AftertheirCEOsmadeitatopprioritytoexpandthe technologydepartmentandbringadditional technologicalcapabilitiesclosertothebusiness'sstrategy andoperations,severalorganizationshaveimproved theirfinancialperformance.Butcarryingoutthis requirementcanbedifficult.ThemajorityofCEOs alreadyhaveafullplateofresponsibilities,andonlya smallnumberareateaseenoughwithtechnologyto advocateforradicalchangesinthatparticulararea.Even CEOswhoareawareoftheriskofdigitaldisruptionand areconsideringhowtousedigitaltoaddvaluetotheir businesseshaveatendencytoundervaluetheroleofthe ITfunction.
However,it'sevidentfromourexperiencethatCEOs mayhaveaverypositive—andbeneficial—impacton theITfunction.CEOshaveagreaterinfluencethanother executivesontherole,resourcemodel,andcoresystems oftheITfunctionaswellasontheculturaland organizationalshiftsthatsuchreformsentail.Inthis edition,wesetoutthelistofthoughtleaderswhodiscuss thequestionsthatCEOsshouldputtotheirCIOsand managementteamsinordertoassesshowcapableand wellintegratedtheirITfunctioniswiththecompany We thenoutlineaneffectivestrategyforupdatinghis company'sITdepartment.Thisversionprovidesnew leaderswithamanualforcreatingatechnologyfunction thatisappropriateforthedigitalera.
Inthisspecialissue,“World'sInspiringCEOsto Watchin2022”World'sLeadershighlightsthetalesofa fewsignificantbusinessleaderswhoareinfluencing, inspiring,andinvigoratingotherswiththeirzealtostrive forsuccess.
ThecoverfeaturesPauloPaulek,CEOofU-Payments. Hewasalwaysconfidentenoughtodecidetoforma companythatwouldbedisruptiveintermsoftechnology andservices,fromtherethedecisionwasmadetosetup U-Payments.Twofriends,anArgentiniannamedGabriel VozzaandPaulo,aBrazilian,metinacafeanddecided toformacompany,andthusU-Paymentswasborn.
PriortoU-Payments,Pauloworkedintheindustryof cardpaymentsolutionswherehevisualizestheneedto bankarizeanddigitalizethefinancialindustry.Thiswas morethantenyearsago.
Whilewecometotheend,pleasedonotforgettoread theCXOstandpointswrittenbyindustryexpertsandthe informativearticlespenneddownbyourin-house editorialteam.
Have a lovely read!
Self-confidenceisapositiveattitude towardone'sownskillsandabilities. Itimpliesthatyouacceptandtrust yourself,andthatyouhaveasenseof controloveryourlife.Youareaware ofyourownstrengthsandweaknesses andhaveapositiveself-image.Low self-confidence,ontheotherhand, maycauseyoutodoubtyourself,be passiveorsubmissive,orhave difficultytrustingothers.Youmayfeel inferior,unloved,oreasilyoffended. Greaterself-confidenceliberatesyou fromself-doubtandnegativethoughts aboutyourself.Feelinglessanxious andmorefearless.Greaterconfidence makesyoumorewillingtotake calculatedrisksandpushyourself outsideofyourcomfortzone.Themoreself-assuredyouare,thehappieryouwillbewith yourselfandthemoreyouwillappreciatewhatlifehastooffer.It'sthateasy!Lessfearand anxiety:Whenyouhaveahighlevelofconfidence,youcanaccept,adapt,learn,gain,andbenefit fromanysituationinlife.
Fromthere, of todecidetoforma PauloPaulek,CEO U-Payments,wasconfidentenough companythatwouldbedisruptiveintermsoftechnologyandservices,fromtherethedecision wasmadetosetupU-Payments.Twofriends,anArgentiniannamedGabrielVozzaandPaulo,a Brazilian,metinacafeanddecidedtoformacompany,andthusU-Paymentswasborn.
PriortoU-Payments,Pauloworkedintheindustryofcardpaymentsolutionswherehevisualizes theneedtobankarizeanddigitalizethefinancialindustry Thiswasmorethantenyearsago.
