With an estimated 67% of all strategies failing, it's clear that there is an urgent need to rethink how we design, communicate and implement business strategies.

In an era where businesses must constantly evolve to outperform competitors, improve productivity, and drive revenue, organisational change is not just a necessity but a strategic imperative.

In today's volatile business environment, the ability to not only adapt to change but also to proactively design and seize opportunities during turbulent times is crucial.

Hiring based on subjective beauty standards seems like a bit of "in your face" candidate selection criteria, doesn't it?

The highest levels of productivity, growth and innovation happen in teams that are cognitively diverse, motivated and feel psychologically safe.

The highest levels of productivity, growth and innovation happen in teams that are cognitively diverse, motivated and feel psychologically safe.

Already 15 years ago 90% of leaders surveyed across 70 countries named culturally intelligent leadership as the leading capability in the 21st century.

Since late 2019, organisations, entrepreneurs and leaders have been thrust into the deep end, putting out fires.

When was the last time you laughed? Really, belly-laughed? When was the last time you reflected on what gives you joy?

A casual drink here, a networking event with like-minded colleagues there isn’t that bad, right? Think again!

To be confident or not to be confident, that is the question. Confidence and humility are often perceived as opposites and even as conflicting to each other.

Emotional Intelligence, empathy, self-awareness… Just of the words that are being thrown around right-left-and-centre these days, especially in the context of leadership.

This is not a story about corporate leaders becoming healers, shamans, or fortune-tellers.

Kathy Caprino in a Forbes article explains, “Feminism at its core is about equality of men and women.”

In history, many leaders have been looked up to for their intellect and sincere and engaging charm, which have been associated with IQ and Emotional Intelligence (EQ), respectively.

Starting a business in the middle of the pandemic brought new challenges and questions that at times even I couldn’t articulate well enough to ask for support from anyone in my network

Performative allyship has become the order of the day, with many occupying leadership positions quick to lend rhetorical support to diversity and inclusion.

I have always refused to adapt or anglicise my name to make it easier for English speaking people to pronounce.

Even in organisations striving to lead their industries on diversity and inclusion, many “gold standard” interventions are not effectively reducing bias or inequality.

There’s a name for what’s happening in these situations when people’s biases against marginalised groups reveal themselves in a way that leaves their victims feeling uncomfortable or insulted: microaggressions.