforcedto flee,AltuniaandRaziamadetheirway toKaithal,wheretheirmenabandoned themandamobofHindusslaughtered them.RaziapassedawayonOctober 15,1240.

TheburialofRaziaissituatedinOld Delhi'sMohallaBulbuliKhana,close toTurkmanGate.Evenafterthe controversiesinher4yearsof accessionRaziaremainthefirst womeninIndianhistorytobealady rulerofthesultanate.NameofRazia hasbeencarvedwiththegoldenwords inhistoryforhersocialworkand absolutededicationtowardsherpeople withgreatadministrativeskills.Over theperiodoftimeshebecameagreat inspirationforthewomeninIndia.

KAREN SIMON

A Highly Qualified Womenpreneur with Outstanding Strategies

Asedulouspersonalityhelps overcomeallobstaclesand thrivesthroughevery challengethatcomesalongthewayto achievement.Personalityisimportant, especiallyforleadersinsectorslike realestatetoearnthetrustoftheir clientsandteammates.Karen

Simon

(Presidentand

ManagingPartner

at EmersonsCommercialManagement US,LLC)isaremarkablewoman leaderwhoisboostingtherealestate industrywithheradroitleadership.Her uniquepersonalityasarealestate experthaswonherconsiderable respectforherhighlypersonalized approachtoherclients.Shedrawson decadesofexperience,deep communityconnections,andunique marketingknowledge.

EducationalBackground

KarenearnedaBachelorofScience degreeinhistoryandeducationfrom theUniversityofTexasinAustin.She brieflytaughtforoneyearinaFort Worthhighschool.Shestarted teachingwhenshewasjust20years old,makinghertheyoungestteacher evertobehiredtoteachinahigh schoolintheFortWorthregion. Teaching18and17-year-oldsproved tobesomewhatdifficultforKaren,so shereturnedtograduateschooltoearn amaster'sdegreewithaprimaryfocus onAmericabetweentheWorldWars. Shealsogotajobteachingata communitycollege.

Karenmaintainedherdoctoralwork afterleavingherpositionasa communitycollegeinstructor.She chosetoquittheacademicfield, though,becauseshewasunabletofind employmentlocallytoteachupperlevelcourses.Forbothundergraduate andgraduatedegrees,thefederal governmentgrantedhercreditfor education.Karenwasconsequently eligibleforthehighestpositionoutside ofWashington,theGS14/15.Later,

shewasemployedbythe DepartmentofHousingandUrban DevelopmentinRegion10,afivestateregion,astheexecutive assistanttotheregional administrator.Shewasalsoincharge ofmanagingallintergovernmental andpublicrelationsforthefive-state region.

RealEstateJourney

Karen'srealestatecareerstarted whenshecameacrossabrochure thatstatedthatindividualsmay becomerealestatebrokersifthey hadcompleted60semesterhoursof realestate-relatedcourseworkor900 classroomhoursofrealestaterelatedstudy.Karenprovideda transcriptbecauseitwasintriguing toher.Butinordertotaketheexam, sheneededthreesemesterhours,or ninehoursofclass,outofapossible 60.Asaresult,Karentookatwoweekleaveofabsenceandattended schoolduringtheday,night,and weekends.

Aftersuccessfullypassingthetest, Karenreceivedherbroker'slicense. Shemetthemaninchargeofthe HenryS.MillerCompany's industrialdivisionafterworkingfor theDepartmentofHousingand UrbanDevelopmentforalmostfour years.TheHenryS.Miller Corporationwasthebiggestreal estatecompanyinTexasatthetime andrankedfifthinthenation.

Therewerenowomeninthe company'scommercialdepartments inthemiddleofthe1980s.Inorder togetKarentoconsidertheofferin 1983,theyhadtobargainwithher overaperiodofseveralmonths.And that'showKarendecidedto distinguishherrealestatecareer.It wasastruggleforhersinceit involvededucationandpersuasion.

BringingValuesagainstallOdds

Karendiscoveredthataslongasone waspreparedandknowledgeableto handletheircompanybusiness,clients didn'tcareifshewasawomanora man.Shewaspreparedtoputinalot ofeffort,buthermalecolleaguesinthe realestateindustrywerealittleless acceptingofherinvolvement.They didn'ttrustwomensincetheymightnot knowwhattheyweredoingorcouldn't tellthedifferencebetweenadock-hi grade-levelentrywaytoawarehouse. However,HenryS.Millerwasavery pragmaticcompanyandagreedtosend Karentoseveralindustrialrealestate

schoolstolearnthelanguageandget familiarwiththeprocedurebefore shehadtohireanyone.Andthus Karenstartedherfirstcoursein industrialrealestate.

