THe Most Innovative CEO Of The Year 2024

VOL 02 I ISSUE 01 I 2024 L E A D E R S The Most Innovative www.thecioleaders.com of the Year 2024 Qualities and Attributes Understanding the Different Approaches to Leadership see page 14 The Core Elements Key Aspects of Leaders that Define Organizational Growth see page 20 The Story of a The Story of a Customer-Centric Leader Customer-Centric Leader Thomas Thomas Bargetzi Bargetzi Leading with a Leading with a Global Perspective Global Perspective

Leadership is not about being the best. It is about making everyone else better.

A Catalyst Facilitating Enhancements nnova?on is the driving force behind successful resources and support necessary to make quick decisions. businesses. The most innova?ve leaders are those who Innova?ve leaders understand the importance of I have the ability to inspire and mo?vate their teams to collabora?on. They build diverse teams with a range of think crea?vely, take risks, and embrace change. Innova?ve skills, backgrounds, and perspec?ves. They create an leaders are visionaries who have a clear understanding of environment where everyone feels valued and heard. They where they want their business to go. They have a long- encourage open communica?on, construc?ve feedback, term perspec?ve and are able to see beyond the and construc?ve conflict resolu?on. immediate challenges and obstacles. They are able to Innova?ve leaders foster a culture of collabora?on that communicate their vision effec?vely and inspire their team encourages team members to share ideas, challenge to work towards a common goal. assump?ons and work together towards a common goal. Innova?ve leaders are visionaries who have a clear They are customer-oriented and understand that the understanding of where they want their business to go. success of their business depends on mee?ng their They have a long-term perspec?ve and are able to see customers' needs. beyond the immediate challenges and obstacles. They are able to communicate their vision effec?vely and inspire They are able to an?cipate and respond to customer needs Editor’s Editor’s their team to work towards a common goal. and preferences, and they use customer feedback to inform their decision-making. They create a culture that These leaders are not afraid to take risks. They understand values customer feedback and encourages innova?on that that failure is a natural part of the innova?on process and benefits their customers. Mapping the journey of these Desk Desk are willing to take calculated risks to achieve their goals. innova?ve leaders, The CIOLeaders shines the limelight on They encourage their teams to experiment, fail fast, and The Most Innova?ve CEO of the Year 2024. Flip through learn from their mistakes. They create a culture that the pages and delve into the journey of excellence driving celebrates experimenta?on and risk-taking, and they transforma?ons in the dynamic business arena. reward those who take bold steps. Have a Deligh?ul Read! Staunch business leaders are agile and adaptable. They are able to respond quickly to changes in the business environment and adjust their strategies accordingly. They are not wedded to a single approach or solu?on and are James฀Green open to new ideas and perspec?ves. They encourage their teams to be flexible and nimble, and they provide the E E E E

A Catalyst Facilitating Enhancements nnova?on is the driving force behind successful resources and support necessary to make quick decisions. businesses. The most innova?ve leaders are those who Innova?ve leaders understand the importance of I have the ability to inspire and mo?vate their teams to collabora?on. They build diverse teams with a range of think crea?vely, take risks, and embrace change. Innova?ve skills, backgrounds, and perspec?ves. They create an leaders are visionaries who have a clear understanding of environment where everyone feels valued and heard. They where they want their business to go. They have a long- encourage open communica?on, construc?ve feedback, term perspec?ve and are able to see beyond the and construc?ve conflict resolu?on. immediate challenges and obstacles. They are able to Innova?ve leaders foster a culture of collabora?on that communicate their vision effec?vely and inspire their team encourages team members to share ideas, challenge to work towards a common goal. assump?ons and work together towards a common goal. Innova?ve leaders are visionaries who have a clear They are customer-oriented and understand that the understanding of where they want their business to go. success of their business depends on mee?ng their They have a long-term perspec?ve and are able to see customers' needs. beyond the immediate challenges and obstacles. They are able to communicate their vision effec?vely and inspire They are able to an?cipate and respond to customer needs Editor’s Editor’s their team to work towards a common goal. and preferences, and they use customer feedback to inform their decision-making. They create a culture that These leaders are not afraid to take risks. They understand values customer feedback and encourages innova?on that that failure is a natural part of the innova?on process and benefits their customers. Mapping the journey of these Desk Desk are willing to take calculated risks to achieve their goals. innova?ve leaders, The CIOLeaders shines the limelight on They encourage their teams to experiment, fail fast, and The Most Innova?ve CEO of the Year 2024. Flip through learn from their mistakes. They create a culture that the pages and delve into the journey of excellence driving celebrates experimenta?on and risk-taking, and they transforma?ons in the dynamic business arena. reward those who take bold steps. Have a Deligh?ul Read! Staunch business leaders are agile and adaptable. They are able to respond quickly to changes in the business environment and adjust their strategies accordingly. They are not wedded to a single approach or solu?on and are James฀Green open to new ideas and perspec?ves. They encourage their teams to be flexible and nimble, and they provide the E E

