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The contest was founded by the Association of Czech Insurance Brokers (AČPM) and co-organized by the Czech Insurance Association (ČAP) and the specialized information server oPojištění.cz.
The 16th year of this oldest professional contest in insurance culminated with a gala evening held in the Congress Centre of the Czech National Bank in Prague on May 10, 2016, under the auspices of the then ČNB Governor Miroslav Singer.
The insurance brokers – as experts who work with insurers on a daily basis – assessed the insurance companies’ performance for 2015 in the following categories: insurance of industry, car insurance, civil insurance, specialized insurance and life insurance. Out of these five categories, Česká podnikatelská pojišťovna won three, Kooperativa pojišťovna reached for the first place in life insurance, while ERV Evropská pojišťovna had broken the record with the tenth uninterrupted victory in the specialized insurance category.
Over 250 VIP guests gathered in the historical ČNB building to applaud the award-giving ceremony for 2015, opened with a speech by the ČNB Vice Governor Prof. Vladimír Tomšík.
As in previous years, the brokers also voted for “Personality of the Insurance Market” – a title awarded for an outstanding contribution to the development of insurance in the Czech Republic. This time the lot fell upon JUDr. Ing. Jakub Hradec, the long-time Executive Director of the Czech Insurers’ Bureau.
Within the framework of the contest, the insurers also judged the overall performance of insurance brokers. Thus, RESPECT a.s., AČPM member, reconfirmed their last year’s victory with the Insurance Broker of the Year 2015 award.
The gala evening was preceded by Brokers’ Afternoon, a business-social networking event of insurance brokers and their counter-partners from insurance houses.
The event also served as an occasion to support the Modrý klíč project for handicapped children.
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Courage to Take Responsibility
October 16-19, 2016, Prague and other Central European Cities
The life and work of Václav Havel, an intellectual, an author, a political prisoner, a human rights defender and a president of a country, is an amazing example of taking personal responsibility for the state of public affairs and the world as a whole. Nevertheless, today´s democratic leadership seems to be in crisis, contending with a lack of vision, responsibility, and perhaps even courage to lead. Are the current democratic systems unable to generate true leaders? Is the growing authoritarianism in the world a result of the weakness of democratic leadership? Where are the Havels, Churchills, or Mandelas of today?

While writing so many articles we have focused on piloting skills: its building, improvement, sustainability, expansion and many more things. But we have rarely ever written about the pilot communication, its importance for safety and how young student-pilots go about learning the correct form of communication between other pilots and Air Traffic Control.
What is Airspeak?
According to Tom McArthur who released Concise Oxford Companion to the English Language, Airspeak is a restricted language which establishment was initiated by International Civil Aviation Authority in the aftermath of the Second World War. Airspeak was developed to make communication between pilots and air traffic control as unambiguous as possible. What it means is that speech cannot be too dense, it can only use English grammar, vocabulary and pronunciation along with the technical and specialized terminology. Any conversation that is not relevant for the flight is forbidden in the cockpit, therefore, international agreements and training procedures ensure that all pilots are trained in English and follow the cockpit communication rules.
How is Airspeak taught in the classroom?
The classroom for teaching Airspeak requires a special setting. It must be equipped with headset for each student and good quality sound system. The program that is used by the Airspeak instructor usually varies, but the most popular tool used until this day is F. A. Robertson’s “Airspeak. Radiotelephony Communication for Pilots”. The book is prepared in a logical chronology of the flight starting from pre-flight, departure, ATC clearances, startup, pushback and going all the way to final approach, landing and after landing routines. Every stage of the flight has its routine and non-routine phraseology which pilots must know, understand, be able to act upon, and read-back.
Read more here.

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You can download the full paper here.
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M&A deals
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Real estate
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Fundraising
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IP repository IPOs
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President of the Czech Republic Miloš Zeman received Andrzej Duda, President of the Republic of Poland.
“The Czechs were always at the heart of Europe.”
I have had the pleasure to know Irena Brichta for several years. We share two passions in common – making the world a better place in the realm of Rotary International as the largest service organization in the world with 1.2 million members and 35,000 clubs and supporting women and diversity. If I am to characterize her by only one word I would choose energy. She is remarkable for her eager approach and ambitious goals as well as reaching them. Just look at the unprecedented list of activities she is able to pursue besides her profession as a top executive search expert.
Irena is a Member of Board of Trustees (former Chairman) of Junior Achievement (Young Enterprise) Czech Republic; a Past Rotary District Governor for Czech Republic & Slovak Republic District, and Past President & current member of Rotary Club Prague International, as well as a Rotary International Training Leader and now an RI President Special Representative.
Irena is a British/Czech national, her Czech parents came to the UK after communist coup d’état in 1948, her father was in the Czechoslovak Army during WWII based in England. She was born and educated in Britain, attending the University of Glasgow where she gained an MA Honors Degree in Czech & Archaeology, and subsequently an MBA at Strathclyde Business School after a British Council Scholarship year at Brno University. She is bilingual in English & Czech; speaks intermediate French, German and Polish, with some Hungarian.
Since late 2005, Irena has been heading her own senior level recruitment firm, and has been helping clients with their senior level recruitment needs in the Czech Republic and across the CEE Region. A major focus has also been offering senior individuals and organizations, who seek to help and support their senior executives, transition management / outplacement programs – working with individuals to guide them as they find their next career move.
Prior to establishing her own business, she held the positions of Country Manager and Managing Partner for several international Executive Search companies. She has also an experience from various sales and marketing positions on CEE Regional level at pharmaceutical industry.
How do you perceive today’s world?
Although my generation in Europe did not experience World War II, we did experience the Cold War whether we were behind the Iron Curtain, or living on the other free side, for me personally it was in the United Kingdom. Until 1989 and the Fall of the Wall, this was the world’s major concern along with the need to find enough oil to fuel our development. However, today, as the tragic events in London, Paris and Brussels have proved, there is a grave criminal threat to our freedom and thousands of displaced persons flooding into Europe for a safer and better economic future. Is it a wonder parents across Europe are worried for the future of their children? Certainly it is a scarier world today than when compared to the one 20 or 30 years ago. We need to use our collective experience, work together with optimism and go forward positively, with confidence to create a better world – we can do it. Each of us can and needs to contribute to this better world.
How do you perceive the role of the Czech Republic in today’s world?
This country in the heart of Europe has a role to play in the EU, making it a stronger more cohesive group of countries and maybe reminding other European countries of not being too liberal for the good of Europe. However, we also have to put our house more in order by focusing on ethics and integrity in every aspect of the Czech society. The Czechs were always at the heart of Europe. It is by no chance symbolic that this year we are celebrating 700 year anniversary of the birth of Charles IV, King of Bohemia and The Holy Roman Emperor who influenced and enhanced society across borders in all aspects of culture, education, politics and renaissance thinking. We should also be reminding ourselves of the great liberal and democratic legacy of President Thomas Garrigue Masaryk. We have great examples and traditions to follow.
You have been active in executive search for more than two decades. What are the main trends and changes that you have witnessed? In the sphere of executive search, can Czech managers compete with the rest of Europe? And for which qualities are Czech managers known and appreciated?
