Author name: Natasha

Misalignment: Unnoticed culprit in organisational ineffectiveness

Decision Making /

“Achieving the level of organisational alignment needed to provide a competitive advantage is not an easy task in today’s fast-paced business environment. Businesses today are more complex than ever before. Market conditions and working environments are evolving at an accelerated pace, making it imperative for businesses to react and make decisions quickly. To respond successfully […]

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AKD can be Sri Lanka’s Nelson Mandela – just stay the course

Other /

AKD has an eye for detail, an appreciation for clear systems, processes and procedures, a focus on timelines, a dislike for surprises and a desire for order. Discipline and order are not traits which are usually highlighted in discussions on leadership. Self-discipline, routine, structure and an attention to detail are highly beneficial to any leader.

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Work-related stress, mental health and burn-out: Silent assassins of productivity

Other /

“Optimising the return to shareholders, motivating employees to be high performers while securing their health and well-being and satisfying the needs of a diversity of other stakeholders are the often-conflicting deliverables which require delicate balancing by leaders“. Work-related stress, burn-out and mental health are on the rise in both the private and public sectors in

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Emotionally intelligent CFO no longer an oxymoron – they exist

Finance /

“The bottom line is CFOs must move beyond technical left-brain skills to develop competencies in people-oriented right-brain areas. Thankfully, in the world of finance, a paradigm shift is in progress with CFOs metamorphosing from guardians of finance to strategic, empathetic leaders. This new era of financial leadership is symbolised by real-world CFOs, like Kevan Parekh,

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Sri Lankan corporates can be braver on psychological safety

Leadership, Other /

Psychological safety is that exhilarating comfort which drives all human beings to give their best efforts to everything they do whether they are at home, work, and school or in society I had my first ‘impactful’ failure in a corporate role and my first acquaintance with psychological safety in mid-1975. I was an employee of

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Congruence between compensation philosophy and generic strategy is key to staying competitive

Decision Making, Other /

“Notwithstanding the greatness of the organisation’s culture or the exciting variety in its benefits package, the probability of an employee performing per expectations at remuneration below market is extremely low. Performance-based compensation which pays for success is a way of avoiding increases in fixed pay which arise from factors which are unrelated to success. A

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Aligning a new political order to economic thinking; low on inequality but high on meritocracy

Leadership, Other /

“It is we, the voting citizens of our country, who despite experiencing the vicissitudes of such duplicitous behaviour, brainlessly and in a zombie-like fashion vote for these chameleons who take us for idiots.” Even as “Mondo” Duplantis, the Swedish pole vaulter, was thrilling global viewers with a world record breaking jump of 6.25 metres at the

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Quest for system change paralysed by our Metathesiophobia

Decision Making, Other /

“As we prepare to vote in the 9th Executive President of Sri Lanka, let us recognise some hard truths. Sri Lanka has very little to show after 76 years of independence. Selfish, sleazy, sly, corrupt and unaccountable leaders and their Governments have, through their policies, actions, and inactions, over the past several years, led the

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Succession planning: Neglected tool in managing HR risks

Decision Making, Leadership /

The process of ‘succession’ has been in play, and ‘succession planning’ has been in operation, in various forms, shapes and sizes since the days of yore. Commencing from the replacement of a chief of a hunter-gatherer clan of Homo Habilis about 1.5 million years ago, the process of succession, often natural and spontaneous and sometimes

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Is excessive board interference killing executive spirit?

Decision Making, Leadership /

“Whilst in law, and on paper, a board is superior in rank to management, it is important that a board must never make the management feel inferior. Directors and executives must cohabit on a platform of collaboration, trust, and respect. The board-management relationship must be positioned as a value creating partnership where the board is

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