TheroleofPauloistoleadthefuture,managethedailyactivities,search,andhirethebesttalents hecanget,huntforinnovation,newclients,andnewtechnologyopportunities,establishahuman groupwithinthecompany,andensurethatclientsknowtheyhaveacompanythatcaresabout them.Hedreamslong-termvisioninitiativesandsharingwiththeteam.
Firstandforemost,Pauloisdeeplyconcernedaboutpeopleattitudes,self-effortandbeing capableofleadinghisdailyactivities.Pauloisjustthetopoftheiceberg,buteverythingbehind
ismadeupofpeoplewithworkskills, leadership,powertomanagetheir clients,structure,andsecurityto managesupport,product,andsensitive information.Paulohasabunchof highlyskilledprofessionalsinthe team.Hedoesn'tneeddiplomasor peoplewithimpressivetitles;heneeds brilliantpeoplewhoareworthmore thanadiploma.Thatiswhatturnsa smallbusinessintoalargeone,notjust thinkingaboutprofit.Thedreams,must bethedriver.
"I didn't finish high school and I'm not ashamed of that. It was thanks to life experience that made me value the people around me."–PauloPaulek says
Humancapitalisthemostvaluable assetintheorganization,with80 percentoffundsinvestedinpeople.At
U-Payments,theteamgivesthe opportunitytopeoplewhostartfrom thebottomandgrowwiththem,with supportandguidanceandself-effort.
U-Paymentswasfoundedwiththegoal ofcreatingasustainablestructureata multiculturalenvironment,foraglobal projectandpurpose.Therefore,Paulo enteredthecredit,debit,andprepaid cardprocessinguniverse,whichclearly neededadrasticchangeintheglobal marketbecausethecurrentprocessors carrybetween40%and50%ofthe totaloperationalcost.
U-Paymentsisafast-growingfintech whichdevelopedastate-of-theart, cloud-basedplatformforpayment processingwithaglobalnetworkof end-to-endcardsolutionsand payments.U-Paymentsplatform
enablesend-to-endmanagementand administrationofpaymentcards (digitalandphysical)forbanks,retail andmultiplesolutionsfor organizationsonanendtoendbasis. Thecompany`sallianceswithworldleadingpartners(suchasMastercard, Microsoft,CiscoandOracle),allows U-Paymentstoofferamodern, flexible,scalable,secureandhighly configurableplatformwhichallowsits customerstoincreasesales,reduce costsandbuildcustomerloyalty. Thecompanydevelopstechnical platformsforclientstohelpthem expandtheirreach,performance,and profitabilityintheircurrentandfuture businesses.U-Paymentsaccompanies hisclientsthroughtheentireprocessof analysing,diagnosing,evaluating, developing,implementing, maintaining,andoptimisingthe agreed-uponsolution.
PauloPaulekembodieshisvaluesand upholdsthecompany'scultureand ideas.Thefirstthingisthetruth;the secondistrust;andthethirdisfreedom andopportunitiesforthedevelopment ofhumancapital.U-Paymentsisan innovativecompanywithaddedvalue, acompanythatisnotafraidofthebig ones,withoutfearofreceivingthreats fromtheverygreatforofferingtop servicesonlowcostsbasis.The companyhasneverrequiredoutside funding,walkingbyitselfatitsown rhythm.
Pauloisproudofbeingabletokeepa healthyenvironment.Arrivingatthe companyandrealisingthatwhathehas createdisrealandvaluable.Theteam relyonaconfidencebasisandbeing abletosupporttheirfamiliesthatarea partofthecompany.Itsapproachisto
beasclosetothestaffaspossible.This periodoftechnologicaldevelopment hasareaction,anditisalwaysforthe better
"This era of technological change has a reaction and it is always for the better. If it is for the better, you have to look for the best, and when you look for the best at the market level, it has its added value."-saysPauloPaulek.
Asthecompany'sCEO,Paulo'sbiggest difficultyismanagedeverythingthat comesnext,generatingtheprimary businesses,sothatthecompanycan achieveitsgrowthgoalsbasedonthree things:humancapital,cutting-edge technology,andtechnological disruptionforalloftheitemsthatare developing.
CEO U-Payments“The investment and negotiation capacities have no limits; I have no limits to the challenges. It can be whoever or whatever, it is unlimited."saysPaulo.