In the early 1990’s, it was more the search for former Czechs, or those with Czech or Slovak language ability, elsewhere in the world who could return and give of their expertise in management and organizational development to drive former state businesses into the modern world. Not everyone spoke the same language and cross cultural intermixing of ideas and experiences brought their own challenges. Today, search for senior executives to fill senior roles means searching locally for those who are qualified and ‘fit the role and company culture’ as well as internationally for those Czechs who are working in neighboring Slovakia or further afield. It is always a case if the person has the skills and experience, fits the company culture, and last but not least the question of his/ her motivation. Of course, today Czech managers compete with the rest of Europe in comparable sized organizations. There are still only a few who have reached the height of leading a European or world organization in their functional capacity: finance, general management, corporate affairs etc. Returning to their homeland usually means becoming a business consultant, coach, media figure or entrepreneur. Senior Czech managers have the same characteristics as other European senior managers – it depends where, in which position and organization they have gained their experience: each have certain strengths and skills which in the last 25 years have been further developed by exposure to and work in other countries in a variety of languages. So today, Czech managers are sought after for their managerial capabilities just as are other countries’ managers.
You have been dedicated to the region of Central and Eastern Europe, can you highlight some interesting regional distinctions we should be aware of?
Each country of the CEE Region is different, marked by its own unique political, historical and social development through the centuries. Interestingly enough, if you look at senior and middle management executives in Prague in international organizations, many of them are Slovaks. Is it a coincidence that they are more hungry for success, more ambitious, having more drive in many cases since they are coming from a smaller country and need to leave their mark?
You are very active and involved in the Rotary International movement. However, „the club life“ might not seem interesting to fit younger generations lifestyle. Rotary International is still perceived as a mystery to many. What can Rotary International offer to prospective members? If someone is interested in joining, what do you suggest?
Come and see for yourself! Each Rotary club is different with different members – it is a group of people representing a variety of professions, who meet regularly, become friends, do good and have fun! The age group can be ranging from 30 to over 80 years of age! Young professionals appreciate exchanging ideas with ‘mentors’, those more experienced, and working together on community projects (local and international), however clubs need to be flexible when having younger members who juggle family, children and work commitments. Sometimes the answer is to create an e-club where the members meet ‘face to face’ once a month, or just to understand that each age group has its own limitations, but they can mix. Rotary offers local and international involvement to its members, who can visit any club in the world, meeting new friends, and new business contacts. Rotarians are focused on acting with integrity and have a high ethical standard, so they enjoy doing business with friends who have the same values.
Your current appointment by Rotary International President Ravi Ravindran mirrors not only the good reputation of Czech and Slovak Clubs (1 District of 70 clubs in both countries) but also the importance of women being engaged in Rotary. Women and leadership is one of the issues you also have been addressing. How do you see the latest development and what is your advice to women leaders?
Just go for it. Don’t let yourself be intimidated, or be despondent in the ‘man’s world’. Sure its tougher for women to achieve their goals unless they have mentors within or outside their organizations. However, we need to have a strong voice in all aspects of society. War is usually started by men with other men; women very rarely start wars. Women are focused on getting the job done and desirous of dialogue. My latest challenge is being made responsible, on behalf of the RI President, for the 27 Rotary Clubs (462 members) in Siberia and Far East Russia for the next 18 months. It is a voluntary job (only expenses paid) to be juggled with professional and personal commitments. It is always the case that one asks a busy person to do another job, when you want something done!
What are your final words to Czech and Slovak Leaders Magazines readers?
In contrast to the current mood which might be quite pessimistic, I recommend to enjoy your life; work hard, play hard. Help to make the world a better place and change people’s lives. Come and visit a Rotary Club near you (English speaking, German speaking, Czech or Slovak speaking) www.rotary.org.
By Linda Štucbartová
“I see important to set priorities.”
The year 2015 has been very successful for Czech Trade. What are your aims for the upcoming year 2016?
Our aim for this year is to transform the enhanced activity of Czech Trade foreign offices into successful business cases and there are several aspects how to measure the success. Not only numbers and the volume of export materialized but also further criteria, such as the size and experience of a company with export, the origins of the goods whether they are traditionally produced or new products are introduced or the fact whether a company is trying to access traditional markets or new complicated territories. We also want to more portray successes of Czech companies on foreign markets in media and so to motivate and inspire potential future exporting companies.
Bringing the services of Czech Trade agency closer to the regions in the Czech Republic represents the second priority for this year. In March, we have launched “Export Coaching” program that is designed to attract the segment of small and medium enterprises aiming to expand to new markets. This program offers a complex set of services starting with the first consultation in the region, continuing with the detailed outline of the strategy drafted at the headquarters to the final stage to assisting the entry to the chosen foreign market.
The third priority is to enlarge the portfolio of the targeted markets that we want to make accessible for the Czech companies. Already at the end of 2015, we have launched the preparation for the enlargement of network of foreign offices to add new representations in Singapore, Iran and to open the second office in Bangalore, India and already the fourth office in Canton, China. Furthermore, we want to open an office in Lagos, Nigeria to cover the region of tropical Africa and to strengthen even more our offices in the Unites States, since Czech companies are very interested in this particular territory.
What are the trends supporting the export activities that can be inspiring from other countries and how does the Czech Republic characterized by its open economy stand in comparison with other countries?
We have been inspired by several cases presented at the meeting of the European Trade Promotion Organizations (ETPO). To mention some specific examples, Denmark is trying to link the foreign development assistance hand in hand to the support of the trade and support of the employment, in Latvia, Lithuania and Estonia organizations supporting export are closely co-operating with early start ups and so speeding the process cycle with regards to the export.
Who are currently main clients and what are other target groups?
Czech trade is primarily designed to assist small and medium enterprizes, however we also work with several large companies. I have already mentioned our program “Export Coaching” in regions. In various parts of the Czech Republic we regularly held export forums where heads of foreign offices introduces European and non-European territories. Individual consultations are being part of these meetings.
Furthermore, we have created a network of five offices in Ostrava, Pardubice, Brno, Pilsen and Ústí nad Labem. Regional export managers are particularly sensitive to the needs of local companies. In case of an export potential identified in a particular company, sectoral specialists from Prague Czech Trade headquarters would prepare a specific strategy for an entry to a determined market that would also take into consideration the company readiness for export, its commercial strategy and a specific product. Employees of foreign offices then make happen the service directly on the selected territory. The service is therefore tailored made according to the client ´s needs and requests.
Our clients repeatedly confirm that our services have helped them to make new connections, to gain commercial opportunities and also they have saved costs and minimized risks connected to the entry to unknown markets. We regard export successes of our clients the highest reward for us.
When it comes to the civil service, the quality of human resources is often a subject to criticism. You have experience both from private and currently public sector. What is your approach to the leadership?
General directors of Czech Trade foreign offices are truly those who bear the biggest part of know-how. I have realized this fact as soon as I assumed my position. Therefore it is crucial that the most qualified people serve abroad. In order to select new general directors, we have started to use the method based on success factor index to ensure that the right ones are sent abroad having the right key competencies.
What is your approach regarding work-life balance?
I see important to set priorities, both in professional and personal life. Feel satisfied at both parts and be able to separate time for both of them.
Talking about separation, how do you see the theme of dividing competencies between two different ministries – Ministry of Foreign Affairs and Ministry of Industry and Trade? This seems to be a never ending story and evergreen for media debates, but is there an easy way out?
I believe that the solution lies in the agreements between two ministries concerned, specifying roles and scope of both actors participating at the economic diplomacy, as well as joined projects, such as Client Centre for Export that offers all services of unified foreign network to which belong diplomatic missions as well as foreign offices. Working with both ministries, we have created a Catalogue of services for Exporters that are provided by all of the subjects mentioned earlier.
There is currently a trend in the corporate world supports many programs to enhance diversity and so productivity. Are there any similar trends to help any particular highly specialized export groups?
