World’s Inspiring CEOs to Watch in 2022

ChangingtheCourseofTraditionalBusinessProcesses

ChangingtheCourseofTraditionalBusinessProcesses

Doeshavingyearsofexperienceasacompetentleadersuffice tomakeyouagreatCEO?Whatotherattributesandskillscan youincorporateintoyourplantohelpyousucceedwhile you'reunderpressure?

ACEOhasawiderangeofduties.Theyofteninteractwith management,theboardofdirectors,andthegeneralpublic, actingasthecompany'srepresentativetovarious stakeholders.Theorganization'soverarchingstrategyisunder theCEO'sauthority,andtheyalsoworktoinstillbrandvalues intheirstaff.

TheCEO'sdutiesandobligationsvaryfromfirmtocompany andareoftendeterminedbythesizeandorganizational structureofthecorporation.Insmallerbusinesses,theCEO hasbroaderfunctionalresponsibilitiesthatinvolvemaking decisionsatthelowestlevelsofmanagement.Theyonly interactwithcomplexbusinessmodelsandimportant organizationaldecisionsinlargercompanies.

LeadingCEOsarerecognizedfortheirdecisivenessrather thantheirabilitytomakeoutstandingdecisions.Theymake decisionsfaster,morefirmly,andearlier.Theycontinuetodo sodespiteuncertainty,alackofsupportingdata,andthe emergenceofnewdisciplines.

Afterchartingaclearcourseforthecompany,CEOsmustwin oversupportfromtheworkforceandotherstakeholders. Strongperformersstrikeabalancebetweenathorough understandingoftheobjectivesoftheirstakeholdersanda steadfastdedicationtoproducingoutcomes.

Initslatestedition"World'sInspiringCEOstoWatchin 2022",World'sLeadershascompiledalistofpioneering CEOsfromavarietyoffieldswhohaveallfacedadversityin theirlives.

World’s Inspiring CEOs to Watch in 2022

ThecoverfeaturesWalterSciacca,CEOandMDof SCIACCAINTERNATIONALPROJECTS.Heis attemptingtoreachthepinnacleinthebusinessareaby convertingaracetrackfromasportingfacilitytoarealestate business.

Waltergrewupwithtwopassions:oneforcomputerscience andtheotherformotorsports.Itallbeganwithhislovefor informationtechnologyandmotorsports,towhichhelater addedaloveofplanningandmanagement.Herelocatedto Romewhenhewas19andbeganworkingforaprestigious motorsportsorganization.Whenhewas25yearsold,he foundedhisfirstcompanythatorganizedeventsinthe racetrack,computerizingeverystageoftheprocessand becamethefirstcompanyintheworldtodoso.Similarto numerouswell-knowncompanies,itallbeganinagarage thatwasconvertedintoanofficeatalittleracetrackin southernItaly.Hisinitialbusiness,whichwouldbe consideredastart-uptoday,grewrapidlyand,initssecond year,hadasix-digitturnover.In15years,heorganizedmore than1,500eventsatvariousItalianracetracks.Hehasalso wonthefaithofthemostprestigiousbusinesses.Thus,the nameWalterSciaccadevelopedintoabrand,astandard,and theindisputableindustrypioneer.

Inthisspecialedition,letussharesimilar,inspirationaltales andinterviewswithmanysuchdedicatedleadersinorderto raiseawarenessabouttheircontributionstomakingthe worldabetterplace.

Let'sBegin!

Cover Story

Walter Sciacca

Thinking About an Idea from All Possible Perspectives and Reaching Wise Judgments

To adapt and meet the difficulties of change, businesses frequently need innovation. Promoting stability might be really harmful to your company. Staying afloat in today's fiercely competitive world requires achieving organizational and economic growth through innovation. One of the innovators, Walter Sciacca, CEO and MD of SCIACCA

INTERNATIONAL PROJECTS is attempting to reach the pinnacle in the business area by converting a racetrack from a sporting facility to a real estate business.