Thedifficultiesaretheanxietiesthat comewithbeginningasolidandlarge company,whichisunderstandable,but couragewithtalent,triumphsoverfear, andcouragecomesfromtalkingtoand beingsupportedbyindividualswhoare preparedtotakerisksinthemarket, whichisthetremendousvaluethata teamhas.Theupstandinghuman capitalatU-Payments,whichother companiesfailtoapply.Pauloandhis teamprogressedfromtraininga youngstertopreparingoneand assuagingworries.Inorderto overcomedifficulties,onemustfirst overcomeanxieties.
Paulo Paulek GabrielPaulofacednumerouschallengesandfrustrations withpartnersandinvestors,andthecompanytoday islargelybuiltonthosedisappointments,joys,and successes,whichhelearnedfromhisfailuresand learningalso,bythetalentedpeoplehemet. Pauloadmires,"The more I challenge myself, the more I want to win. The more challenges I have, the more hindrances I have to overcome.”
Thevisionwascreatedonthefirstdayofthe company'sexistence,whenPaulolearnedfrom priormistakesthatcausedhisfamilysomuchpain, butalsomadehimstronger,morecapable,andwith clearideasofwhattodoandwhatnottodo.In termsofhispersonallife,Paulohadthesupportof hisfamilyinmaintainingaprofessionallifeand startingacompanyfromthegroundup.They understoodthatPaulowouldnotbeabletobe availableforawhile,buttheyalsoknewthatthe harvestwouldsoonarrive,andhewouldbeableto spendmoretimewiththem.
Inaddition,PaulowillalwaysbegratefultoNelson RojasofCajaLosAndes,whobelievedinhiswork, aswellasMicrosoftanditsdirectors,Oracle, Infinitus,Rending,TransbankChile,theSpanish andNorwegianconsulates,whobelievedinthe company'sfuture,andtheFintechassociation, whichprovidedthemwithawealthofexperience andaddedtothequalitythattheywillprovidetothe financialandnon-financialindustries.
Pauloadvisesfuturegenerationstobereallypresent fromthestartofthework,nottobefearfulofwhat istocome,andtohavefaiththatthebusinesswill succeed.Withoutadoubt,itwilltakealongtime, butyoumustpersevere.Theadviceistochoose societiesorpeoplewhoareextraordinary,whohave theabilitytosupportchallengesandshareyour dreams.
Oneofthemostimportant sectorsoftheeconomy nowadaysistechnology.It ispredictedtobeworthastunning US$5trillionin2021,accordingto researchconsultantfirmIDC,and thatonlyincludesthehardware, software,services,and telecommunicationssectors.The possibilityofcommercialspace flightmeansthatearningsmay increasemuchfurther.
Itgoeswithoutsayingthatsomeof themostskilledtechCEOsinthe worldtodayrunthesesignificant businesses.Thetraditionalsuspects arePonyMaofTencentandTim CookofApple,buttherearemany lesswell-knownindividualswhoare quietlychangingthewaypeopleuse technologyindailylife.
TheseITCEOsareamongthebestperformingintheglobe,fromthe
UnitedStatestoAsiatoEurope.
Ÿ
TheUnitedStatesishometoseveral powerfultechfirms.It'sonlyfairto shinesomelightontheothertop performersintoday'smarketasthe majorfourtechCEOsofFacebook, Google,Apple,andAmazonfrequently garnerattentionforbothgoodandbad reasons.
Nvidia,amanufacturerofgraphics processors,co-foundedbyJensen Huang.Huangfoundedthecompanyin 1993whenhewasjust30yearsold, andhehassinceservedasitspresident andCEO.Huang,whowasbornin Tainan,Taiwan,traveledtotheUS withhisfamilyaschildren.Hefirst studiedelectricalengineeringat OregonStateUniversitybefore pursuingamaster'sdegreeinthefield atStanfordUniversity.Huanghasa personalworthofalmost$12billion, inadditiontoaflurryofhonorsandhis charitableeffortsinsupportof education.
It'slikelythatyou'reusingaDell deviceifyou'rereadingthispostwhile seatedatadesk.Oneofthelargest technologicalinfrastructurefirmsinthe world,DellTechnologies,isfounded byMichaelDell.Withanetworthof $40.5billion,thefounderandCEOis the30thrichestpersonintheworld.
