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It has been the toughest of times-leading through a pandemic. But what can we learn from what we have all been through? How will it change us as leaders? And how should we lead out of lockdown? These are just some of the questions that we believe leaders should be pausing to ask themselves.
The principles that guide effortless customer experiences seem basic. But the truth is, it is difficult to get customer service basics right, and many organisations don’t. Here are five universal frustrations that can point you in the right direction.
As COVID-19 has created a lasting impact of life, business, culture, etc., the traditional working model is losing ground and is struggling to transform and manage their distributed workforce. This changing work terrain calls for a changed transformational leadership model that is servant-based.
The much-hyped oil and gas industry too is facing several challenges during the ongoing pandemic days. Digitisation and adoption of related technologies in this sector has manifold benefits for the sector itself and also its ancillary industries.
Becoming CEO is a dream for most ambitious executives. But, all too often, this dream turns into a nightmare because new CEOs regularly fail. What is it that new CEOs can do to improve the odds of success?
Busting the following myths:MYTH 1: Extroverts make the best salespeopleMYTH 2: Great salespeople already have a leg up on being a great sales leaderMYTH 3: Onboarding is not all that important when you are hiring experienced salespeopleMYTH 4: My people do not get distracted. They are always focused like a laser beam on the activities that they need to be successfulMYTH 5: The people on my team know it is okay to kick unqualified opportunities out of the funnel
Digital or not, most transformations do not cross the finish line. You might achieve your numbers for a while, but then people slip back to the old ways of working and nothing sticks, leaving you to solve the same problem again. In order to outdo poor transformation and engagement stats, we must manage to engage because the future of business is (still) people.
Entrepreneurs know the excitement of a new idea and how intoxicating the potential for bringing it to life can be. Yet, however great their idea, they may not know how to develop it into a working business model to generate revenue. That is where a mentor comes in.
For years, the cost of sustainability is what held many businesses back. Now, we have reached the precipice where the cost of ‘not’ being sustainable might be too high. Sustainability is increasingly becoming a business imperative—one that organisations cannot afford to overlook as they build their post-COVID business strategies.
It has been the toughest of times leading through a pandemic. But what can we learn from what we have all been through? How will it change us as leaders? And how should we lead out of lockdown? These are just some of the questions that we believe leaders should be pausing to ask themselves.
An ‘agtech’ platform that aims to bring its services across the agricultural value chain, FarmERP collaborates with several national and international corporates, agribusinesses, research programs, FPOs and FPCs, and policy-makers to further their mission of making agriculture more profitable and predictable for all stakeholders.
AI-driven agritech solutions hold the potential to eliminate dated farming techniques and unleash the untapped potential of a sector dominated by fragmented land holdings and lack of mechanisation.
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