Karenstoodoutbecauseshewasthe firstwomanworkingasanindustrial realtorinDallas-FortWorth.Dueto thefactthatshewasabitofan outlier,shegainedsomeexposure. Therealizationthatwomencoulddo thejobwiththerightopportunityand educationledtosomedoorsopening asaresult.Karenhascontinually workedtokeepdoorsopenfor womeninthecommercialrealestate

industry,notonlyinindustrialreal estate.

Karenbringsknowledge,training,and adrivetogoaboveandbeyondthe taskathand.Sheattemptstofindout despitebeingunafraidtoadmit,“I don'tknow.”Forexample,sheclaims, “I'm not afraid to say, I don't know, but I'm willing to find out, and I think that's a key factor. Most people will forgive you for not knowing something as long as you're willing to find out for them.”

EmersonsCommercialRealEstate: JourneysoFar

EmersonsCommercialRealEstatewas foundedin2004byMattPrice,aCPA andrealestateinvestor,andRichard Webb,abankerwhohadalsobecome interestedinrealestate.Theyeachhad thechancetoacquireasizable portfoliotosellwhileworkingfora familytrust.In2004,theyestablished theirbusiness,andKarenjoinedthem in2016.Thecorporateheadquarters wasinDallas,whilethecompanyalso hadanofficeinOklahomaCity Atthe time,theymanagedand/orleased around7millionsquarefeet,butsince theyhadpreviouslyworkedforKroger RealEstatetheyhadtheopportunityin 2019toformamanagementcompany called1045LLCalongwithanother realestategroupcalledPriority Properties.Inaddition,theyreceived thenationalcontractformanagingthe 2,800KrogerfacilitiesintheU.S, totaling80millionsquarefeet.

Emersonsowns50%of1045LLC,a businessthatisrapidlyexpandingin thepropertymanagementindustry.It hasestablishedarealestateinvestment trustandiscurrentlyraisingmoneyfor asecondfundtopurchasestabilized retail.Karenestimatesthat1045LLC hasroughly39officesnationwide whenitcomestoalltypesof commercialrealestate.

EmersonsGoal

KarenwantsEmersonsFortWorthto increasethesizeofitscommercialreal estatepropertyportfolioandengagein actualpropertymanagement.Duetoits expertise,thecompanycurrentlyrefers allpropertymanagementtoitsDallas office.KarenwouldpreferfortheFort Worthofficetohaveanothergrowth opportunitythough.Shethinks Emersonsisstillyoungand developing.Thecompanycanprovide ownershiptoanyonewhojoinsthe team.InadditiontotheBradford Company,Karenhasservedasthe managingpartnerofseveralother businesses.Sheopenedandrantheir TarrantCountyofficefor12years,but shewasnevergiventhechanceto becomeanowner.

Self-Analysis&AdviceforWomen Entrepreneurs

Karenwouldliketorefertoherlifeas “thejourneyofahumanitarian”.She enjoysthedailychallengeofworking andfindsgreatsatisfactioninworking forsomecharitableorganizations.

Karensaysinheradviceforaspiring femalebusinessowners, “Know everything you can about a geographic area. Know everything you can about some subset in the commercial real estate business, for example. For the first 15 years of my career, all I did was industrial real estate. I think that I have come away from that 15-year period as knowledgeable, and that's an important thing to be able to share with a client.”

Karenhasawealthofretailexperience fromhertimeastheheadoftheland divisionforaretaildevelopment companyandherinvolvementina companythatmanages100million squarefeet.Mostofwhichisdedicated toretail.Shebelievesitiscrucialfor someonetoeitherbecomeanexpertin acertainareaoftopographyorto becomeextremelyinformedaboutthe subjectmatterofaspecificareaofthe realestateindustry

ExperiencesGrowingup

Karencomesfromafamilythatplaces astrongemphasisoneducationanda curiousmindset.Shethinksthatit inspiredanentrepreneurialspirit.She didn'tfeelshehadanyownershipin thecompanyshewasworkingforand wasn'tcontentwithbeingonlyan

employee.Shethenstartedlookingfor joboptionswhereshecouldemploy herexpertise.Asaresult,Karenleft theBradfordCompanysinceitslone ownerdidn'twantanypartnersinthe business.Additionally,Karen'sspirit states, “If I know more about it than most, I ought to have a chance to have some participation.”

ContentwithLife

Karenfeelscontentwithherlifeand herdevelopmentthroughouttheyears. Shebelievesthatshehasassistednot onlyotherwomenbutalsoherselfin developingaskillsetandamission statement.Karenhasappreciatedher journeyandthedevelopmentthathas

comewithbeingabletoforgeapath thatveryfewwomenbeforeherhave traveled.

Karen'shusbandisveryencouraging. Hertwosonsareawarethattheir motherisavailabletothematalltimes. Inordertosetagoodexampleforher children,beagoodmother,andbea decenthumanbeing,Karenunderstood shecouldn'tbeaPTAparent.