HeadStartofCareer

Waltergrewupwithtwopassions: oneforcomputerscienceandthe otherformotorsports.Itallbegan withhisloveforinformation technologyandmotorsports,to whichhelateraddedaloveof planningandmanagement.He relocatedtoRomewhenhewas19 andbeganworkingforaprestigious motorsportsorganization.Whenhe was25yearsold,hefoundedhisfirst companythatorganizedeventsinthe racetrack,computerizingeverystage oftheprocessandbecamethefirst companyintheworldtodoso. Similartonumerouswell-known companies,itallbeganinagarage thatwasconvertedintoanofficeata littleracetrackinsouthernItaly.His initialbusiness,whichwouldbe consideredastart-uptoday,grew rapidlyand,initssecondyear,hada six-digitturnover.In15years,he organizedmorethan1,500eventsat variousItalianracetracks.Hehas alsowonthefaithofthemost prestigiousbusinesses.Thus,the nameWalterSciaccadevelopedinto abrand,astandard,andthe indisputableindustrypioneer.

Later,hemadethedecisionto specializeonmanagementconsulting andshiftthelineofwork.Oneofthe

Hmostsignificantandillustrious racetracksintheworld,theEnzoe DinoFerrariCircuitinImola, appointedhimCEOandManaging Director.Hewasthedrivingforce behindthecircuit'ssportingand economicrebirth.

InnovationinBusiness

Walterthinksthatmicromanagement isseverelyconstrictingandbadfor thebusiness.Hedefinitelyfavours effectivemanagement.Inactuality, hismanagementishorizontalrather thanverticalorpyramidal.Heenjoys sharingbusinessplanswitheveryone and,whereappropriate,encouraging andrewardingthem.Heoftensaid: "

If things go well, it's because of all of you, but if they don't, it's all my fault! Regardless of who is at fault, I am still at fault.”Empathy, understandingofothers,andthe abilitytobuildgenuinerelationships withrealinterestareallnecessary Healwaysconsidersallpossible outcomes.

Thosewithoutexperienceshould alsobegiventhechancetoworkand

besupportedintheirprofessional developmentwhilebeingconscious thattheyarestilllearningandmay makemistakes.Waltersuggestedthat wemustbepreparedtodemonstrate theproperwaytodothings,notasa formofpunishmentbutratherasa lessoninlife.Withoutimmediately imposingourmethodofoperation, wemustidentifygoalsandaskour collaboratorshowtheyplantoattain them.

TransformationtoRealEstate

The"traditional"racetrackswillneed tochangetheirbusinessstrategyand takegenuinestepstomodifytheir courseforthenext10to20years. Walterhaveproducedtheparadigm shiftthathasmadeitpossibleto evolvetheconceptoftheracetrack intoastructurethatincreasingly servestheneedsofaneliteaudience. Inthenewmodelhecreated,the sportsfacilityassumesthevalueof economicpotentialwhilepaying closeattentiontoefficiency Thus, theracetrack'sconversionfroma sportingvenuetoarealestate business.

Thefirstprojectcaterstoaselectgroup ofconsumersandconsistsofultra-luxury villaswithaccesstoaprivateracetrackas wellasavarietyofotherfacilities.Asthe racetrackwouldberegardedasaprivate golfcourse,itwouldbeadreamcome trueformanypassionatewhileservingas arealestatebusinessforthosethat engageinit.Forthiscategory,thereare threedifferentkindsofprojects.

Thesecondprojectwillbepossible becausethecircuitswillbebuiltto accommodateavarietyofcompaniesand commercialactivitiesthathavenever beenseeinginsidea"racetrack."These activitieswillbetheactualcentreofthe business,andthespacesofthe constructionswillberentedoutorsold.

Asforthethirdproject,whichisstillbeing defined,Waltersaidthatitcouldbethefirst coveredracetrackintheworldandhewill add a fourth project, an absolutely innovativeAutomotiveMall.

LeadershipMethodology

Walterconsidersemotionalintelligence andempathyarecrucialwiththeteam andthecustomers.Recognize achievements,assigntasks,inspire people,andtakeontheroleofa "psychologist”.Itisvitaltoexamine one'smotivesand,whenrequired,make difficultdecisionswiththecourageand resolvetomoveforward,calming emotionsandactinglogically maintainingtactandrespectatalltimes.

Walterexplainstoteamwhatneedsthat tobedevelopedintoaprojectsothatitis readytofunctionattheappropriate moment.Itistruethatpassionis necessary,butpassionshouldn'tmake youirrational;itshouldbebalancedwith logicandanalysis.Bysimplyfollowing theirpassion,manyexpertshavefailed. Walterwantshisteamtoneverimitate

othersbutinstead,theyputinspirationtodobetterand differentlyandthinkingaheadtotheneedsofothers.He alsowantsonetobeawareabouthisownweaknesses. Everyonehasthem,butthekeyistostrivetoovercome themorattheveryleastbeabletocontrolorneutralize them.

Inanutshell,thequalitiesofagoodleaderinclude: activelistening,effectivecommunication,emotional intelligence,empathy,knowledgeofhowtoresolve conflicts,inspireandmotivateothers,beabletoidentify withothers,beabletolookatthingsfromdifferent angles,managetimeinaflexiblemanner,behumble, curious,haveadesiretolearnandgrow,bepassionate, resilient,perseverant,andaboveall,havevision.

Work-LifeBalance

Itcanbeverychallengingtobalanceworkandprivate life.Certainly,therehavebeenandwillcontinuetobe upsanddownsintryingtobalanceprofessionaland privatelife.Asprofessionalcommitmentsincrease,more worriessurfaceandoccasionallymoreissuesneedtobe resolved.Waltersuggestedtonevermakedecisions whenyou'retooemotionalandtoalwaysstrivetodiffuse badfeelings.HisdaughterVittoria(nineyearsold)ishis numberonepriority

Waltersays,“The absolute best part of my daily routine is when I see or hear my daughter.”

Hefurtheradds“It is important for me that Vittoria feels that I am always there, even if I am often far away. We do video calls several times a day, and she likes to share everything she does with me. I never talk to her about my work, but I let her tell me about her world and sometimes I tell her about when I was little. Recently we spent some father-daughter time in Disneyland Paris and in Paris itself and it was a wonderful experience.”

WhatshouldLeadersdotogetSuccess?

Today,buildinggenuinerelationshipswithrealinterestis essential.Youmustalsohaveempathyandthecapacity tocomprehendothersifyouwanttosucceedinpublic relations.Thepsychologicalsideissignificant.

Walteradvisesalwaysconsiderthingsfromavarietyof perspectivesandconsiderwhatyouwouldsayordoin yourinterlocutor'sshoes.Itiscrucialtocontinue studying,takingpartinseminars,conferences,and anythingelsethatcanhelpyouprogress.Hismottois, 'Nevergiveup!'.Neverforgetthatyoumusthavethe fundamentalskillsandabilitiesnecessaryforongoing trainingandgrowth,aswellasdeadlinesafterwhichyou arenolongertohavetocontinue. Walteradvisesrationalityandanalysismustbecombined withpassion,resiliency,tenacity,andtheabilitytowait fortheproperopportunity.Thefutureinvolvesthe fragmentationandsectorizationofthetargetwhichwe areaddressing,inamarketinwhichtheabilitytoevolve isthekeytosuccess.Walterworksoncapacityto "predict"theevolutionofthemarketinwhichhe operates.

VisionforFuture

"

The dreams I had in my drawer I've fulfilled them all. Now I'm working on the ones I have in my closet. Then there are the dreams I have inside the warehouse... and it's a very, very big warehouse..." - saysWalterSciacca

Walterisregardedasoneofthetopfivemanagersinthe worldintheindustry

Heisregardedasatrue"visionary"becauseheisableto accomplishinnovativebusinessconceptsthatwere originallyimaginedof10or15yearsagoinhis "dreams"warehouse.Thesedreamsaregoingtocome trueintheupcomingyears,andtheonlylimitationisthat therearenolimits.

Success-Oriented LEADERSHIP CEOswith

TThediverse,disciplinedorganizationsoftodayareeagertoreach the pinnacle of their growth, but this is impossible if an organizationcannotproperlymanageitsmanagement,operations, and business development, as well as its finances, human resources, and obligations to explore new areas. If a company's management is successful thanks to the contributions of each employee, that organization considers itself successful. An organization must be able to manage its actions, and the Chief Executive Officer of a firm is the appropriate individual to undertake this.To ensure that management continues to function effectively, the CEO updates the board of directors on company status.

A CEO is employed by a company Okay, since a percentage is often unpleasant, he or she clarified using the phrase "choice making."effectiveproactivemanagementupdatingforupcoming Almost 45% of a company's performance is at the control of the CEO.Differenttheoriesandtacticsareused,includingteamwork, organizationalalignment,pareoteanalysis,corporatestrategy,and boardengagement.Heorshemustpossessagood,strongcharacter andbeawareofthestrengthsandabilitiesofeachteammember

Successful CEOs nowadays consider both the industrial and environmental aspects. According to a study, most CEOs are reframing their biggest problems and putting an emphasis on ecologicalbalancetomaximizethevalueoftheircompanies.

Increasing customer value for the business, competing for new talentacquisition,andrecognizingfortheirbestpracticesSomeare well-known for their work; Alan Joyce, the CEO of America AirlinesandQantas,isapioneerinhisindustryandanadvocatefor

LGBTQ rights In 2017, he organized a campaign in favor of same-sex unions. The Tevor Project, which is for the lesbian, gay, bisexual, and transgender community to stop themfromtakingtheirownlives,isheadedby JeffreyGennette,thegayCEOofMacy'sInc.

Many people in pandemic have come up with innovativewaystointeractwiththeworkersin ordertoensurethatproductionisnotnegatively impacted. The CEO of Amazon, Jeff Bezos, expressedhisconcerns:"Thereisnoinstruction manualonhowtofeelatatimelikethis."One constantsubjectthatSatyaNadellaemphasizes is the need of having people that have a high levelofempathy CompanieslikeFedEx,Visa, andBankofAmericadidnotrequirelayoffsfor thestaffduetoemployeesecurity.

SmallbusinessesmayhaveCEOs,andinthese businesses, the owner serves as the chairman, managing director, or CEO However, the CEOsofthewell-knownandhighlysuccessful companies are important to their upbringing.

Numerous CEOs of large, well-known corporations, including Google, Amazon, Apple,Microsoft,andCoca-Cola,havegained notoriety through their work, public appearances, and press conferences Today, these are known as Celebrity CEOs. This is a contemporary idea in business. All of the world's CEOs are now well-known thanks to social media platforms, their professional writings, Forbes magazines, and other business-relatedmedia.

Jack Nikogosian

A Renowned Young Fintech Visionary

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.

ANewEraof

Theglobalhealthcrisisandtheattendanteconomicdisruptionshave unleashedchangeatsucharapidandmassivescalethateventhemost daringandprogressiveCEOsarequestioningtheirassumptions. Accordingtoourobservations,thereareatleasttwolinkedareasripe forinnovation:goalframingandtheoperationalmodel.

CEOsarerealisingthattheconstraintstoboldnessandspeedareless abouttechnologicallimitationsandmoreaboutmindsetstowardwhat isachievable,whatindividualsarewillingtoaccomplish,thedegree towhichimplicitorexplicitpoliciesthatslowthingsdownmaybe questioned,andbureaucraticlinesofcommand.

Recognizingthis,CEOsarerightfullycelebratingtheimmensityof whattheirfirmshaveaccomplishedwhileponderinghowtoextend evenfurther AccordingtoMichaelFisher,CEOofCCMHC, telehealthwillaccountforupto50%ofvisitsinspecificambulatory settingsandmaybe30%ofvisitsoverallinthefuture.Priorto COVID-19,fewerthan1%ofvisitsweretelehealth."Ikeeppushing myselfandourteamtothinkabouthowwecanutilizethisinflection momenttoreimagineourpotentialtogether,ratherthanallowingour organizationtojustgobacktothecomfortof'Let'scontinuewhat we'redoing,"Fishersays.

OurcolleaguesinMcKinsey'sStrategyandCorporateFinance PracticehavelongdemonstratedthatCEOsmakingboldmovesare criticaltoachievingoutstandingperformance,whichisdifficultto achieve—onlyoneineverytwelvecompaniesmovesfromanaverage performertoatop-quintileperformeroveraten-yearperiod.Making oneortwoboldstepsmorethandoublesthechanceofmakingsucha change;makingthreeormoreincreasesthelikelihoodbysixtimes. OurstudyhasalsorevealedthatCEOshiredoutsidetendtomove withgreaterboldnessandspeedthanthoseemployedwithina company,owingtosocietalrestrictionsthatlimitinternallypromoted CEOs.

Asaresult,wefrequentlyencourageCEOspromotedfrominsideto askthemselvesthefamousquestionthatdroveAndyGroveand GordonMooretofocusIntelonmicroprocessors:"Whatwouldan outsiderdo?"Giventhepandemic'sperformance,wewouldnow recommendCEOstoaskthemselvesandtheirteamsafollow-up question:"WhatwouldyourCOVID-19answerbe?"Theabilityof theseframesofreferencetoreinventthepossibilityandrecalibrate whatisfeasibleisremarkable.