C O 08 N The Story of a Customer-Centric Leader T E Leading with a N Global Perspective T S A r t i c l e s Qualities and Attributes Understanding the Different Approaches to Leadership 14 e Core Elements Key Aspects of Leaders that C O V E R S T O R Y 20 Define Organiza?onal Growth

Spotlighting the Icons of Brilliance CREDITS Merry D'Souza Editor-in-Chief James Green Deputy Editor Global฀ Mike Anderson Executive Editor Anish Miller Assistant Editor Subscription David King Visualizer George Kingston Art & Design Director Tim Daniels Associate Designer Sihanee M. Senior Sales Manager James Sykes Marketing Manager 4 Phil Bristol Technical Head L E A D E R S Simon Gayle SME-SMO Executive Dave Business Development Manager Morgan Sales Executives David, JD Business Development Executives Steve, Joe Digital Marketing Manager Dominique T. Frank Adams Research Analyst Robert Brown Circulation Manager Stella Andrew Database Management February, 2024 David Stokes Technology Consultant Stay in touch Subscribe to The CIO Leaders: Your Gateway to a World of Knowledge and Creativity!

The Story of a Customer-Centric Leader Leading with a Global Perspective Thomas Bargetzi

The Story of a Customer-Centric Leader Leading with a Global Perspective Cover Stor} Thomas Bargetzi

Cover Story The Most Innovative CEO of the Year 2024 homas Bargetzi brings over 20 years of exper?se as employees are ac?vely engaged in discussing and To address these challenges, Thomas implemented two key an interna?onal specialist in reorganiza?on, understanding the metrics that drive the business. strategies: T restructuring and organiza?onal/process change. With a remarkable track record of handling over 50 Regular expressions of gra?tude and recogni?on for the Ÿ Cultural Translator: Recognizing the behavioral and mandates across 30 countries on 5 con?nents and in 19 efforts of the team are essen?al components of his working style differences between New Zealand diverse industries, Thomas has demonstrated versa?lity in leadership philosophy. For Thomas, a KPI is not a secret; it and Europe, Thomas enlisted the support of a naviga?ng a wide range of situa?ons. is a tool to be transparently communicated and discussed seasoned individual within the organiza?on. throughout the organiza?on. This person had lived in Germany for many His professional journey includes roles at prominent years, providing valuable insights into the companies such as Pepsi-Cola, NutraSweet, Sunrise Restructuring a Construc?on Company cultural nuances and ac?ng as a Medical, and Mars Inc., all of which are customer-oriented "translator" to help bridge the gap in organiza?ons. One of Thomas' significant challenges involved understanding. restructuring a construc?on company in Germany with Ÿ Establishment of an Office in Singapore: Thomas places a fundamental emphasis on customer substan?al financial losses, totaling double-digit millions of To create a more centralized and sa?sfac?on, considering it the cornerstone of any euros over several years. The company, with 3,300 accessible loca?on, Thomas set up an successful business. His philosophy revolves around the employees, a turnover exceeding 1.3 billion euros, and 354 office in Singapore. This strategic move idea that customers, who ul?mately fund the organiza?on sites, faced a daun?ng task. posi?oned the office halfway between New through their purchases, should always be the focal point Zealand and Germany, facilita?ng easier of a?en?on. This customer-centric approach is ins?lled Thomas led a project team of 10 people, and he named the collabora?on and communica?on. The across all aspects of the business, from the front desk to project "the wonder of Bern." Despite widespread Singapore office served as a neutral ground, social media interac?ons, emphasizing the importance of skep?cism, he successfully implemented a transforma?ve minimizing the challenges posed by the every touchpoint in shaping customer experience. strategy. His approach involved fostering a football-team- significant ?me difference and seasonal like spirit within the organiza?on, trea?ng employees as varia?ons. As a leader, Thomas advocates for a mindset where the individual players with unique strengths and weaknesses. phrase "not possible" is never an op?on. He believes in He encouraged them to realize their ideas, accepted failure These ini?a?ves not only helped navigate the prac?cal living and embodying this customer-centric mindset in as part of the process, and established a sales organiza?on obstacles of ?me zones and cultural dispari?es but also daily work. According to Thomas, leadership involves being based on his extensive experience in sales and marke?ng fostered a more effec?ve and harmonious working a visible and ac?ve presence for staff and customers, rather with American companies. rela?onship between the teams in than being confined to administra?ve tasks behind a desk. New Zealand and Germany. There is no excuse, in his view, for neglec?ng customer A crucial element of the turnaround was implemen?ng a care. rigorous repor?ng system with precise facts and figures Pioneering, Advocacy throughout the organiza?on, leaving no room for and a Passion for Implemen?ng Key Performance Indicators (KPIs) is part of interpreta?on. A?er two years and two months, the Solu?ons Thomas's strategy to measure and improve organiza?onal company achieved break-even. Thomas then introduced a performance. He stresses the importance of sharing these new organiza?onal structure, leveraging individuals he Thomas reflects on KPIs with the en?re staff, fostering a culture where knew from various parts of the organiza?on. Six years later, his 22-year journey these individuals con?nued to excel, forming the backbone in the interim of a company that was listed on the stock exchange in management field, Germany. With a turnover of 20 billion € for the en?re emphasizing that group, the part Thomas was heading brought in a turnover he was among the With a remarkable track record of of 1.3 Billion €. pioneers in this handling over 50 mandates across domain. When he Managing Across Time Zones ini?ally ventured 30 countries and in 19 diverse into interim industries, Thomas has “ Managing a company with a significant ?me difference management, situations. “ demonstrated versatility in between New Zealand and Germany posed unique the prevailing challenges for Thomas. With a 12-hour ?me gap and being percep?on was navigating a wide range of in different seasons, coordina?ng between the two that it might loca?ons became a complex task. One side was in deep be a winter, while the other experienced a very hot summer, temporary adding to the contrast. solu?on un?l

Cover Story he secured a new job. However, Thomas was resolute in colleagues, founded DSIM, a new associa?on dedicated to Drawing from his experience as a highly ranked Swiss Army considering this as his long-term career choice, posi?oning shaping the future of interim management. officer (now inac?ve), Thomas highlights the early lessons himself between opera?onal he learned about taking responsibility and striving to management and tradi?onal achieve goals. His military background, shaped by Thomas clarifies that DSIM is not a pla?orm for finding The transparency extends to consultants. Switzerland's unique system, involved individuals fulfilling jobs or mandates but serves as an associa?on focused “ their regular jobs alongside addi?onal military services on promo?ng and advancing the concept of interim proposing solutions, outlining mandated by law. This dual commitment ins?lled in In the early stages, Thomas management. potential costs and predicting Thomas a sense of responsibility and a commitment to faced the challenge of excellence from an early stage in his life. convincing both managers and He sees interim management as a dynamic and reactions. “ consultants that interim evolving discipline, offering a unique approach to Language as a Bridge management was a valuable providing opera?onal support and solu?ons for and effec?ve solu?on in specific companies. Acknowledging that not everyone fully educa?on, involves an?cipa?ng future steps and bringing For Thomas, effec?ve communica?on in various languages situa?ons. This led to the understands the scope of interim management, the opera?onal side to the next level. is a key aspect of his work in companies. He fluently emergence of "Providers," Thomas emphasizes the need for increased visibility and commands communica?on in 4 peak languages: German companies facilita?ng the hiring promo?on of its poten?al in resolving business Vast Informa?on Landscape for Leaders and French (mother tongue), English and Italian. The ability of interim managers. Unhappy challenges. to communicate with individuals at all levels, even those with this development, Thomas emphasizes the challenge of naviga?ng not proficient in other languages, allows him to quickly Thomas, along with To newcomers entering the field, Thomas informa?on in the media, given its vast reach to millions of iden?fy poten?al issues from the sources. three business imparts the importance of being people. Acknowledging the impossibility of controlling how passionate about their role in interim individuals interpret informa?on, he advises leaders to Addi?onally, he emphasizes the importance of good management. Rather than viewing limit their informa?on sources to 3 to 5 trusted outlets. behavior, no?ng that conversing with people in their it as a last resort for employment, language is a respec?ul and considerate approach. This he encourages them to see it as a Thomas suggests including different levels of news to stay prac?ce extends to interac?ng with customers in their fresh avenue for personal connected with people from various backgrounds, including market language, aligning with the expecta?on of clear development and, customers and employees. He further recommends that communica?on in the language of the audience. consequently, a means to leaders be selec?ve in their reading, focusing on the posi?vely impact the informa?on that directly impacts their company, Commitment to Personalized Service, Transparency and companies they engage customers, and objec?ves. This approach allows leaders to Strategic Alignment with. The guiding priori?ze their a?en?on on ma?ers that are most relevant principle, according to to their responsibili?es and goals. The decision to name his company "THOMAS BARGETZI" Thomas, is that reflects a commitment to providing a personalized and "resigna?on is never, The Agile Fire Brigade direct service. By offering only his exper?se, Thomas never ever an op?on." ensures a clear and unfiltered communica?on style with Thomas perceives himself as a “fire brigade,” emphasizing clients. He acknowledges that this approach may not Interim Management the need for fast and effec?ve solu?ons in his role. His always be easy for customers, but he remains authen?c, Journey mandates typically last for rela?vely short dura?ons, openly sharing his perspec?ves on the situa?on. ranging from 6 to 18 months, limi?ng the scope for long- For Thomas, the term innova?ons. The transparency extends to proposing solu?ons, outlining journey into interim poten?al costs and predic?ng reac?ons. This management was Instead, Thomas focuses on quickly addressing and straigh?orward approach is aimed at providing clients with driven by a realiza?on resolving issues within the given ?meframe. Despite the the full package of Thomas's experience, enthusiasm, and that his management short-term nature of his assignments, he con?nues to drive, ensuring a clear and effec?ve collabora?on. style aligned more generate numerous ideas daily to improve and enhance seamlessly with this field the companies he works with. For Thomas, aligning opera?onal business with strategic compared to large corpora?ons. decisions is crucial to achieving goals. Drawing an analogy In contrast to corporate Looking ahead, Thomas envisions con?nuing his work for with car racing, he emphasizes the importance of environments that o?en-placed the next 5 to 7 years, seeking new interna?onal challenges organizing the opera?onal aspect of the business in a way importance on superficial factors and advoca?ng for interim management as a genuine that supports the strategic objec?ves. This forward- like a?re, hobbies, or the pres?ge of alterna?ve in business strategies. thinking approach, ins?lled in him through Swiss Army one's alma mater, Thomas found interim management to be a be?er fit.

Qualities and Attributes Understanding the Different Approaches to Leadership eadership is an essen?al aspect of organiza?onal success, and the style of leadership that a leader adopts can significantly impact the produc?vity, crea?vity, and L innova?on of their team. Transforma?ve leadership is a style of leadership that focuses on inspiring and mo?va?ng followers to achieve their full poten?al and exceed their expecta?ons. This leadership style emphasizes crea?ng a vision for the future, inspiring followers to work towards the vision, and empowering them to take ownership of their work. In this ar?cle, we will explore the different approaches to transforma?ve leadership and discuss their benefits and limita?ons. Authen?c Leadership Authen?c leadership is a style of leadership that emphasizes being true to oneself and one's values. Authen?c leaders are transparent and open about their values and beliefs, and they encourage their followers to do the same. Authen?c leadership involves crea?ng a sense of trust and openness within the team and fostering an environment where team members feel comfortable being themselves. Benefits of Authen?c Leadership Authen?c leadership has several benefits, including: Increased trust and credibility: Authen?c leaders are honest and transparent about their values and beliefs, which can help build trust and credibility with their followers. Greater engagement and mo?va?on: Authen?c leaders inspire their followers to be themselves and take ownership of their work, which can increase engagement and mo?va?on. Greater crea?vity and innova?on: Authen?c leaders foster an environment of trust and openness, which can encourage crea?vity and innova?on among team members. Servant Leadership Servant leadership is a style of leadership that focuses on serving others. Servant leaders priori?ze the needs of their followers and work to help them achieve their goals. Servant leadership involves being humble, empathe?c, and compassionate and working to create a sense of community and purpose within the team. February 2024 www.thecioleaders.com 14 15

Benefits of Servant Leadership Greater clarity of vision: charisma?c leaders have a strong vision for the future, which can provide clarity and Servant leadership has several benefits, including: direc?on for the team. A leader is one who Increased trust and loyalty: Servant leaders priori?ze the The key characteris?cs of charisma?c transforma?ve knows the way, goes the needs of their followers, which can help build trust and leadership include: loyalty within the team. way and shows the way. Charisma?c personality: The leader must have a Greater collabora?on and teamwork: Servant leaders work charisma?c personality and be able to inspire followers to create a sense of community and purpose within the through their words, ac?ons, and vision. team, which can encourage collabora?on and teamwork. Visionary thinking: The leader must be able to envision the Greater crea?vity and innova?on: Servant leaders future and communicate that vision in a way that inspires encourage their followers to take ownership of their work, followers. which can lead to greater crea?vity and innova?on. Emo?onal intelligence: The leader must be emo?onally The key characteris?cs of servant transforma?ve leadership intelligent and able to connect with their followers on an include: emo?onal level. Focus on serving others: The leader must priori?ze the In conclusion, transforma?ve leadership is a style of needs of their followers and be willing to serve them in leadership that can have a significant impact on whatever way necessary. organiza?onal success, and there are various approaches to this leadership style. Charisma?c transforma?ve leadership Empathy: The leader must be empathe?c and able to is focused on inspiring and mo?va?ng followers through the leader's charisma and vision, while servant understand the needs and concerns of their followers. transforma?ve leadership priori?zes serving the needs of Collabora?ve mindset: The leader must be able to work followers and empowering them to achieve their full collabora?vely with their team to achieve their goals. poten?al. Authen?c transforma?ve leadership is focused on building trust and being true to oneself, while Charisma?c Leadership collabora?ve, transforma?ve leadership emphasizes collabora?on and teamwork. Charisma?c leadership is a style of leadership that emphasizes the personality and charisma of the leader. Each approach to transforma?ve leadership has its benefits Charisma?c leaders are seen as inspiring and mo?va?onal, and limita?ons, and the most effec?ve approach will and they have a strong vision for the future. Charisma?c depend on the specific organiza?onal context and the leadership involves crea?ng a sense of excitement and needs of the team. enthusiasm within the team and inspiring followers to work towards a common goal. However, by understanding the key characteris?cs of each approach, leaders can be?er iden?fy the most appropriate Benefits of Charisma?c Leadership style of transforma?ve leadership for their organiza?on and team. Charisma?c leadership has several benefits, including: Overall, transforma?ve leadership is a powerful leadership Increased mo?va?on and enthusiasm: charisma?c leaders style that can help organiza?ons achieve their full poten?al are seen as inspiring and mo?va?onal, which can increase by inspiring and mo?va?ng followers to do their best work. mo?va?on and enthusiasm among followers. By adop?ng one of the different approaches to transforma?ve leadership, leaders can create a culture of Greater crea?vity and innova?on: charisma?c leaders innova?on, crea?vity, and collabora?on, which can drive inspire followers to think crea?vely and come up with new long-term success and growth for the organiza?on. ideas, which can lead to greater crea?vity and innova?on. www.thecioleaders.com 16

Leadership is the capacity to translate vision into reality.

The Core Elements process, they can consider a broader range of factors and poten?al consequences. This leads to be?er-informed and more balanced decisions, reducing the likelihood of groupthink and avoiding blind spots that can hinder organiza?onal growth. Improved Employee Engagement and Sa?sfac?on Employees tend to be more engaged and sa?sfied in organiza?ons with diverse leadership. When employees see leaders who resemble them in terms of gender, ethnicity, or other characteris?cs, they are more likely to feel valued and included. This sense of belonging fosters a posi?ve eadership is a cri?cal component of any workplace culture, leading to higher organiza?on's success. The approach and style of employee reten?on rates and increased L leadership within an organiza?on can significantly produc?vity, which are essen?al for influence its growth, adaptability, and overall organiza?onal growth. performance. One key factor that has gained prominence in recent years is the importance of diverse leadership Enhanced Adaptability approaches. Diversity in leadership encompasses various dimensions, such as gender, race, ethnicity, age, and Organiza?ons led by diverse leadership cogni?ve diversity. This ar?cle explores the impact of teams are o?en more adaptable in the diverse leadership approaches on organiza?onal growth face of change. Diverse leaders bring a and why fostering diversity at the top levels of an variety of experiences and perspec?ves organiza?on is essen?al for long-term success. that can help organiza?ons navigate through different challenges and Enhanced Crea?vity and Innova?on opportuni?es. This adaptability is crucial in today's rapidly changing business Diverse leadership teams bring together individuals with environment, where organiza?ons must different backgrounds, experiences, and perspec?ves. con?nuously evolve to stay compe??ve. This diversity in thought and approach can lead to enhanced crea?vity and innova?on within an Broader Market Understanding organiza?on. When leaders from various backgrounds collaborate, they can generate a wider range of ideas Diverse leadership teams can be?er and solu?ons. This not only helps in addressing understand and cater to a diverse challenges more effec?vely but also allows for the customer base. In an increasingly development of innova?ve products and services, giving globalized world, having leaders who the organiza?on a compe??ve edge. represent various demographics can provide insights into different markets and Be?er Decision-Making consumer preferences. This understanding can lead to more effec?ve marke?ng A diverse leadership team is more likely to make well- strategies and product development, rounded decisions. When leaders with diverse ul?mately expanding the organiza?on's perspec?ves are involved in the decision-making market reach and growth poten?al. February 2024 www.thecioleaders.com 20 21

Enhanced Reputa?on and Brand Image Long-Term Sustainability Don’t worry Organiza?ons that priori?ze diversity in leadership are Diverse leadership can contribute to the long-term o?en perceived as more socially responsible and inclusive. sustainability of an organiza?on. By promo?ng diversity about failure; This posi?ve reputa?on can a?ract top talent, investors, and inclusion, organiza?ons can create a culture of and customers who value diversity and inclusivity. A strong con?nuous learning and improvement. This culture can brand image built on diversity and inclusivity can help the organiza?on adapt to changing market condi?ons you only have contribute to sustainable growth and long-term success. and remain relevant in the long run. to be right Talent A?rac?on and Reten?on Social Responsibility and Stakeholder Sa?sfac?on Diverse leadership can help organiza?ons a?ract and retain Stakeholders, including customers, investors, and partners, once. top talent. When poten?al employees see a diverse increasingly value diversity and social responsibility. leadership team, they are more likely to view the Organiza?ons with diverse leadership teams are o?en seen organiza?on as an inclusive and welcoming place to work. as more socially responsible, which can lead to increased This can lead to a larger pool of qualified candidates to stakeholder sa?sfac?on and support. Sa?sfied stakeholders choose from and reduce turnover, saving both recruitment are more likely to contribute to the organiza?on's growth and training costs. through investments, partnerships, and con?nued patronage. Risk Mi?ga?on Diverse leadership approaches have a profound impact on Diverse leadership teams are o?en be?er equipped to organiza?onal growth. By fostering diversity at the highest iden?fy and mi?gate risks. Different perspec?ves can help levels of leadership, organiza?ons can tap into the benefits of enhanced crea?vity, be?er decision-making, improved uncover poten?al risks that might be overlooked in a more homogenous leadership group. This risk-awareness can be employee engagement, and adaptability, among others. crucial in preven?ng costly mistakes and safeguarding the organiza?on's long-term growth. Moreover, diverse leadership is not just about mee?ng diversity quotas; it's about harnessing the power of Regulatory Compliance and Reputa?on Management different perspec?ves and experiences to drive innova?on and long-term success. Embracing diverse leadership is not In many regions, there are regula?ons and policies that only the right thing to do but also a strategic impera?ve for encourage diversity and inclusion in leadership roles. organiza?ons looking to thrive in an increasingly complex Organiza?ons that demonstrate a commitment to diversity and compe??ve business landscape. not only comply with these regula?ons but also avoid legal issues and reputa?onal damage. Avoiding diversity-related controversies can help maintain a posi?ve brand image, which is essen?al for long-term growth. Global Expansion and Cultural Competence For organiza?ons with interna?onal aspira?ons, diverse leadership is a significant asset. Leaders with different cultural backgrounds can provide valuable insights into global markets and help bridge cultural gaps. They can also ensure that the organiza?on's expansion efforts are respec?ul of local customs and prac?ces, reducing the risk of missteps that could hinder growth. www.thecioleaders.com 22

Leadership is not about titles, positions, or owcharts. It is about one life inuencing another.

L E A D E R S www.thecioleaders.com C

THe Most Innovative CEO Of The Year 2024

THe Most Innovative CEO Of The Year 2024

Presentation Transcript

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