BeforebecomingtheCEOofthe video-sharingplatformYouTubein 2014,SusanWojcickihadalready establishedherselfasasuccessful businesswoman.Attheageof11, Wojcickilaunchedherfirstcompany, sellingspiceropesdoor-to-door Beforemajoringinhumanitiesin collegeandenrollinginherfirst computersciencecourse,shewrotefor theschoolnewspaper.Sheearned honorsdegreesinhistoryandliterature fromHarvardUniversityandhas aspirationstogetaPhDineconomics beforebeginningacareerinacademia.
Whensherealizedshewasinterested intechnology,thoseplanschanged.
Ÿ
Asia'sITindustryisasignificantrole intheglobaleconomy Therearemany influentialpeopleandITCEOsinthe areawhoareinfluencingthelocaland globalenvironment.
There'sagoodchancethatpassengers fromcountriesotherthanSingapore, Malaysia,Cambodia,Indonesia, Myanmar,Philippines,Thailand, Vietnam,andJapanhaven'theardof Grab.Theride-hailingserviceis renownedforbeingthefirstDecacorn inSouth-EastAsia,withamarket capitalizationofoverUS$10billion. TanHooiLing,aMalaysiannative withamechanicalengineeringdegree andaMasterofBusiness AdministrationfromHarvardBusiness School,isthecurrentCo-Founderand COOofGrab.Shebeganhercareerat thepharmaceuticalbusinessEliLilly andtheconsultingfirmMcKinsey, whereshemetAnthonyTan,thecofounderofGrab.
ThereisnoneedtointroduceMa Huateng,commonlyknownasPony Ma,orhissuccessfulbusiness.The founder,chair,andCEOofTencent, themostvaluablefirminAsia,isa Chinesebillionairebusinessman. Tencent,oneofthegreatestinternet andtechnologybusinessesintheworld withstakesingaming,entertainment, andcommunications,isinchargeof WeChat,whichistheleadingmobile instantmessagingserviceinChina.
Ÿ India
India,whichhasapopulationofmore than1.3billion,isaprofitablemarket fortechfirms.ThesearetheCEOsof themostrenownedcompaniesinthe nation.
TataGrouphasalongandillustrious corporatehistorythatstretchesbackto 1868.WithsubsidiarieslikeTata
Chemicals,TataCommunications,Tata ConsultancyServices,TataConsumer Products,TataMotors,TataPower, TataSteel,TataCapital,IndianHotels CompanyLimited,TajAir,andTata Starbucks,tonameafew,itisregarded asoneofthebiggestandoldest industrialgroupsinIndia.
TheCEOandManagingDirectorof theIndianmultinationalcompany InfosysisSalilParekh.Thebusiness offersoutsourcing,information technology,andbusinessconsulting services.Parekhearneddegreesin mechanicalengineeringand aeronauticalengineeringbeforetaking uptheposition.HehasaMasterof EngineeringinComputerScienceas well.BeforeCapgeminipurchasedthe consultantpartofErnst&Young,he beganhiscareerthere.Beforegoingon toInfosys,Parekhwasamemberofthe groupmanagementboardhere.
Ÿ Australia
Australiamaybeoneofthesmallest marketsintheITsector,butitdoesn't lackforlocaltalent.TheseCEOsinthe ITindustryrankamongthebestfrom theSouthernHemisphere.
MichaelCannon-BrookesandScott FarquhararethefacesoftheAustralian ITindustry.Whilestillincollege,the twoco-foundedAtlassianin2002, bootstrappingtheirbusinessforitsfirst fewyearswitha$10,000creditcard debt.Theirbusinessnowconcentrates oncreatinggoodsforprojectmanagers andsoftwareengineers.
Christine Rose is a member of the Forbes Coaches Council and a Certified Value Builder Advisor. In order to help CEOs and founders of firms with $1 million or more in annual sales advance their big visions, simplify their growth plans, and create enduringly high-value businesses, she launched CEOAccel.