Yes, such trends exist. I can mention the support of our agency for export companies that are highly specialized. There is an initiative in our office in Israel to assist with the help of obtaining a certification, key contacts and presence at the important trade fairs with regards to the kosher rules food products.
Czech and Slovak Leaders Magazine has been recently extended to cover also Slovakia. How do you personally see Czech and Slovak relations?
I perceive them excellent, given the fact that my wife comes from Slovakia..
What are your final words for Czech and Slovak Leaders Magazine readers?
I wish that readers are successful in finding interesting information, relevant to identifying new opportunities to find new ways to foreign markets, to have many ideas and last but not least enough of drive to materialize their export visions.
By Linda Štucbartová
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“Czech-Israeli Relations at the Time When Past Collaboration Helps to Address Future Challenges”
Having the possibility to interview H.E. Ivo Schwarz took me twenty years back, all the way to my university studies, when majoring in international relations resulted in one long research of the Czechoslovak assistance to Israel during its War of Independence. I also remember the times of my diplomatic career, when I was heading the Diplomatic Academy and met Mr. Schwarz; at that time he was the Head of Foreign Relations Department at the Office of Foreign Relations and Information and there was a close co-operation between the two institutions. When I was on a private visit to Israel, I decided to contact Mr. Schwarz and use the opportunity for a personal interview for the Czech and Slovak Leaders Magazine. Despite his busy schedule, the Ambassador readily agreed and we had a chance to discuss not only Czechoslovak-Israeli relations (not a mistake but a reflection how is our country reflected and perceived), but also current security challenges and Mr. Schwarz’s outstanding career at various institutions of the public sector that are nevertheless rather secret in their nature.
Mr. Ivo Schwarz has been an Ambassador to Israel since October 2014. On October 28, 2013 he was appointed Brigadier General by the President of the Czech Republic. He was the Director of the Office of Foreign Relations and Information from 2007-2014, having assumed several leading posts at the Office since 1999. From 1991-1999 he was Director of Immigration and Border Police in Western Bohemia. Mr. Schwarz is married and has two children.
Mr. Ambassador, how would you describe Czech-Israeli relations using only in one word?
Excellent.
Well, I expected some sort of a positive adjective and I apologise for my interruption, don’t you fear that excellent relations might be prone to deterioration? Let me mention Czech-US relations as an example. We have experienced that excellent relations are taken for granted and soon they might not be appreciated as such anymore.
Well, should I have a bigger space, I would have said close to excellent. Parallel to the nature of relations between people, relations between countries also do change in time and evolve; however, the change in interstate relations tends not to be so sudden and takes longer. I am not afraid of a change in the nature, since Czech-Israeli relations have very solid roots. Besides, thinking about often mentioned belonging of the Middle-Ages Jewish community to and its role in the Czech society, next year we will celebrate the 90th anniversary of Thomas Garrigue Masaryk´s visit to British Mandate Palestine territory – he was the first European president to do so, thus recognising the status of Jewish settlers. Both sides, Israel and equally the Czech Republic are very much aware of this primacy and tradition. The second special moment is marked by the Czechoslovak diplomatic, military and security assistance during the War of Independence. Everyone in Israel knows that and those who were fighting during this War still remember holding the Czech rifle as their first weapon, and they all mention the importance of Czech airplanes and the military training provided. The Czech Embassy still keeps in touch with the pilots, a former Israeli president Ezer Weizman being one of them, who were trained at various Czech air bases. Then the turning point came in 1967, when Czechoslovakia followed the Soviet Union and interrupted the relations with Israel. However, the need to re-establish Czechoslovak-Israeli relations as one of the foreign policy priorities was mentioned in the famous speech of President Havel on January 1, 1990, to the very surprise of his foreign policy advisors. And Vaclav Havel was again the first post-communist president to visit Israel in April 1990. Since then, we have been continuously working on mutual relations and currently we are able to discuss openly even issues that are not easy to address, which is a sign of a great friendship. On May 22, there will be a joined session of both governments in Jerusalem, which will present another opportunity to discuss and advance many issues further. The quality of Czech-Israeli relations can be documented by the total number of 20 visits (including G2G meeting) of the prime minister, both vice prime ministers, ministers or their deputies as well as Speaker of Chamber of Deputies visiting Israel in 2016. I am very glad that such interest exists. As the Czech proverb goes, it is better to see once than to hear three times.
Such interest is quite unprecedented given the size of the Embassy. By the same token, is the Czech Republic also an attractive partner for Israel?
Yes, there is an interest about the Czech Republic, however the one of different nature; one cannot always apply reciprocity rule to bilateral relations. Given the history and the amount of migrants to Israel, the interest is still shifted to Czechoslovakia as such. Not many people either noticed or came to terms with the existence of the Czech Republic, and we held so many events together in close co-operation with the Slovak Embassy. There is a mutual co-operation in commercial, trade and start-up spheres. The Israelis come to the Czech Republic to become engaged in development projects and construction, chemistry and new technologies. And last but not least, we represent EU and UN like-minded country and the United Nations. Cultural relations also bring another special dimension. By the way, as we discussed history earlier, listening to the Israeli anthem Hatikva brings some tunes that particularly Czechs are very familiar with.

From left: H.E. Ivo Schwartz, Ambassador to Israel and Re’uven Rivlin, President of Israel
So let us move forward to current issues, and particularly the one that has been your source of expertise, the issue of security. How do you perceive security from a country that has learned to live in the state of a permanent alert?
Throughout its history Israel has faced the challenges the EU is facing right now, such as defence of borders, control of immigration and verifying the origins of migrants. Israel has quite vast know-how, including some lessons what not to do, so we can benefit from those. The latest projects about to be launched concern cybersecurity and government system data protection as well as detection of parties at the state border. I believe that the threat Europe is facing is quite unprecedented throughout the history, apart from two world conflicts. I perceive the European Union as a functioning system but far away from being homogenous. The migrant wave has not only security but also trade and commercial consequences. Therefore, we need to start to co-operate immediately and share the intelligence. I think that it is not five to twelve but rather twelve sharp to act and to define basic principles of European / Western civilisation. Which will be the most important principles to defend and which will be the ones not so crucial so we can quit defending? From my experience and perspective, the protection of borders comes first to give us the time to deal with the mass of migrants already in and only then we can devote energy and also resources to solving the issue in the countries where problems originate or in transit countries. The problem has a solution, but it is a global problem that puts world leaders and diplomats under pressure to find a common ground for co-operation. A lot has been said about economic migrants. But just to make it clear, economic migrants were those who went to the US at the turn of the last century, they were willing to work hard under the existing harsh conditions, accept the reality of the new country, earn money to send it back, and eventually return to their country of origin. This is a true definition of an economic migrant and there are few people like this in the current wave.
Very few people coming from totally different conditions and societies are capable of accepting and embracing our cultural norms of behaviour and functioning. The last thing is to send a strong signal to those countries where migrants come from that they too should be responsible for finding a solution.
To end up more on the optimistic note, how do you view your career journey? How was the transfer from the secret nature of Office for Foreign Relations and Information into diplomacy?