EmpathytowardsBuddingTalent

Karenwantedtogiveotherpeoplethe samechanceshewantedforherself-to learnhowtothinkcreatively,treat othersproperly,andchooseifyoucan beapartofsomethingornot.

Additionally,tohandletransactions, andbeinvolvedinacompany's purchase,development,participation, andgrowthwasimportanttoher

Karen'sresponse,whenaskedfor adviceforaspiringfemale entrepreneurs,wasthatitdoesn't matterwhatindustrythey'reentering. Inherstatement,shestatesthat “if you treat other people fairly, if you learn your craft and you have a willingness of spirit, it's going to show through. You may get some bumps in the road, but ultimately you're going to succeed.”

“Karen Simon's unique personality as a real estate expert has won her a lot of respect for her highly personalized approach to her clients.”

Leader Or Choice

Or Manager Is Yours

Itisbecomingincreasinglycrucial

intoday'sworkplacetofinda strategytokeepouremployees engagedandpleased:LeaderOr ManagerChoiceIsYours.Despitethe factthattheadventofsocialmediahas provideduswithlimitlesstools,many Managersstillstruggletosolvethe Rubik'scubeofworkingwithothers. You'vealmostcertainlyworkedfora bossortwothatyoudidn'tlike.

Ontheotherhand,you'vemostlikely workedwithorforsomeoneyou respectedandlookedupto.Theseare twotypesofpeople.Noteverygreat leaderisagoodmanager,andnot everygreatmanagerisagreatleader

Whatdoesleadershipentail?

Theactofassistingapersonoragroup ofindividualsinachievingamutually agreed-upongoalisknownas leadership.Thecapacitytomotivate, inspireandurgepeopletoseekandsee theirvisionthroughareallattributes linkedwith .Ratherthan leadership ensuringtasksareperformedthrough

management,ittendstofocusmoreon boostingresultsthroughestablishing andmaintainingskilledteams.

Whatdoesmanagemententail?

Theprocessofregulatingordealing withcircumstances,objects,orpeople isknownasmanagement.Managing entailscoordinating,arranging,and planninginordertoattainacertain result.Managingascenarioorteamin theworkplacefrequentlynecessitates regularre-evaluationandtweakingof resultsinordertotrackproductivity andincreaseproduction.

Herearesomedistinctionsbetweena leaderandamanager;

1.Mission/vision

.Managementdevotesasignificant amountofefforttotheirorganization's andteam'sspecializedmissions. LeaderOrManagerChoiceIsYours. Theymustbeawareoftheproject's specificobjectivesandassisttheteam indevisingastrategyforachieving them.Theattentionofamanageron

themissionallowsteammembersto graspwhatisexpectedofthem.Vision isaqualityofleadershipthatentails lookingatthebigpicture.

Thoseassisttheirteamsin comprehendingthelargerrolethey mayperforminassistingthe corporation.Theyinspirethe individualstheyworkwithtoshare theirvision.Theyassistteamsin seeingtheircontributionsaspartofa largervisionforsuccess.They concentrateonsomeofthelarger-scale resultsandassisteveryoneingetting onboard.

Managersmaydemonstratethis leadershipskillbyassistingtheirteam ingraspingtheorganization'sand project'svisionbeforedelvingintothe specificsoftheirpurpose.Itistheir obligationtopayattentiontothe details,butitisalsoimportantto motivatethemtodoso.

2.Knowledge application/Knowledgeacquisition

Managersexcelatputtingtheir knowledgeandtalentstowork.They don'tusuallytrytobreakthemold, preferringtofollowinthefootstepsof successfulmanagersthey'veworked withinthepast.Leadersarealways seekingnewinformationandabilities. Theydesiretohonetheirleadership skillsanddeveloptheirowndistinct leadershipstyle.Asaresult,theyare lifelonglearnerswhoareeagerto improvethemselvesinordertobetter servethefirmanditsworkers.Leader OrManagerChoiceIsYours.

3.Self-oriented/Teamoriented

Managersandleadersreacttopraise andcriticismindifferentways.Leader OrManagerChoiceIsYours.Some employersbelievetheyaremore valuablethantheiremployees.When thingsgowellformanagers,it's becausetheyprovidedadequate guidancetotheiremployees.When thingsgowrong,though,it'sbecause theiremployeesfailedtofollowthe instructions.Staffdivisionand animosityaretheresultsofsuchan approach.

Leadersreactinavarietyofways. Theyseethemselvesasmembersofa team,thereforewhentheteam accomplishesanything,theleaders ensurethateveryoneknowshowmuch efforttheentireteamputin.When thingsgowrong,leadersareheld responsiblefornottrainingorguiding theirstaffproperly.Leaderskeep animosityatawaybyensuringthat theirfollowersrealizethat,forbetteror worse,theleaderwillalwaysbethere forthem,andthatthisbondisvital. LeaderOrManagerChoiceIsYours.

4.Outcomes/Accomplishments.