Christine started Christine Rose Coaching & Consulting in 2015 and worked with CEOs and small company owners to assist them accelerate growth before launching CEOAccel. As the author of Life Beyond #MeToo: Creating a Safer World for Our Mothers, Daughters, Sisters & Friends, which was highlighted in the United Nations #EqualEverywhere campaign and was a finalist for the 2021 International Book Awards Top New Nonfiction Book, she has also spent time at the computer. She shares, "My mentor and coach Jack Canfield, co-creator of the Chicken Soup for the Soul books, says Managers and leaders should all be required to read this book! She also co-authored two bestselling books during the pandemic.
Prior to coaching, Christine had a career in business and non-profit development, and has done and hopes to continue to do lots of volunteering.
Belowarehighlightsoftheinterview conductedbetweenWorld'sLeaders andChristineRose:
Describewhoyouareasaperson, insideandoutsideoftheworkplace. BeforeeverbecomingaCEO/Founder, businessandexecutivecoach,speaker, andinternationallybestsellingauthor, I'vebeenandstillamthemotherand friendtomytwoadultdaughters,a sister,andafriend,andIamagrateful person.AndnowI'magrandma!Atmy core,Iamapersonwhoenvisionsa betterworldandencouragespeopleto createtheirbestfuture.Mycornerstone corevalueislove,andbythat,Imean seeingthebestinothersandnurturing ittohelpthemgrow.Ibuild relationshipsandseektoknowand understandthetruthaboutmyselfand others,andtousethisknowledgeto
energizeandmotivateotherstosee opportunitiestolivetheirbestlifeand maketheirhighestandbest contribution.
Tellusabouttheinceptionofthe company.Howdiditallstart? In2020,Ihadtheopportunitytositin andobservesomebusinesspeer advisorygroups.Theywerecreatedin thepre-pandemicworld,anditwas painfullyobviousthattherewas considerableroomtoadaptand improvethisofferingforthevirtual world.
IresearchedandinterviewedCEOs andlearnedthattheyreallywantedto beingroupswithpeerswhose companieswereatthesamelevelas theirs,astheyfaceddifferent"growing pains"thattheyhadtoovercome
beforemovingontothenextlevel. Theyalsowantedtobepartof somethingthataddedmorevalueto theircompanies,asmuchofthetime theywerelisteningtoothers'concerns whiledelayingaddressingtheirown. AndIlearnedthatCEOsneedmore flexibilitythantraditionallyofferedand neededtosavetime.
Duringthepastdecade,Ihavealso beenpartofcommunitygroupsand socialmediagroupsthatfelt "spammy,"providedlittlevalue,and weremoreaboutmarketingthehost's businessofferingsthananythingelse.
IbelievethatCEOsdeservebetter.I decidedtoputwhatIlearnedtowork forCEOsandcreateacommunitythat isasafe,non-salesyenvironmentfor learning,buildingvalue,and
collaboratingwithotherCEOs. CEOAccelisthatcommunity.I'm excitedthatweareopenforbusiness, addingnewmembersandlaunching newValueBuilderGroupsandoffering tieredCEOMastermindGroups,in additiontoflexiblecoachingthatmeets CEOsattheirpointofneed.
Byprovidingbusinesscoaching, whatarethethreethingsyouwould liketoimproveinpeoples?
Asacoach,Iworkwithbusiness ownersandCEOstobecomemore effectiveleaders,tocreatebetter culturesintheirorganizationssothat teamscanbemoreinnovative,andto growhigh-valuebusinessesthat contributepositivelytothenewnormal inourfast-changingworld.
Whicharethemajorservicesofthe companyandhowdoesthecompany plantogetaheadofthecompetition? Whatvalue-addedservicesdoesthe companyprovide?
CEOAcceloffersaprivate,invitationonlycommunityofCEOsat$1M$150Mrevenuecompanies.Members choosefromthreelevels.Value Builder™Membersgainaccesstothe ValueBuilder™learningplatformand groupcoaching;PremiumMembers alsohaveaccesstoavarietyof assessmentsandleadership/executive coaching,businessstrategycoaching, andteamcoachingwithhighlytrained, certified,andexperiencedprofessional coaches;andPlatinumMembershave allthosebenefitsplusavirtualCEO Mastermindgroupwithstrategically chosenpeersfromnon-competing industriesattheirlevel,expertly facilitatedbytrainedcoacheswhowill ensureallmembers'concernsare addressedmonthlyandhave accountabilitytotakeactionto acceleratechangeeverymonth,while savingCEOshourspermonthina virtualenvironment.