Well, I do not perceive such sharp divide in my career. After the Velvet Revolution, I spent my career dealing with security, foreign relations and diplomacy. In early 1990s, we re-constituted the Czech-German border and check points, controlled the flow, migration system and extraditing processes and all that going on during the time of the Balkan crisis when the Czech Republic was a transit country for Balkan migrants. So I view the current situation as a certain déjà vu, albeit on a larger scale. Then I was active in the Office of Foreign Relations and Information and I am sure you will understand me for not mentioning more details. However, this was the time when you and I met at the Diplomatic Academy of the Ministry of Foreign Affairs; that very fact shows how intelligence and diplomacy go hand in hand. I have always been interested in trends and best practices so I looked abroad for partnerships and co-operation. Mossad was one of the most efficient intelligence services, at that time led by my close friend Meir Dagan, and even Mossad started to be open for co-operation and I believe the two countries learned a lot from one another. After seven years of being a director at the Foreign Office, I got the offer to become an Ambassador to Israel. The circle is coming to close, as in Israel the issues of security and foreign policy are closely interrelated. I can make use of all the contacts from the Foreign Office. Due to the fact there is a compulsory military service in Israel that serves as a primary network, I have an easy access to most influential partners. Being a Czech Ambassador and a Brigadier General at the same time really works here and I am proud I can continue serving the Czech Republic.
By Linda Štucbartová
Photo: Pavlina Schulz

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On 21st April 2016, the results of this, already 23rd year of the Manager of the Year Awards were announced in Prague Žofín Palace.
The title of the most successful managers in the Czech Republic for the year 2015 was awarded to Miroslav Dvořák, General Manager of Motor Jikov Group, a.s. and Radka Prokopová, CEO of Alca Plast s.r.z.
Besides the representatives of the Manager of the Year organizers who participated in the selection of the winners within the Committee – Jaroslav Hanák, President of the Confederation of Industry and Transport of the Czech Republic, Jan Weisner, Chairman of the Confederation of Employers´ and Entrepreneurs´ Associations of the Czech Republic, and Pavel Kafka, President of the Czech Association of Managers – the awards to the TOP 10 best managers were handed over also by Bohuslav Sobotka, Prime Minister of the Czech Republic. The Awards were held under the auspices of Miloš Zeman, President of the Czech Republic, who also congratulated the absolute winners in the course of the gala evening.
“We in Vodafone walk the talk in regards to diversity.”
Mr. Sharma, Vodafone is known as a company promoting women and diversity in general. How is this attitude influenced by your experience, being the only Indian in the company and often with regards to diversity, being the only male in the panel discussion to address such issue?
In Vodafone we believe that by being diverse and inclusive we will attract and retain the best talent in to Vodafone and make the best choices for our customers and shareholders. Everyone has a role to play in ensuring people at Vodafone can be at their best irrespective of their Gender, Race, Religion, Belief, Disability, Age, Sexual Orientation or Gender Identity. Personally I very much believe in benefits of diversity – based on my own experience – diverse teams are more creative and productive.
Your company is regarded as a challenger to status quo and other companies monitor your activities and implement them later as a proven practice. What are your top three „easy and quick wins“ to support diversity at the workplace?
I am glad that Vodofone is perceived as a company that sets trends in diversity area. Talking about Diversity without concreate actions doesn’t have any impact. In Vodafone we make sure that every statement is supported by clear action.
In terms of Gender diversity I am a big promoter of our global maternity policy – enabling our female colleagues to work part time and get full salary. This helps our colleagues to better manage work-life balance and continue with their carrier. Many companies are lacking women in senior leadership role, I believe creating the right conditions for them will help women to grow and they won’t have to choose between carrier and a family.
In terms of LGBT diversity, based on a recent research, only 10% of companies focus on LGBT issues and engagement and they provide tailor made support/benefits. In Vodafone for example, among other benefits, we give LGBT employees a day off for the registration.
How do you see the diversity as an issue in the Czech Republic? The Czech Republic currently ranks on the 81st place out of 145 countries surveyed according to the World Economic Forum.
I was surprised to hear about a pay gap in the Czech Republic – women earn 21% less than men in the same roles. I am happy about the fact that in Vodafone we treat people equally, there are no differences in salaries. We have to realize that women play many roles – at work, at home. It is very important to create and offer and support for women.
In Vodafone, you are famous for „walk the talk on diversity“. You introduced full compensation for part-time working women coming sooner from parental leave, you support parental leave for both women and men, you held every year diversity week to celebrate diversity in all aspects – gender, age, nationalities and others. With regard to technology, you make sure your technology and mobile applications help to victims of domestic violence. What are other trends that you will be introducing?
Our Diversity focus is on Gender, LGBT, Disability and Age and are constantly looking at needs of our people. As the population in Czech and Europe is aging, we will soon introduce programs addressing this.
Regarding technology: communication networks underpin every aspect of a modern society, enabling people to stay in touch with family and friends, access information and increase their understanding of the world around them while accessing services that can improve health and wellbeing, enhancing skills and increasing prosperity for the population as a whole. We believe that our technology can have a transformational impact on society – a belief shared by the Vodafone Foundation who’s Connecting for Good strategy is focused on using our technology to tackle some of the most challenging social issues in the world. Our Foundation in the Czech Republic has already offered to the community of people with disabilities powerful ICT solutions: a smartphone for visually impaired people BlindShell, a transcription system Transkript for people with audition impairment, a reading trainer for kids with dyslexia Včelka and our last winner of the Vodafone Foundation Laboratory R-ITAREPS aims to help people with schizophrenia via ICT App to monitor their wellbeing and stay integrated in their communities.
By Linda Štucbartová
Photo: Archive
“I don’t think you can pick some common “national” specifics of our managers.”
On 22nd April you selected the best Manager of the Year. The basic criteria for the MANAGER OF THE YEAR competition have been in place for a long time. However, have there been any improvements over the time, and have you brought some innovation to this year?
This year we’ve had no new terms. The main contribution is considered a contribution of a manager to the results of the companies or organisations managed by them. Of course, as the overall situation changes, our Evaluation Commission and the National Commission (we have a two-tier model assessment) judge certain aspects sensitively. Nowadays, I myself place increased emphasis on the issues of a sustainable development and stability. Obviously, this area includes in particular the topics of innovation, equity and cooperative research, long-term environmental impacts, etc.
What added value goes to the winning the award?
I think the biggest advantage is feedback which each contestant of the competition receives. But that is logical, since a basic skills of each manager must be the ability to navigate in an increasingly tougher competitive environment. Therefore, every benchmark (comparison) is good. Undoubtedly, it is also beneficial to get into the society of the best, not only in terms of competition but also within the context of the “Club of Managers of the Year”.
Last year you revived a programme of conferences about the impact of female managers on the company. You’ve chosen the same topic for this year. Why?
Yes, we decided to repeat the last year’s theme through a specialised conference which traditionally precedes the ceremonial announcement of the winners of the MANAGER OF THE YEAR competition. The reasons for selecting a gender topic were a few: firstly we evaluated the last year’s conference as successful, secondly the situation regarding the status of women in the workforce (different salaries for the same work) and their involvement in the management of the economy has not improved, and we also plan to present more experience from abroad. That’s why we invited the Deputy Secretary-General of the UN – Ms. Lakshmi Puri, who has this topic on his agenda; in addition, we invited the former President of the European Management Association Ms Annika Ellias and last but not least “our” EU Commissioner Mrs. Vera Jourová.
This year’s survey of yours among the finalists of MANAGER OF THE YEAR competition shows that they have a great deal of difficulty caused by administrative burdens and bureaucratic obstacles the number of which is still growing.
The answer is quite simple – the new additional burden that is not balanced by adequate bureaucratic relief is a VAT issue and also short deadlines for resolving any potential discrepancies. More than half of the respondents agreed on this. Of course, there are other topics – construction law, unrelenting explosion of legislative news (for the last decade, the number of words in our legislation almost doubled?? !!).
