„Sabrina is a powerhouse of professionalism and leadership, effortlessly combining an energetic and innovative mindset with a sharp focus on customer satisfaction. Her contagious enthusiasm motivates teams, while her keen eye for creative solutions consistently breaks new ground. Her approach to leadership is inclusive and inspiring, fostering a culture of excellence and integrity. With a seemingly innate ability to anticipate and exceed customer expectations, Sabrina is an invaluable asset to any organization. Her dedication to cultivating meaningful client relationships, paired with her tireless commitment to innovation, has been instrumental in driving success. I had a true pleasure working with Sabrina as a peer, having a fruitful exchange of ideas and strategy.“
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Dynamic, empathetic and passionate leader with 15+ years professional background in big…
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Luis Giolo
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
4 Kommentare -
Dr. Dinesh Kumar Murugesan
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
3 Kommentare -
Cyril Garcia
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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Dr. Lee Hutchinson
Why Internal Talent Teams/Recruiters are holding back your business from flourishing? Eaton SAKS International Group Dr. Lee Hutchinson challenged one of the worlds largest "Big 4" consultancies Internal Talent Teams/recruiters and the results were clear to see for the leadership executives! I always talk about suitability with our Neuroscope tool. Its critical Eligibility vs. Suitability: The Core Misunderstanding, by recruiters who simply dont understand Eligibility means, surface-level checkboxes: That dreaded tick shert that pisses eveeyone off. CV keywords, years of experience, education, job titles that glorious company name or brand Suitability means, intelligent understanding, deeper alignment, cultural fit, values, energy, adaptability, leadership maturity, potential. Everyrhing a company preeches but fails to deliver Most internal recruiter mass index eligibility because it's easy to measure, screen, and justify. Its safe. simply put its safe Suitability requires judgment, insight, and behavioral pattern recognition, skills many don’t have the time or training to develop. Internal teams are often overwhelmed, handling dozens of roles at once. Their KPIs are quantity-based: Not their fault! Number of CVs submitted, Speed to shortlist, Cost per hire, restraints. Result: They filter out exceptional but non-linear candidate, people who don’t “tick boxes” but could revolutionize a team. Disruptors are overlooked Paul McCarthy Bias Toward 'Safe' Choices To avoid criticism from hiring managers or HR leadership, internal talent often stick to 95% of the time. “Proven” industry candidates, Predictable backgrounds, predictable companies and titles. (See the pattern here candidates). you're not the issue, they are! Candidates who are easy to defend, not necessarily best-in-class Misuse of ATS and AI Filters, this is destroying everything. Over-reliance on applicant tracking systems and keyword filters automatically removes: Career changers, Entrepreneurs, High-potential but nontraditional profiles. Tech filters eligibility. Facts. Suitability requires human judgment and common sense and often, that judgment isn’t happening. Many internal recruiters don’t deeply understand the business model, strategic goals, or leadership dynamics. Example: A recruiter may reject someone with no FMCG background for a senior commercial role without realizing the company actually needs a tech-forward disruptor from D2C or SaaS to drive transformation Destroying Candidate Experience Suitability-focused candidates ask bold, strategic questions and challenge assumptions. Internal teams often view this as arrogance or poor fit or disruptive Outcome: Top talent is turned off, misjudged, or ghosted through incompetence What Elite Talent Teams Do Differently: The 5% Partner with hiring managers and leaders not just process requests Train in behavioral science, not just job specs Use neuroscience or values-based frameworks to assess alignment
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