Inadditiontotheseservices,members haveaccesstoliveandrecorded networkbuildingeducationsessions withnationallyknownexpertsanda widerangeofpartnerbenefitsfrom
reputablecompaniesthatserveSMEs, includinghealthandfitness,tax credits,executiverecruiting,executive travel,andmore.Onceayear, membersareinvitedtojoinother CEOsatanexclusivedestinationfora weekwherephonesandemailsare turnedoffandtheygettorelax,enjoy, andhaveafewlearningand communityexperiences(attendanceis alwaysoptional).
AsaFounder/CEO/BusinessCoach, howwouldyoudescribeyour coachingstyleandphilosophy? WhileadheringtoICFcore competenciesandethicalstandards,I adapttomeettheneedsofeachclient. Clientstellmemystyleislike"aniron fistinavelvetglove."Theydrivetheir ownsuccessandgrowth,withradical accountabilityandunconditional acceptancefromtheircoach.Mysixwordphilosophyis:"Compassionately coachingleaderstoFullyLive.”
Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?
Eachcompanyhasitsownflavor,and leadershipandteamprocessesare basedontheculturesetbythe executivelevelleaders.Fartoooftenin smallbusinesses,toomuchiscentered aroundtheowners,preventinggrowth andeffectiveness.Aworthygoalisto havealltheconversationsneededatall levels,startingatthetop,toallowfor
leaderstoriseandengageteamsto adoptthepromises,processes,and conversationsneededtosuccessfully deliver
Accordingtoyou,whatisthemost significantbarrierforbusiness leadersintoday'scorporate environment?
Increasingly,Iamnoticingashift happeningwhereemployeeswould ratherleavethanstayinaworkculture thatisnothonoringofthemasa humanbeing,regardlessofpay There hasneverbeenagreaterneedtoget leadershipandcultureright.
CEOAccel.comisheretohelpCEOs adapttoshiftingnormsinthecorporate worldsotheycanhire,engage,and retaintopperformersandgrowvalue beyondjustprofits.
Whatadvicewouldyougive someonegoingintoaleadership positionforthefirsttime?
First,learnhowtocenteryourselfso youcanrespondtoeverysituation fromaplaceofstrengthand confidence.Second,practicedeeply listeningtogettotheheartofwhat othersaresaying.Third,connectwith thecaresofthoseyoulead.Because ultimately,allleaders,bothwithformal positionsofleadershipandthose leadingfrombelow,mustbeskilledat engagingpeopletotakeactiontotake careofwhatyouallagreeyoucare about.Thatistrueleadership.
AAward-winningDanishblockchainspecialistJackNikogosianis well-versedinthebitcoinindustryandfrequentlyappearsinmedia. AfterusingjustBitcointomakepurchasesforawholemonthin 2015,hegainednotorietyas"BitcoinJack"inothercountries.Hehas demonstratedhisexpertiseatseveralexposandconferencesandhas anengagingstagepresencethankstohisenthusiasticnatureandfast thinking.
HestartedthefintechbusinessARYZEin2017withthegoalof makingpaymentsquicker,cheaper,andsmarter.Thisbusinesshas garneredseveralhonors.Additionally,in2019and2020,Forbes listedJackasoneofthetop100talentsinDenmarkandontheirlist ofthe30under30.
BelowarehighlightsoftheinterviewconductedbetweenWorld'sLeadersandARYZE:
Describewhoyouareasaperson,insideandoutsideoftheworkplace. Iamthesamepersoninsideandoutsideoftheworkplace:ahappy,curiousmanwhoisplayfullikea childwouldbe.Ihavealwayshadanentrepreneurialspirit,eversinceIwasyoung.Iremember organizingagaragesaletosellallmytoys,ormyfirstwebsite,Narek'sWorld.Igotsuedoverthat websitebecauseIdidn'tknowyouhadtopayforhostingservices.Beingjustakid,Ihadnoideayou hadtopayforstufflikethat!Asanadult,Ihadtheopportunitytomanifestsomeofmycuriousideas intoreal-lifesolutions.TheconceptionofBitcoinandcryptocurrenciesgavethesamekindofliberty andlevelofdisruptionastheInternetdidwhenitwasinvented.Ithinkblockchaintechnologyisoneof themostdisruptiveandamazingtechnologiestheworldhaseverseen-andIamhappytoplaymypart init.