As the other system problem, the respondents see weaknesses of the Building Act, slow computerisation of public administration, high costs connected with implementation of new legislation etc. Do you cooperate with other competition partners – the Confedereration of Industry of the Czech Republic and the Confederation of Employers‘ and Entrepreneurs‘ Associations of the Czech Republic – on tackling this problem? Do you negotiate with representantives of the state about the improvement of conditions for businesses? Do you already have any results?
With our partners – “The Confederation of Industry of the Czech Republic” and “The Confederation of Employers’ and Entrepreneurs’ Associations of the Czech Republic”, we seek to redress the unfavorable condition that is significantly negatively contribute to the international competitiveness of the Czech economy. Unfortunately, the results are not satisfactory. The main reason I see in a situation – there is a problem, but instead of assessment by the aims and purposes of law or regulation, things begins to juggle with individual words or phrases. Persistent effort to affect legislation in each situation only leads to complexity and confusion and can never have a chance for success.
The Czech economy grew strongly last year. How do Czech managers react to this? Did we produce, sell, provide more services? Or was it, particularly in industry, more about the game of numbers given by external factors?
The last year’s boom in the Czech Republic was supported by an increased demand from abroad – partly thanks to a decent local boom and also due to more attractive and improved competitiveness of our exports caused by the exchange rate commitment of the Czech National Bank. Another positive influence was increasing the internal aggregate demand, mainly thanks to European subsidies.
What are this year’s expectations of CEOs? Will they also increase their investment and hire new people?
Some of the influences above will positively affect 2016, but there will not be the same scope of last year’s European subsidies, and we can’t expect an unusually low price of oil. Due to these factors, I estimate a loss of 1-2% of GDP growth.
New technologies affect the fulfillment of people and their careers in the work process, form the deployment and utilisation of their potential. Do today’s Czech managers promote themselves more abroad than in the past, or in domestic companies, where it was common to only have foreign leadership?
For some time now, we say that our best managers – for example the finalists of the MANAGER OF THE YEAR competition – fully withstand comparison with managers in advanced countries. Therefore, more and more of them are successful abroad, especially the younger ones who have grown up in the new conditions of free movement, education and information.
I don’t think you can pick some common “national” specifics of our managers. It’s always an individual matter, although those with the success have skills such as flexibility and ability to adapt to work in other cultures – in other words, they have strong social skills.
BY CL
Ing. Pavel Kafka dr.h.c., has been President of the Czech Management Association since March 2011. He graduated from the University of Economics, majoring in foreign trade. In 1994-2009 he was Managing Director of Siemens Czech Republic. In 2005 he became the absolute winner of the MANAGER OF THE YEAR competition. This year he was also awarded the honorary degree, Doctor Honoris Causa, from the University of Economics in Prague for his important practical contribution to the development of management.
He currently works as President of the Czech Business Council for Sustainable Development (CBCSD), Czech branch of the World Business Council for Sustainable Development (WBCSD).
CZECH MANAGEMENT ASSOCIATION (CMA) is a voluntary association of independent executives – managers. It was founded in 1990 and its mission is to work on developing the professional skills of managers and their ability to lead working teams. Its mission is to contribute to improving business performance, competitiveness, ethics, management, culture of relationships and a responsible attitude of managers towards customers and the society.
Competition MANAGER OF THE YEAR was founded in 1993 and has become a traditional event to assess leaders in management in the Czech Republic. It showcases modern management methods, developments and trends. It also recognises great managers, presenting their achievements to the wide public and highlighting their role in the development of both Czech economy and society. It has been gradually extended to other areas, such as culture, sport and public administration. The finalists were announced on 12 April 2016 and the awarding ceremony was held on 21 April 2016.
The biggest fashion show in the history of the Czech Republic named MY WAY has marked the 20 year´s anniversary of the career in the fashion industry celebrated by a renowned Czech fashion designer Natali Ruden.
At the show, Natali Ruden introduced her new collection, traditionally made exclusively from the most luxury materials.
The event was moderated by a popular presenter Leoš Mareš.
The collection was presented by the top Czech models starting with Andrea Verešová, Gabriela Kratochvílová, Eliška Bučková, Kateřina Sokolová, and for the first time also by the beautiful models from the Slovak Republic, including Jasmína Alagičová, Bronislava Gregusová, and Mária Zelinová.
At the event, you could meet many renowned personalities and stars who cooperated or still cooperate with Natali. Personalities from music, film, or otherwise relevant industries. The event was visited by more than 800 guests from business, politics, and show-business sphere.
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Yet One establishment Comes under Scrutiny. Lame Duck or Shining Star?
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Yet Another association Comes under Scrutiny. Non-achiever or Profy?
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Virtual Data Room: Perfect Choice for Many Areas
A VDR is the novelty which has high level of effectivity in a number of various tasks . It is generally used for microsoft project for mac 2013 keeping and sharing of the important confidential documents , but it also gives many benefits to the client . Not long ago, businessmen preferred to have traditional land-based data rooms that could satisfy key business requests: keeping the files properly categorized and standardized as well as managing sharing with perspective company partners .
Modern virtual repositories are better developed in comparison with their land-based analogues because of the following aspects :
- they give the smooth and, which is more important, simultaneous access to the data room space for different users ;
- online data rooms save money on location rent and specialists` pay ;
- VDRs allow to have the greater data structure and taking control over the data sharing;
- VDRs can be accessed in passing;
- VDRs are even more secure ;
- their usage can significantly influence the process results .
Many of these advantages exist due to the well-developed capabilities of the virtual technology . To keep the product competitiveness in the market of online tools, vendors adopt innovations and improve the already existing options . Here is why virtual data rooms have gained such a great recognition in various activities.
Nowadays , web-based data rooms are successfully used in the following areas:
M&A transactions
M&A deals always suppose the due diligence phase the one when partners get acquainted with the target company`s private documents to analyze the future deal advantageousness . Processing this stage is easiest with a well-chosen online solution, because it guarantees the protection of the sensitive data from full or partial revealing and this way protects the company profits . Furthermore, the majority of the VDR features are a perfect fit for mergers and acquisitions; among them, there are the following : tracking and reporting (for gaining insight about the most active deal participants), Q&A module (for keeping in touch online in a convenient way ); permissions and restrictions ( for setting rights within the file storage ). Plenty of business dealers now use VDRs to make their transactions easy, safe , and fast .
Clinical studies
Before any clinical product is ready to enter the market, it must be carefully tested and checked. The great importance during this period is to keep the trade secret, because the data leakage may become fatal for the product coming market sales and for the organization itself .
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Here is why a clinical team , as a rule, keeps its data in the secure online repository. Using a VDR is also greater in terms of convenience , because a clinical study engages too many different specialists ; keeping in touch via Q&A is the simplest and the quickest way of interacting. Having a proper virtual data room , you can be sure the data does not go any further than it is required.
Real estate
To win more clients, it is necessary for a real estate agent to present the data about the real estate on sale in a well-structured way . VDR visitors have a possibility to locate the most suitable object as quickly as possible thanks to the sophisticated searching technologies implemented in the online data room . The better availability and ostensiveness of the information about the property is, the bigger the company`s chances to gain success are. Plus , different sorts of data protection are extremely useful for the industry , because it is the primary task of the real estate consultant to ensure the security of the clients` private information .
Legal practice
Legal transactions can get significant advantages with the appearance of a virtual storage . First of all, it comes to be simpler to process many projects simultaneously in a well-structured way. Next , legal specialists now are able to spend less time by replacing face-to-face interaction with clients and partners by the web-based one using a Questions and Answers section . What is more, the users` notification system will help to keep the users posted as to the updates .