Whileeachcompany'sobjectiveisto maximizeprofits,thereisnosingle “right”waytodoit.Infact,focusing justontheendresultratherthanthe

processofachievingitisshortsighted andcanleadtodisinformation. Commandingworkerstoproduce resultswithoutofferingtoadvisemay leadtoshortcuts,whichalmost invariablyendinpoorresults.Leader OrManagerChoiceIsYours.

Theseinstancesdemonstratethatthe employerismoreinterestedin finishingworkasquicklyaspossible thanintheemployee'seffortsor talents.Foratime,thisapproachmay work,butitwilleventuallyleadtothe company'sdeath.Leadersunderstand theimportanceofoutcomes,butonly asaresultofhardwork,tenacity,and dedication.

Leadersstriveforlong-term advantages,andtheyrecognizethat consistencyistheonlywaytoattain theminthelongrun.Leaderstryto enhancetheirworkers'capacitiesona regularbasissincetheskillstheylearn todaywillbenefitthecompany tomorrow.LeaderOrManagerChoice IsYours.

5.Formalsetup/InformalSetup

Inbothformalandinformalcontexts, suchasabusinessorganizationanda family,friendcircle,batch,oranother informalgroup,aleadercanbefound. Amanager,ontheotherhand,canonly befoundinaformalcontext,i.e.,a commercialorganizationofanysize, type,orcharacter.LeaderOrManager ChoiceIsYours.

6.Maintainsstatusquo/Innovation

Everycompanystrivestobethe greatestinitssector;nocompany considers“goodenough”tobean option.Intheabsenceofatrueleader atthehelm,“goodenough”maybe sufficient.Howtheorganization's leadermeasuressuccessisthe differencebetweenplainmanagement andleadership.Manymanagers, unfortunately,simplydowhatis

neededoftheminordertofulfilltheir tasks.LeaderOrManagerChoiceIs Yours.

Theydon'tunderstandthesenseof goingaboveandabove,andtheydon't encouragetheiremployeestodoso either.Thedayisasuccessforthis formofmanagementaslongas nothinggoeswrong.Ontheother hand,aleadermarchesforward. Stagnationandcomplacencyarebad forabusiness'sfinancialline.

Leadersseeeverychanceasan opportunitytogoaboveandbeyond, encouragingtheirstafftoreachtheir fullpotentialratherthansettlingforthe bareminimum.Withatrueleaderat thehelm,acompanymaydo considerablymorethanitcouldwith mediocremanagementincharge. LeaderOrManagerChoiceIsYours.

7.ManagersDirect,LeadersTake Action

Tasksmustbedelegatedbythosein positionsofadministrationor leadership.However,themannerin whichtheygoaboutitmayhavean influenceonhowtheircoworkerssee them.Leadersrecognizethe importanceofsettingagoodexample. Theydon'tforcetheiremployeestodo busywork;instead,theyexplainthe relevanceofeventhemostlittletasks sothattheycomprehendthe importanceoftheirefforts.LeaderOr ManagerChoiceIsYours.

Whenaleadermakesamistake,heor shegenerallymakesanattemptto correctit.Eventhoughitistheir responsibilitytoassigndutiestotheir employees,theydosofairlyandwith theunderstandingthattheymay requesthelpfromthematany time.LeaderOrManagerChoiceIs Yours.

Delivering Tangible Business Value

Inthedecadestofollow,womenhavetimeandagain provedwhytheirdecisionmattersthemostinthe boardroom.Beitleadingagreatcompanytogreater heights,oreventhesmalleststepasstartingasmall companyandmakingitbiginthemarket;women everywherehaveproventobeabeacontoallthosegirlsout theredreamingofstartingabusiness,ofaskingforwhat theydeserveandsimplybeingtheambitiousselves.

CIOWomenisproudtofeaturethestoryofSonicaAronfor thisissueofTheMostInfluentialWomenToWatchIn 2022.

Exploringnewavenuesiswhatkeepsacuriousmind busyandtakesthemtothepathofsuccess.Beingthe youngestofthethreesiblings,thedrivetomoveoutof theboxwasendearingandthrilling.Whatinspiredher journeytolaunchMarchingSheep?

Comingfromafamilyofdoctors.Theyoungestofthree siblings,nooneinSonicaAron'sfamilyhasstudiedor practicedbusinessmanagement.So,thiswasacompletely

newworldforSonica.Fromhavingmedicaldiscussionsat thedinnertableasachildtotodaywheresheandherfamily talkaboutsocialjustice,genderexpression,awareness aboutdisabilities,andinclusion.SonicaisanHR professionalwithmorethan2decadesofexperience.

WhileworkingatPepsiCo,Sonicawasexposedtodiverse rolesandgeographies.SheworkedinsalesandsalesHR. Sheworkedinafactory.Shealsoworkedinacityaswell asinremoteareas.Thisexperiencehelpedherrealize,how diversepeopleviewedwomenworkforce,workedwith,and dealtwiththem.WhileshewasheadingtheHRdepartment forPhilipsConsumerLifestyleBusinessinIndia,she decidedtotakeadifferentpathandreshapehercareer.In February2013,SonicaAronfoundedMarchingSheepwith thevisionofmakingatangibledifferencetopeoples'lives andcareers.

MarchingSheep,anHRadvisoryfirmestablishedin2013, isfocusedonbuildinglong-termorganizationalcapability andeffectivenessforitsclientsthroughstructured interventionsandsolutionsintheareasofDiversityand

“We are proud to say that all our clients come back to us for more work on the basis of trust and credibility.”

Founder & Managing Partner of Marching Sheep

Inclusion,HRProcessDesignandImplementation, LearningandLeadershipDevelopmentandTalent Management.Weworkcloselywithclientstoarriveat customizedandeffectiveHRinterventionsthatsupport theirstrategyinthecurrentlifecyclestage,aswellas supporttheminrealizationoflong-termbusinessplans.

WeofferholisticinterventionsintheareaofPeople strategy,development,diversityandinclusion,startingfrom diagnostics,topoliciesandprocesses,andcustomized interventionsthathelporganizationsattract,engage,retain, developandgrowadiverseworkforce.Weunderstandthe nuancesofthesituationalongwiththesocietalbackdrop andthemindsetsindividualsandorganizationsstruggle with.

Weproposeandimplementmulti-prongedsolutions, therebydrivingvisible,longterm,sustainablechange.Our programs-Inclusiondiagnostics,Women@work,Unleash thepowerofdiversity,Diversity@Work,Inclusionboot campsandLeadershipinterventionshavebeenverywell receivedbytheindustry Weareseenasathoughtleaderin theareaofdiversityandinclusion,andprogressiveHR practices.

Ouropinionshavebeenpublishedbyleadingpublications includingTOI,HindustanTimes,theHindu,TheStatesmen, TheChronical,DNA,BusinessWorld,tonameafew We havebeenadjudgedasthetop25HRconsultingfirmsby businessconnectandtop10HRfirmsbySiliconIndia,and nominatedamongthetop30inIndiabyUNWomenforour workduringtheCovidpandemictowardsthecommunity andindustry,especiallyinspreadingawarenessabout emotionalimpactofthepandemiconwomenandthe societyandworkforceatlarge.

Andasquirkythenamesounds,it'sawonderwhatis MarchingSheepisallabout.Well,here'saglimpseof everythingtheydothroughthisplatform

The4mainservicesare:

Diversity&InclusionStrategiesandinterventions

Wetrulybelievethatinclusiveorganizationsaremore productiveandweenableourclientorganizationstoarrive attheirInclusionanddiversitycharterandstrategythrough aninclusiondiagnostic,executableplans,andalsopartner withtheexecution,drivemindsetchange,andculture building.

HumanResourceConsulting

OrganizationsneedtheirHRstrategy,process,andpolicies toenableemployeestodeliveronthebusinessstrategyand goals.Weworkcloselywithclientorganizationsto streamlinetheVision,mission,values,behavioral frameworks,HRstrategy,policies,andpractices,drive communicationandsocialization,theinternalLeadership, andmanagerialcapabilitytoenablethesame.

Kunal Shinde

Nandita Krishan

Bespokelearninginterventions

Thelasttwoyearsofthepandemic,theworldhaschanged significantly Asthesocio-economicfabricisevolving,the competenciesneededtosucceedatworkareevolving.We workwithclientstoenableindividualcontributors, managers,andleaderstosucceedbybuildingtheright competencies.Wecurateeachinterventiontodrivetheright behavioursthroughthefacilitationofinsights,reflection,and practice.

Health&WellnessPortfolio

Wellnesstodayincludesemotional,mental,andphysical well-being.Whilepoliciesandinsurancecantakecareof thephysicalaspect,therestillneedstobeawarenessand lifeskill-buildingarounddealingwithissueslikeanxiety, stress,andburnout.Withprogramscuratedafterresearch andwiththehelpofclinicalpsychologists,weenable individualstobecomeemotionallyresilientbyidentifying theirownstresstriggers,theirownstressresponses,and copingmechanismsandhencemoreproductive,personally, andprofessionally

“Marching Sheep was established with the purpose of making a tangible difference to people's lives and careers and driving respect and equality for all. These two purpose statements cut through everything we do.

We do not offer canned off-the-shelf programs but work closely with the clients to design solutions, curate contextualized interventions that truly move the needle, and address real business and people needs.”

Theonethingthatmakeseverythingcountiswhen clientscomeupwithpositivefeedback,afterall,the customeristherealdrivingforce!

WehaveworkedwithglobalMNCsandIndian conglomerates,largegiantsandemergingorganizations, andfundedstart-ups.WehaveworkedwithFMCGand FMCDsector,Powerandinfrastructuresector, manufacturingsector,ITandITeSsector,Financialsector, Media,HealthCare,andBPO/KPO.Wehavedelivered interventionsforparticipantsacrossIndia,theAPAC region,Australia,theAmericas,Europe,theMiddleEast, andAfricaRegions.

Webuildlong-termrelationshipswithclientsonthebasisof theQualityofourdelivery.Wedeliverwhatwecommitand ontime.Wespendtimeunderstandingtherealneedsand painpointsofourclientsandoffersolutionsthatwillsolve therealissues.Webuildauthenticrelationships.

“We have clients across industries and life stages.”

Bhaskar Batri

Prerna Arora

Managementconsultingand strategyconsultingmay seeminterchangeable,yet theyserveverydifferentpurposes.

ManagementVsStrategyConsulting., Theprimarydistinctionisthatstrategy consultingisconductedatthe executivelevel,oftenwiththe company'schiefexecutiveofficeror boardofdirectors.Discoveringviable, long-termapproachesforthebusiness isthefocushere.

Oneotherdistinctionbetween managementandstrategyconsultingis thatthetwoarebettersuitedto differenttypesofbusinesses.Whenit comestosolvingproblems, managementconsultantsaremore concernedwithdevelopingrepeatable processesthatprovideresultsquickly Italsoprovidessubstantial improvementsinkeybusiness functions.

Strategyconsultancy,ontheother hand,opensdoorstoopportunitiesin manyothersectors.Itmaytakea

consultantplanafewmonthsto demonstratehowtoreduceexpenses, marketanewproduct,etc.

ManagementVsStrategy Consulting.,Toputitanotherway, thefocusofstrategyconsultingison findingsolutionsratherthanjust identifyingproblems.Thefocusison thespecificwantsanddesiresofeach customer.

Whenitcomestohiringadvice,large businessesandorganizationsoften turntostrategyconsultantswho provideadviceonniche-specific policy.Consultantsinthefieldof managementareinhighdemandby businessesofallsizes,andtheir expertiseiswidelytransferable.

HereAreSomeWaysToDescribe ManagementVsStrategy Consulting; MANAGEMENTCONSULTING

Consultingservicesformanagement areoftenknownasoperational consulting.Consultingservicesfor

managementoftenfocusonenhancing existingoperationsinsideanexisting company.ManagementVsStrategy Consulting.,Short-andmedium-term gainsinproductivityaretheprimary goals.Costsavingsaretheresult,and thefollowingareasofaclient's companymaybenefitfromthis:

Finance

Ÿ Resources,Human

Ÿ ControllingDangers

Ÿ Methodsoftenusedby managementconsultants,as opposedtostrategyconsultants, include:

Ÿ Planning\Organizing\Staffing \Controlling

Thisiseverythingdonetohelpan organizationreachitsobjective.Since thisisoftentheresponsibilityof consultingcompanies,wemaysaythat theprimaryobjectiveofmanagement consultingistoboosttheeffectiveness

andproductivityofanorganization.

1.Howmanagementconsultantscan beofhelp:

Problemtrackingisoneservicethat managementconsultantsprovide.It's veryuncommonforworkerstobe blindtoissuesinsidethecompany sincethey'retooclosetothesituation. ManagementVsStrategyConsulting., Thetimehascometobringina consultantandfindoutwhatisgoing on.

Aconsultantmayfunctionasan additionalemployee.Forthisreason, manycompaniesfindthatconsultingis acost-effectivestrategy.Thus,itmay bemorecost-effectivetoengage consultantsinsteadoffull-time workersiftheworkathanddoesnot needconstantattention.

Thedecisiontobringonaconsultant mayalsohelpacompanysavemoney sinceitwouldnothavetoprovide perkstotheconsultant.Anoutside consultantmayserveasthecatalystfor positivetransformation.Peopletendto beresistanttochange,yetcertain modificationsareinevitable.Itis possibletohireanoutsideexpertto provideadviceonthenecessary adjustments.

2.Whatskillsarerequired?

Competitorsarethereforconsultants justastheyareforbusinessesin general.ManagementVsStrategy Consulting.,JointMaster'sdegreesin BusinessAdministrationand Managementareveryuseful.Inthe fieldofmanagementconsulting,these twoarebyfarthemostpopular options.

Managementconsultingandstrategy consultingbothoftenneedknowledge infinance,riskmanagement,and humanresources.Notonlyaresuch individualsnecessary,butsoare

specializedabilities.ManagementVs StrategyConsulting.,Thisisduetothe factthatforeveryassignmentgivento aconsultant,theremustbesomesetof peopleorsetofsystemstocarryitout. Maintainingopenlinesof communicationwiththeclient's managementandstaffisgoingtobea toppriority.Youwouldrathernotbe unjustorunfair.

STRATEGYCONSULTING

Aswegofurtherwithourdiscussion ofthesimilaritiesanddifferences betweenmanagementconsultingand strategyconsulting,wewillfocusmore closelyonthelatter Acommon emphasisofstrategyconsultantsisthe long-termviabilityofthebusinessthey arehiredtoadviseon.Theythinkon howthecompanymightbenefitfrom strategicchangestoitsstructureor operations.

Theultimateobjectiveistoraisethe client'sincome.ManagementVs StrategyConsulting.,Management consultingoftenincludesstrategy consulting.Theyachieveremarkable successbyconceptualizingtechniques thatprovidenovelapproacheswith respecttothemannerinwhich engagementsareconducted.It representshowwellafirmis performingrelativetoitscompetitors andhowitmightuseitsowninternal markerforcestogetanadvantage.

1.Howstrategicmanagement consultantcanbeofhelp;

Willrivalshaveasuperiorproduct availableifyourfirmintroducesanew one?Howcanwestopitfrom happening?

Isittheirgoaltocapturealarger portionofthemarketintheyears ahead?Orismaintainingthestatusquo moreofapriority?

Whetherorifacorporationwantsto

workwithwell-knowncompetitorsin theirfield.Canyouprovideagood strategyforthis?

Howcrucialisitthattheysteerthe courseofinnovationintheirfield?Just howdotheygoaboutpromoting somethingthatwillbeindemandin thefuture?

2.Whatskillsarerequired?

Whencomparingmanagement consultingtostrategicconsulting,the latterisobviouslymorechallenging. ManagementVsStrategyConsulting., Ifyouwanttobeasuccessfulstrategy consultant,youneedtobeabletothink criticallyandsolvecomplexproblems. Inaddition,dependingonthe emphasis,youmayneedtohave specializedknowledgeintherelevant sector Thefollowingabilitiesaremore broadinscope,yettheyarenecessary tolaunchasuccessfulstrategy consultingcareer.

ManagementVsStrategyConsulting.2 BestWays|CIOWomenMagazine

Analyticalskills

Datacollectionandanalysiswillreveal issueareas;next,viableremediesand implementationdetailsmaybe developed.

Socialabilities

Consultantsspendalotoftimetalking touppermanagementtogetasenseof theissuesthey'reexperiencingright now

Timemanagement

Meetingdeadlinesiscrucialforthejob ofstrategyconsultants.

Flexibility

Thereisalwaysmoretolearn,evenfor aspecialist.It'susefultohavethe abilitytolookforinformationand patternsthatareevolvingandfresh.

Sydney Opera House

Pride of Australia

SydneyOperaHouseismainlyregardedforits

structureandarchitecturalworkandisalso appreciatedandadmiredfortheexceptional structureofthe20thCenturyarchitecturalworkall overtheworld.TheSydneyOperaHouseisamultiartsvenueforperformingartscenters.Situatedatthe foreshoreofSydneyHarbourtheOperaHouselooks exactlylikelotusStructure.On28thJune2007 SydneyOperaHousewashonoredasaWorld HeritageSitebyUNESCO.

Amarvelof20th-centuryarchitectureistheSydney OperaHouse.Itsuniquedesignandconstruction, outstandingengineeringaccomplishmentsand technologicalinnovation,andstatusasawell-known architecturalsymbolallcontributetoitsprominence. Theemergentarchitectureofthelate20thcentury hasbeensignificantlyinfluencedbythisriskyand ambitiousattempt.Utzon'sinnovativedesign conceptanddistinctiveconstructionmethodology servedasacatalystforthecombinedcreativityof architects,engineers,andconstructors.Engineering accomplishmentsofOveArupcontributedtothe realizationofUtzon'sdream.Thedesignisa remarkableinterpretationandreactiontotheSydney Harboursurroundings.TheSydneyOperaHouse's contributionstostructuralengineeringandbuilding technologyarealsoofexceptionalimportanceona globalscale.

TheSydneyOperaHousewasincludedontheState HeritageRegisterofNewSouthWalesin2003under theHeritageAct1977andontheNationalHeritage ListundertheEnvironmentProtectionand BiodiversityConservationActin2005.Any proposedactioninsideoroutsidetheboundariesofa NationalHeritageplaceoraWorldHeritage propertythatcouldhaveasignificantimpactonthe heritagevaluesisprohibitedwithouttheapprovalof theMinisterfortheEnvironmentandHeritageifitis listedontheNationalHeritageList.Thereisnowa safedistance.

DesignedbyDanisharchitectJornUtzon,but completedbyanAustralianarchitecturalteam headedbyPeterHall,thebuildingwasformally openedbyQueenElizabethIIon20October 1973afteradevelopmentbeginningwithUtzon's 1957selectionaswinnerofaninternational designcompetition.

Structureofthehouse-

Theprojectwasconstructedduringthree phases.DuringStageIin1959–1963,thetop podiumwasconstructed.DuringStageIIin 1963–1967,theoutershellswerebuilt.Design andconstructionoftheinteriorstookplace duringStageIIIin1967–1973.

StageI-Podium

PhaseIThegovernmenthadpushedforthestart oftheprojectearlyoutofconcernthattheymay losefinancingorsupportfromthepublic.Utzon hadnot,however,finishedtheultimatedesigns. Significantstructuralproblemswerestillopen. Theforcedearlystartcausedseriousissues downtheroad,nottheleastofwhichwasthe needtorebuildthepodiumcolumnssincethey wereunabletosustaintheroofstructure.

StageII-Roof

StageIIThecompetitionentry'sshellswere initiallyofill-definedgeometry.However,the "shells"werefirstthoughtofasaseriesof parabolassupportedbyprecastconcreteribs duringthedesignphase.Theengineerstriedto buildthem,buttheywereunabletocomeup withaworkablesolution.Becausetherewasno repetitioninanyoftheroofforms,thebuilding ofprecastconcreteforeachseparatepartmay havebeenmuchmoreexpensive.Theformwork foremployingin-situconcretewouldhavebeen unreasonablyexpensive.Inorderto comprehendthecomplexforcesthattheshells wouldbesubjectedto,thedesignworkforthe shellsentailedoneoftheearliestapplicationsof computersinstructuralanalysis.Thedifficulty wassolvedbythedesignteaminthemiddleof 1961:alloftheshellsweremadeassections fromasphere.

StageIII-Interiors

StageIIITheinteriorsbeganinFebruary1963 whenUtzonrelocatedhiscompleteofficeto Sydney.Butin1965,therewasachangein power,andthenewRobertAskinadministration declaredtheprojecttobetheresponsibilityof theMinistryofPublicWorks.Intheend,this resultedinUtzon's1966resignation.Evenin October1966,theproject'stotalcostwasstill

just$22.9million,orlessthanonefourthofthetotal$102millioncost. However,theestimatedexpenditures forthedesignweremuchmore considerableatthispoint.

WhenUtzonannouncedhis resignation,thesecondphaseof constructionwasgettingclosetobeing finished.PeterHallmostlytookover hisjobandassumedprimary responsibilityfortheinteriordesign.In additiontoD.S.Littlemore,Lionel Todd,andE.H.Farmer,whoservedas thegovernmentarchitect,Utzonwas replacedthatsameyear.

OpeningoftheOperaHouseElizabethIIgavetheSydneyOpera HouseitsofficialopeningonOctober 20,1973.Asizablethrongwaspresent. Utzonwasnotrequestedtoattendthe eventandhisnamewasnotmentioned. Fireworksandarenditionof Beethoven'sSymphonyNo.9were featuredinthebroadcastintroduction.

OnOctober20,1973,QueenElizabeth IIofficiallyopenedtheSydneyOpera HousedesignedbyJ.R.Utzoninfront ofonemillionspectators,plusmany morewhowatchedfromtheirliving rooms.

Therehadbeenalengthybuildup, completewithdramasand controversies.Inthefourteenyears sincethefirstshovelwaslaidat BennelongPoint,thepublichad witnessedtheHousetakeshape. Inadditiontostudyingtheconstruction anddebatesurroundingthestructure, whichisnowregardedasoneofthe 20thcentury'sgreatestarchitectural achievements,ournewlycurated collectionalsohonorsthebuilding's 45thanniversaryofopening.

EventsheldintheHouse-

Thereareseveralperformancespaces attheSydneyOperaHouse,including:

MusicHall:TheSydneySymphony Orchestra'shomeandthevenuefor manyotherconcertproducers,with 2,679seats.Withmorethan10,000 pipes,ithousestheSydneyOpera HouseGrandOrgan,thebiggest mechanicaltrackeractionorganinthe world.TheAustralianBalletandOpera AustraliaarelocatedinSydneyatthe JoanSutherlandTheatre,aproscenium theaterwith1,507seats.Itwas formerlyknownastheOperaTheatre untilOctober17,2012.

DramaTheater:TheSydneyTheatre Companyandotherdanceand dramaticproducersusethis prosceniumtheater,whichhas544 seats.

Playhouse:A398-seattheaterwithan endstageandnoproscenium.

Studio:Aflexibleareawitha maximumcapacityof400peopleand 280fixedseats(partofwhichcanbe foldedup).

UtzonRoom:Acompact,flexible spaceforgatherings,businessevents, andsmallproductionsrecording facility

OutdoorForecourt:Aversatile outdoorspacethatcanaccommodatea varietyofconfigurations,includingthe optionofusingtheMonumentalSteps asaudienceseating,isusedfora numberofcommunityeventsand significantoutdoorperformances.

Onoccasion,concertsarealsoheldin otherspaceslikethenorthernand westernfoyers.Conferences, celebrations,andsocialeventsarealso heldinvenues.