IInthequicklychangingand increasinglyglobalmarketof today,businessescannot continuetofocusonincremental improvement—organizational transformationisrequired.In theirJune2011edition, McKinseyQuarterlyindicated thatcompaniestodaymust developthecapacitytoadapt andkeepevolvingovertimeinordertoretainhigh performance.Theyalsosuggestedthatorganizational healthwasmaybetheultimatecompetitiveedgefor today'seconomy
IcannotemphasizeenoughhowcrucialtheCEO'sjobis inactivelyengaginginthetransformationofafirmand howtheCMOcanhelp.Thereis,inmyopinion,noone recipeforsuccess,anddecisionswilldependonthe scope,urgency,andcharacterofthechangeforagiven business.However,inmyopinion,anyCEOshould followthesefourphaseswhiletransformingacompany.
Thesefundamentalchangemanagementprocedures,in myexperience,arealwaysapplicableandadaptableto anyorganizationalchange.
Thenecessityandnatureofanorganization's transformationaretwokeyaspectsthat,inmyopinion, mustbemetinorderforthesefourmeasuresaCEO shouldtaketobeeffective.whenputtingintoeffectan organizationalreform.
First,ratherthanstructures,systems,orprocesses, organizationsaremadeupofpeopleandconnections. Additionally,mostindividualsdislikebeingpushed beyondoftheircomfortzones,sothereneedstobea goodreasonforit.Let'snowgothroughthefourphases forincorporatingchangemanagementintoanew companyplan.
Youmusttakethesamekindofattentioninbuildinga separatebutcomplimentarysetofmessaginginternally
foryourstaffasyoudoincraftingthemessagesand valuepropositionsforyourconsumersandpotential customers.Thiscrucialstageisalltoofrequently undervaluedorevenskipped.It'smorethansimplya singlemeetingoraphraseandbannershownwithin.
Adetailedinternalcommunicationplanmustbecreated andimplementedincollaborationwithyourCMOand HRstaff.AsCEO,youmustguaranteethatthisstrategy isclearlyownedandthatrolesandobjectivesare specified.Yourbusinesswilldeterminewhetherateam orapersonadministersthestrategy,butwhatever,you mustholdthemaccountableandprovidethemthepower tomaketacticalchoicesandmodificationsthroughout execution.Identifyingstakeholdergroupsandcreating communicationstrategiestailoredtoeachgrouparethe mainobjectiveshere.
ItneedsstrongleadershipfromyouastheCEOtomake difficultdecisionsandpersuadeothersthatthistransition isvital,aswellasopensupportfrominfluentialmembers ofyourteamwhoactasyourcheerleaders.Cheerleaders aremostlikelyamongthepreviouslyidentifiedhigh powerandhighinfluencestakeholders,thustheyarenot necessaryjustonyourseniormanagementteam.
Ofcourse,implementtheplan!
Implementingchangeinanorganizationcantakealong time,regardlessoftheurgencyofatransformationto marketleadershipforyourbusiness.Butifthe organization'smovingelementsarenotcoordinatedto supportthetransition,itwon'tbeeffective.Thisiswhy preparingfororganizationaltransformationmustbea partofdevelopingthestrategyandplan;itcannotcome AFTERyoudeterminethatthefirmhastobe transformed.Arolloutstrategyneedstoaccountforthe factthatit'sunlikelyyoucanwaittodothingsin sequence.Theremaybealotthathastobedone simultaneously,inlittlerollsout,orinanotherway This willdependonthestateofyourbusinessandthemarket. Largeinternationalorganizationstypicallyadopta modifiedstrategy
Robert Rose started his career producing medical devices before moving on to top positions in consumer electronics at NEC and Toshiba. He co-founded MedWand almost eight years ago. Along with multiple prosperous startups, he has overseen significant business divisions for Fortune 500 firms, including Tandy, CompUSA, Systemax, and Wyle. Bob has worked with Angel Flight West as a Command Pilot and Hospital & Outreach Coordinator
Bob has more than 30 years of leadership expertise in engineering and operations management, manufacturing, and international strategic business success. Bob came to the conclusion that there was a genuine need for a different kind of design services company—one that could accomplish for its clients what was previously impossible, push the boundaries of science, engineering, and imagination, and transform ideas into products with unprecedented levels of performance and quality. This deep experience and an intense drive for excellence led Bob to this conclusion. Bob put together the very elite group of top scientists, engineers, and manufacturing experts that would eventually become Cypher Scientific in order to accomplish this lofty aim.