Fundraising
This is one of the industries , where virtual repositories can be very helpful .
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IPOs
Gathering the data for initial public offerings is time-consuming and well as important. Using modern virtual tools helps to greatly increase the process safety and speed . Developed reporting features will help to accomplish the third-party data audit, and the communication between all the involved parties can be promptly processed via the Q&A section.
A VDR is a tool, famous for its universality . A well-chosen service can give advantage to almost any field of business it is adopted in. Consider your industry requirements and select the most reliable service!
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Choosing the most effective virtual data room for the business process
iDeals virtual data room is a most advanced yet effortless tool which satisfies most of the needs of the all deal parties plus the vendor. To get the perfect service provider to suit your needs project requirements, it is strongly recommended to go through no less than one virtual data room comparability graph and also follow the steps in the above list.
Most everyday life elements today usually are becoming a lot more digitalized. Today’s systems open fresh horizons and also new methods for strategies to managing day-to-day routines.
Why Businesses Will need Virtual Data Rooms.
While using speedy advancement of the Net and also especially cloud technological advances, a growing number of companies would rather take their particular company techniques in a digital space. Even the economic corporations, usually regarded with regards to liking of papers , experience the unavoidable requirement to go ahead and adopt electronic .
Throughout economic deals going across continents along with many nationalities, traditional data rooms current lots of limitations and are not satisfactory any longer. The particular virtual data room has become your best-practice standard allowing for a safeguarded document storage in addition to distribution a myriad of corporate processes.
The true issue businesses experience is the way to strike the fine balance in between the need to share vital company even though keeping overall secrecy and also transparency. VDRs, or even virtual data rooms would be the excellent solution for this function.
Normally, the best VDR presents several layers of protection, for example advanced information encryption, accounts fraud avoidance methods, and also multi-layered antivirus defense.
Aside from safety measures element, VDRs provide substantial gain simply by providing 24/7 protected entry acquired data solutions to this enterprise information without the need actual guidance or on-site administration. By utilizing VDR during package course of action your parties prevent any travel costs and don’t need to spending time and also money going to the particular location to the recommended site of the project.
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Other than, corporations cut costs upon lodging, travel expenses, along with other travel-related expenses.
The opposite good reason that dealmakers around the world so willingly adopted virtual data room is that they communicate in addition to focus on most business projects related troubles right inside the virtual data room protected setting. In addition to, the business person comes with a edge simply by presenting each of the records relevant to the deal in the well-structured clear style thus increasing research.
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In the meantime, the buyer, in his turn, features a excellent opportunity to thoroughly examine many deal-related company proof as well as ascertain almost all challenges along with traps inside fantastic detail without moment limits.
Digital Data Room Advantages.
Of course, the actual real data room will continue to be essential for selected type of deals, for instance, while touchable biological samples, business solution information, or maybe some other tangible objects need to be displayed with regard to evaluation.
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Nevertheless, with a majority of small business scenarios VDR is really a easier tool for the profitable performance of numerous discounts in addition to orders. Here are a few reasons merrill vdr why:
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Several users could enter the virtual data room anytime hassle-free and continue to be there as long as needed for the simultaneous evaluation along with collaboration within the info. Not like the actual physical data room where just one group is usually authorized to stay a place at the same time and the rest would hang on in a line, the virtual data room motivates fair competition and often leads to a better value of the work for the owner.
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The use of the virtual data room enables a total stability along with openness of the project.
For a lot of deal needs, specifically calling the person who has got the deal is most beneficial.
Two-factor user authentication, robust information encryption, malware security, information backup supply data transfer services full stability for top secret and hypersensitive corporate info. Solely certified customers can get access to the information and their own measures are generally carefully recorded. Routinely generated thorough audit reports provide the virtual data room supervisor with a comprehensive track of data room activity within a virtual data room: the data room possesses precise information on which joined the virtual data room, which documents have been used as well as just for how much time. Different essential details for example user conversation inside the Q&A communication is normally incorporated in to report. In this way, the virtual data room gives it is users the safe environment where they can deposit secret info and also take care of it throughout a successful approach .
Today, the application of virtual data rooms is becoming of extremely important magnitude in the deal-making enterprise procedures. Because so many virtual data room companies give a different amount and range of providers, you should keep in mind your specific project prerequisites along with your certain enterprise desires.
Making Wise Choice of Virtual Data Room Supplier.
Below are a few suggestions that may help you to discover the suitable virtual data room provider for your challenge:
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See the opinions of the very most common virtual data rooms and be sure to pay attention to this choice of functions provided so as to not merely become acquainted with the industry-standard as well as unique exceptionalfunctions, but additionally understand which features are very important for your venture and also why. A dependable virtual data room comparison data and evaluation will assist you to determine the correct program for your task.
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A no cost virtual data room trial is an effective way to understand with different data room characteristics and purposes. Over the free trial you will have wonderful possibility to use the virtual data room as well as figure out if that is a suitable choice to your requirements. You will probably will likely to be able to make use of selected features along with capabilities as well as make a decision whether or not they are necessary for your project or even organization requirements.
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Most students head to university nowadays since it "appears like the thing that is right to do after senior high school ". Some learners aren’t university product, some aren’t thinking about faculty plus some can’t afford to visit school but most of them afforded into look and household pressure and enrolled in a all the same. Many of them finished, many of them slipped out. For your pupils who are certain that university is the things they wish to accomplish, congratulations. Read more
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“No One Will Motivate You at Google.”
Mr. Kohl-Boas has working experience from Unilever, Shell and Coca-Cola. Since 2010, he has been Head of HR Northwest, Central and Eastern Europe for Google and as such supporting, together with his team, Googlers in more than 19 countries focusing on leadership, talent development and the evolution of an innovative, diverse and inclusive company culture. As opposed to customer-centric models, Google is an advocate of an employee centric organisational model as laid out in the company’s letter at the time of their initial public offering in 2004. Kohl-Boas emphasised that Google was neither the first nor the only company to think employee-centric, quoting Sir Richard Branson “Clients do not come first. Employees come first.” as well as German founder of the “dm” drugstores Götz Werner “If you take care of your employees, they will take care of the clients”.
Google regards every employee as a talent, and even if they leave, they are believed to stay in the ecosystem. Can you talk more about the Google ecosystem? I cannot imagine many people leaving Google, usually ranking a no. 1 desirable employer in polls. However, if employees leave, how do you keep in touch with them?
We have indeed a relatively low attrition rate of regretted leavers, which is great. Many employees leaving us do so because they have been offered jobs with other companies at an often times much higher level of responsibility and scope. Examples include Head of Online Department, Country Manager and the C-suite with other companies. A few have become entrepreneurs, establishing agencies, consultancies or online businesses. The online community in countries and by industry sector is still relatively small and one regularly sees each other at conventions, summits or business meetings. In addition, we have an alumni network, Xooglers – that’s the name for Googlers who left us – may become member of. And I should add that it is not uncommon that we re-hire former employees at all levels.
You mentioned a recruitment process and its tremendous impact on all other HR and Learning and Development processes. At Google, approximately 1/3 are referred by peers, 1/3 are sourced from in-house recruiters and 1/3 apply for open roles. You pointed out that A-class interviewers will bring A-class people, a B-class interviewer is likely to bring C-class candidates. That is easy for you being so popular but what about the companies that are frequently citing “the war on talent”?
We compete for talents, too, especially IT Engineers are in very high demand but so are employees who want to lead digital transformation. Since Google’s recruitment process is consensus based, every Googler who participates in the interviewing process needs to be an “A” interviewer. The “A, B, C” refers to a simplified categorisation of employees with regards to their engagement. Only “A” employees are highly engaged and will aim to hire candidates looking for the same opportunities to second purpose, autonomy and mastery in their employment with Google and to enable others to do so likewise. Google’s value proposition and attractiveness as an employer consists of offering a strong mission, transparency and a voice for every employee. All of these ingredients can’t be purchased nor engineered or implemented by “golden rules” framed in hallways. You need to live and lead by them daily. It is a question of culture and the culture is owned by and lived by your workforce, which is why the recruitment process and its reflection of your company culture and its values is the single most important HR process you have and decisive for your ability to win, develop and keep talents in your organisation.
Google regards diversity not only as gender diversity but also in terms of culture, sexual orientation and/ or nationality. You pointed out that you need to have a male and a female candidate for each position. Being such an attractive brand, I can imagine that most of the categories do not pose a big problem. What about the age diversity?
To the best of my knowledge, Googlers, in the regions I support, can be anywhere in between the age of 28 to 52, with the majority being at or around 35-40. From my point of view, it’s not a question of the biological age, it is about the know-how and skill set and the mindset to keep developing both. We live in a “VUCA” (volatile, uncertain, complex, ambiguous) world and to face or even succeed in it, you need a learning mindset. I don’t think it is linked to an age but based on my observations, it often decreases the more experiences and routines we have and rely on. It takes an effort to remain curious and to stay aware and alert to changes around you and what that may mean for your know-how, required skills and behaviours. In a world where many changes are deceptive and come in a disruptive way, a comfort zone can become a danger zone. Are you willing to learn or even report to people who may be younger than you? Are you actively aiming to learn and try out new things?
Your talk touched on transparency, feedback culture, sharing and learning.
How do you personally live the statement of Lazlo Block, SVP, People Operations in Google? “Give people slightly more trust, freedom, and authority than you are comfortable giving them. If you are not nervous, you have not given them enough”.
I lead by setting objectives, leaving the how to achieve the objectives with my direct reports. I refuse the temptation or at times their desire to replace their decision by mine. With some of them working remotely, they often have to rely on their own judgement anyway. That includes their approach to daily HR matters as well as their ownership with regards to the need and frequency about their business travel or acceptance of invitations to internal and external events of all kinds. They are adults and I rely on their assessment even at the risk of them taking a different decision than I might have taken. That said, it’s my task to support them, by coaching (What do you think happens if…?), giving feedback (In my view, you did/ did not…) or mentoring (When I was in a similar situation, I …). Freedom comes with responsibility and that’s why I expect my team to keep me well informed so that I’m not taken by surprise and am in a position to take ownership for decisions and doings of my team including their potential mistakes or lack of judgement I’m ultimately accountable for.
Can you share with our readers some “future recommendations and practices” that you are currently trialling and other companies may try to follow?
We want to do our part in creating better work environments which is why Eric Schmidt and our SVP, People Operations, Laszlo Bock wrote books about our HR policies and processes (How Google works, Work Rules!). In addition, we share our work practices and welcome other companies to contribute to a platform called “re:work” (link). I also see quite a few companies who experiment for example with holacracy, different pay and performance philosophies or new forms of learning (“edutainment”/”gamification”). It’s your people who put strategy into action and who have to utilise technology to the benefit of the company. So in consequence, relevance of HR practices will increase, requiring an employee-centric company culture which will become a major driver for success in the market.
By Linda Štucbartová

„The contribution of culture to our national GDP is seven times higher than that of a car industry”, this is a surprising outcome of a French study undertaken as a part of a worldwide research on the economic impact of culture and creation on a worldwide economic growth. When Francois Hollande decided to cancel the important Paris exhibition Monumenta due to the savings at the beginning of his presidential mandate, his decision raised a huge wave of displeasure and criticism and thus initiated a serious study on the impact of culture on the country´s economy. The results published two years later took breath away even from the most obstinate critics.
Simultaneously, based on the UNESCO initiative, Ernst and Young conducted a study focused on the same topic on the international scale and in December 2015 published the results. According to this study, the industry, officially called ICC – Industry of Culture and Creation, represents a turnover of $2.250 billion, which is for example more than a worldwide turnover of telecommunication technologies.
The positive outcome therefore is that culture and art creation undoubtedly belong among the non-negligible driving forces of the world economy. Further interesting results show that for example in Europe, the USA, and Japan the industry employs more people than a car industry. So, culture is not only good for our amusement and entertainment as many politicians thought, but it is crucial for a worldwide economy. Economic analysts and advisors to various governments immediately provided proposals of major positive changes regarding the support of culture of every specific country. Investments into culture also became one of the strategies to solve crises in many European countries. For example Iceland, the country hit by the crisis among the first in Europe, decided to build a music hall as soon as possible, to help tackling its unemployment crisis in a construction industry as well as support their national pride and positive future expectations. China, till that time really behind in this industry, made culture its new strategic sector in 2009. Within five years, China´s investments into culture raised by 200%. Today, culture represents almost 4% of GDP of Argentina. In Bangkok, the total number of companies operating in the culture industry increased to twenty thousand (dollars?) within ten years. Countries like Indonesia and Brazil, which considered their culture strategy a second-rate issue, are making massive investments in culture these days. Italy has recently decided to increase its culture industry budget by one billion Euros, targeted on the war against terrorism too. “They want to terrorise us, we will reply with culture,” declared Matteo Renzi. We would appreciate France doing the same thing.

As a surprise came the fact that Asia currently shares the highest part of culture industry income, i.e. 34% of a worldwide profit, employs in the industry directly or indirectly 40% of the citizens, and has the highest percentage of culture consumers. Asia is immediately followed by Europe with 32% of culture income and 25% of employees, and then comes North America (28% and 15%). The USA and Canada, traditional leaders in the industry, have struggled with a lack of public subsidies since the 2008 financial crisis, despite the fact they are still on top in art creation, quality, and volume of university art education as well as the number of cultural institutions and the scale of culture events.
The top five cities leaderboard in the area of art is led by New York, followed by London, Paris, San Francisco, and surprisingly Singapore! Paris, profiting from the biggest and best preserved potential of cultural heritage, i.e. historic architecture, paintings and general artistic creation from the past centuries, nowadays profits also from the research of high technologies in the area of creation. Paradoxically though, it suffers from the lack of the state support of private investors.
It is interesting that the worldwide number one among the ten industry sectors (TV, visual art, music, print and publishing, commercial, books and libraries, live shows, video games, movies, and radio) is a revenue generated by the sector of visual art! Despite the fact that digitalisation is spreading rapidly and companies like Google, Apple, and Amazon are creating another major platform for culture. And it is in particular the Internet that enabled a quick and efficient promotion of European and American culture in Asia, Africa, India etc. However, negative issues are brought along too, in the form of a mass cultural hegemony, commercialism and globalisation, against which the countries with a strong cultural tradition are trying to fight.

With the current generally high unemployment, a very positive psychological impact is created by a prevailing interest in culture sector jobs. This is visible not only in developing countries. So, the added value of culture for economic growth is evident. Motivation to work in a cultural environment is higher than in any other sector, covers all age categories, and in comparison to other industries it is more diverse financially.
Psychologists point out another positive fact, saying that culture carries other values besides the economic ones too. It emancipates, stimulates, enriches, brings together, creates positive emotions, strengthens identity, and also represents a natural vector for good functioning of every democracy.
