The Leadership Game in Shared Services – Strategies – Defensive & Offensive
“When the winds of change blow, leaders have two options: either build walls or build windmills”, says an ancient proverb.
“When the winds of change blow, leaders have two options: either build walls or build windmills”, says an ancient proverb.
I hunkered down in the starting position, hands poised on the track and back arched for a leap. “On your mark! Get set!” And the starting gun boomed.
As Covid-19 reaches all facets of life, global shared services are finding new ways to mitigate its long-term impact.
Shared services organizations (or global in-house centers, as they are often referred to now) in India have been in existence for several decades.
Every passing year changes the world drastically in an unpredictable manner. Come 2025, the world will be very different from what we can possibly imagine today.
In my 30 years of corporate life, I have faced many corporate situations of change that have left me baffled for a cause or a solution.
Amit Dhingra, with more than 20 years of global experience in Telecommunications and Service Delivery, is the Senior Vice President – Nokia Operations & Global Service Delivery.
Harry Robertson laid the foundation for an entirely new industry segment in India employing ~800K employees, with indirect employees of 2 to 3 Mn.
It is a passionately joyful journey, which is what I have embarked on by leveraging innovation for achieving transformation – both to myself as well as to the society.