Tellusabouttheinceptionofthe company.Howdiditallstart?
TheMedWanddevicewasconceived byDr.SamirQamar,afamily physicianandfounderofMedLion DirectPrimaryCare,oneofthe nation'sleadingdirectprimarycare companies.Itwasafterbeing dissatisfiedwiththecurrent limitationsoftelemedicinethatDr. Qamarcameupwiththeideaof buildingacompacttelemedicine devicecapableofremotepatient exams.Afteranextensivesearch,Dr QamarapproachedengineerRobert Rose,founderofCypherScientific Engineering,formerlyofRedDigital Cinema,whoagreedtojointhe project.Together,onamissionto advancetelemedicine,Dr.Qamarand Mr.RosecreatedMedWand Solutions,theMedWanddevice,and theMedWandplatformecosystem.
Whicharethemajorservicesof thecompanyandhowdothe companytogetaheadinthe competition?
BMedWandSolutions,Inc.delivers digitalhealthcaretechnologiesthat enhancetheaccessibilityandquality ofhealthcareservicesforclinicians andpatients,regardlessoflocation. MedWandwascreatedbyateamof physiciansandengineerstoenhance thequalityandaccessibilityofhealth careservicesregardlessofphysical location.Thecompanyoffersits MedWanddeviceandVirtualCare Clinicsolutionsforawiderangeof applicationsthatincludehospitals, fieldclinics,nursinghomes,schools, andworkplaces,whereverInternet accessisavailable.
Acompanyofvisionariesanda stewardofbigideas,MedWand combinemultipleclinicallyaccurate vitalsensorsandanUltra-HD resolutioncamera.Operatingvia MedWand'sVirtualCareClinic software,physicianscanconduct comprehensivevideoconsultations andphysicalexamsovertheInternet, withreal-timemonitoringand recordingofkeyvitals.Data collectedincludescoretemperature, bloodoxygensaturationandpulse rate,heart,lungandabdominal auscultations,electrocardiogram,and highdefinitionotoscopic, oropharynx,anddermatoscopicexam images.
MedWandrepresentstheevolutionof telemedicine,enablingamultidiagnosticassessmentwithasingle devicethatcanbeusedanywherein theworld.Oneofthemajor challengestelemedicineclinicians facetodayisthelackoftheabilityto obtainkeyphysicalassessment information,suchaslungsoundsand EKG,duringthetelemedicinevisit.
MedWandsolvesthisproblemby enablingthephysician,orcaregiver, tocollectthisinformationwitha user-friendlyplatform.
Whatisthesignificanceof innovativeideasinthecompany?
Untilnow,therehasneverbeena singletelemedicinedevicethat"does itall."Thereisnolongeraneedfor suitcasesfullofseparate telemedicinediagnosticsbecause MedWandhousesuptoeight diagnostictoolsinonesimple,handhelddevice.Theteambehindthe cutting-edgedeviceisalready planningfuturegenerationsofthe product,whichareexpectedto includeevenmorecriticaldiagnostic toolsinthedevice'sremarkableform factor.MedWandwillmakeaccessto healthcareportableandtelemedicine global:Inoneword,MedWandis freedom.Whereveryouare,the devicewillprovideaccesstomedical care.Erasinggeographicalborders acrossnations,MedWandhascreated technologythatallowsapatientin Vietnamtobeexaminedbyadoctor inNewYork.WithMedWand, healthcarebecomesconvenient, accessible,andportable.
Belowarehighlightsoftheinterview conductedbetweenWorld'sLeaders andWorld'sLeadersandBob:
