Sabrina Storck

Giving feedback to the CEO is one of the board’s most important responsibilities—yet many boards fall short. Part of the challenge is perspective. Boards interact with the CEO only in snapshots—through formal meetings, reports, and occasional calls. With such limited visibility, it’s easier to focus on financial results, rather than the leadership behaviors and team dynamics that drive long term success. In a new Harvard Business Review Executive article, Gabi Carvalho, Gizem Weggemans, and Greig Schneider explore why CEO feedback so often misses the mark and share five practical steps to turn it into a true growth accelerator. Read the full article here: https://bit.ly/4lkmfxo

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When I first stepped into the world of shared services, success was measured by how efficiently we could run payroll, manage transactions, and reduce costs. Accuracy and standardization were our north star. Today, the bar is set much higher and rightfully so. As a Global Capability Center (GCC) leader, I’ve seen firsthand how shared services have evolved into Global Business Services (GBS) — and how GCCs are now leading this transformation. No longer just execution arms, GCCs have become centers of innovation, integration, and intelligence. We're building AI-powered solutions, reimagining cross-functional workflows, and designing cloud-native platforms that create tangible enterprise value. At the same time, AI is reshaping how we operate internally — enhancing efficiency, improving agility, and unlocking new forms of decision intelligence. With 2,500+ multinational GCCs and over 120,000 AI professionals in India, we’re witnessing a powerful convergence that is redefining global operations. This Boston Consulting Group (BCG) article captures it perfectly — offering timely insights into how GCCs can integrate AI to drive enterprise innovation, productivity, and competitive advantage. Here's one message that stayed with me: AI isn’t here to compete with human talent. It’s here to amplify it. And GCCs, with their cross-functional depth and digital fluency, are uniquely positioned to lead this next chapter. A must-read for every leader building the future of GBS from within the GCC ecosystem. https://lnkd.in/e2av8y5P #GCC #GBS #AIInnovation #DigitalTransformation #FutureOfWork

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AI and innovation are redefining the leadership skills that organizations require. The latest Capgemini Research Institute report, "Gender and Leadership: Navigating bias, opportunity, and change", shows that 𝟳𝟰% 𝗼𝗳 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗯𝗲𝗹𝗶𝗲𝘃𝗲 𝗔𝗜 𝘀𝗸𝗶𝗹𝗹𝘀 𝗮𝗿𝗲 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹 𝗳𝗼𝗿 𝗰𝗮𝗿𝗲𝗲𝗿 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀𝗶𝗼𝗻, 𝘆𝗲𝘁 𝗼𝗻𝗹𝘆 𝗼𝗻𝗹𝘆 𝟰𝟲% 𝗼𝗳 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗰𝗼𝗻𝘀𝗶𝗱𝗲𝗿 𝗔𝗜 𝗮𝗻𝗱 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝗮𝗺𝗼𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝗸𝗲𝘆 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝘀. This skills gap, combined with persistent perceptions that technical skills are more masculine, risks widening the divide in how leadership potential is recognised. In my own career, I have seen how quickly technology shifts the leadership landscape. Ten years ago, digital fluency was considered a differentiator. Today, it is expected. AI is on the same trajectory, and leaders who are not prepared will struggle to keep pace. The priority now is to strengthen both technical and human skills, so that innovation drives resilience, performance and long-term growth. Read the full Capgemini Research Institute report here and I'm eager to get your views in comment of this message: https://lnkd.in/eC7JPN2C Aiman Ezzat Anne Lebel Virginie Regis Beatrice Speisser Jerome Buvat Marie-Neige Couriaut Jean-Baptiste Perrin Jeremy Heimans Emmanuel Lochon

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