By: Ing. Arch. Iva Drebitko
Photo: author´s archive
CACIO Gala Evening with winners of the 13th IT Project of the Year Award.
With support of Gold CACIO Partners: ICZ, Deloitte, HP Enterprise
10th edition of Czech-Luxembourgish ball took place under the auspices of the Czech Embassy to the Grand Duchy of Luxembourg in well known Luxembourgish Spa CASINO 2000 Mondorf –les-Bains on April 23 , 2016. More than 400 participants enjoyed the Czech dancing music played by Fordance Orchestra and admired the performance of professional dancers. During the evening the specialities of the Czech and Luxembourgish cuisine were offered. The raffle winners obtained very interesting prizes , e.g. two air-tickets to Prague, or weekend stay in Prague hotel for two persons.
Photos: Marian Majik
ANNOUNCEMENT OF THE CHIEF FINANCIAL OFFICER OF THE YEAR 2015 AND CHIEF FINANCIAL OFFICER OF A DECADE
Ceremonial announcement of the best financial managers of the year 2015 and financial manager of a decade took place in the Mandarin Oriental Hotel, on Wednesday 6 April 2016. Members of the CFO Club, Board of the Club, and CFO Academy awarded the title of the Chief Financial Office of the year 2015 to Mr. Tomáš Kouřil from O2 Czech Republic. The second place was taken by Mrs. Zuzana Prokopcová from Czech Aeroholding, the third place went to Mr. Marian Gramata from Karlovarské minerální vody. This year’s Talent of the Year was awarded to a woman, Mrs. Ivana Ficzová from an investment and development company PointPark Properties.
Financial Academy was also choosing the Chief Financial Officer of a Decade from the candidates who were awarded the titles in previous years. The winner is Mr. Martin Novák, Financial Director of ČEZ a.s.
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With the arrival of “artificial” or synthetic intelligence the problems are arriving and will arrive too. Jerry Kaplan, author of the book “Human Need Not Apply – a Guide to Wealth and Work in the Age of Artificial Intelligence” speaks about its development as a moral equivalent to Manhattan project – i.e. development of the first nuclear bomb. Questions, if machines will do something similar as we do or if they think, he considers misleading. Computer scientist Edsger Dijstra claims that pursuing the question if machines think is of about the same relevance like studying if a submarine can flow. It makes no sense to be concerned if some neuron clusters forming in machines are similar to synapses forming in the brain – their creation actually is just another way of programming. Machines learn from experience and thus create a chain of synthetic intelligence exploiting the interaction between sensors and action elements and change it into a routine matter. The important question is what level of autonomy machines should enjoy. It is necessary to point out that machines have nothing like human mind – consciousness.
A man is not only able to use synthetic intelligence but becomes its part as well. Development of synthetic intelligence is progressing hand in hand with technological development. Claiming that computers can do only what they are programmed for had lost validity a long time ago. Now, we already experience the situation when we have to pass control to machines, we are not able to react in time to dangers of cybernetic world. A question remains regarding the result of a conflict between two systems, originally founded and controlled by their creators. At the stock market there sometimes are smart systems fighting each other, reacting in a split of a second which brings up situations almost catastrophical. Robotic or algorithmic manipulations with webpages, market and sales and exchange of cookies distort the access to information and endanger manipulation with private data. A tiny record of your activities and interests kept in so-called cookies not only represents important information for those whose webpage you have just visited but becomes a welcomed subject of business for companies specialized on “capturing” cookies and thus tracking your activities and interests too. Efficiency is considerable; such companies are able to count the probability of any of your purchase with the accuracy of over ninety percent! In California, there even is a university called Singularity University, of course in Silicon Valley. The students and teachers take a moment, when we become surpassed by artificial intelligence, for granted and they think it will come so suddenly that at the first moment we will not notice at all. Some kind of an ultramodern religion.
However, machines don´t know how to ask yet. The area of brain activities simulation is an interesting trend. These activities may not only be simulated but also enhanced by a concept of widened reality improving imperfections of our sensory organs. Computer algorithms are able to analyze data in the scope and speed exceeding the capacity of our brains. Expansion of technologies like smartphones enables connection of the planet inhabitants brains, which was not possible a short time ago. On the other hand, we don´t have to worry about a fast arrival of singularity. Computers still don´t know how to ask questions, create new practically useful ideas and innovate. We don´t have to worry about a million of monkeys hammering on keyboards aiming to create a piece worth Shakespeare. Such complex form of communication is and probably will remain unknown to computers. However, if we want to maintain our comparative advantage against computers, we have to focus our education on strengthening the skills which will be outside the reach of computers. But it is difficult to predict them.
Extract from a new book Digital Era which will be published by Albatros Media in Spring.
By Ivan Pilný
Member of the Parliament, ANO party
President of Tuesday Business Network
Czech Radio – “93 Year Young Wise Lady Ready for the Best Years to Come”
The very fact that Mr. René Zavoral was appointed at the age of 39 as Director General of Czech Radio made several headlines. However, Mr. Zavoral has had a remarkable career. He studied at the Faculty of Social Sciences at Charles University in Prague. Already during his studies, he was an advisor to one of the Chairmen of the Senate. His career in Czech Radio started in 2001, only shortly interrupted by him changing a public sector for a private one and assuming a position in corporate communication at Komerční banka. He returned to Czech Radio as Head of Department of Communication and External Relations; in 2013 he was Deputy General Director for Programme and Broadcasting.
Mr. Zavoral, you have been appointed to the position of Czech Radio’s Director General on January 21, 2016. Czech Radio is an institution that has played a significant role in both Czechoslovak and Czech Republic’s history. It has been enjoying a high degree of credibility, not only amongst its listeners but in the overall society. Nevertheless, do you feel slight nostalgia and even a burden that you are leading an institution that reached the heights of its fame and played the most significant role already in the past?
Quite the contrary. I truly believe that the best moments for Czech Radio are still ahead. We do not stand still, we are continuously working on the development of our programme, the quality of broadcasting as well as technologies applied. We represent a modern service that is interested in current trends, particularly working with multiple media.
Of course, we follow the history and tradition that is quite rare and unprecedented in comparisons to other institutions in the Czech Republic. Czech Radio has been serving its listeners for 93 years and has been present during various moments, co-creating the modern history of Czechoslovakia – be it the Prague uprising in early May 1945 or 1968 broadcasts regarding the entry of Warsaw Pact armies.
It is only natural to feel respect and certain nostalgia towards the institution such as Czech Radio. It is also translated into the commitment to fulfil its role as a public service. It should be a media to help public orientate in today’s complicated world, to bring objective information, culture, to educate and entertain at the same time.
The famous BBC is always presented as a model example of public media services. However, is it a relevant example considering the size and the budget of the Czech Republic? And where else can one look for an inspiration?
BBC certainly represents a great example as far as public services are concerned, but to a certain extent an example that is unattainable. In the European context the comparison to BBC is very frequent and popular, and the Czech Republic is no exception. It is necessary to point out that the position of BBC in the world of the media is unprecedented. BBC is exceeding other public media services with regards not only to its size, but also its budget and the possibilities of programme offering.
Referring to all of the above, I am not saying that we should not be inspired by BBC, quite the contrary. We are in close touch and we follow its stations, formats and approach and we are capable to learn and get inspired. We are a member of the European Broadcasting Unit that also presents a great possibility for the exchange of experience with other broadcasters. In the middle of April, we launched project Generation What with the aim to map attitudes of young people. Several public media from European countries participated in this project at the same time.
You have mentioned that Czech Radio is a partner and a guide. How do you see the trend of “agenda setting” that is not only to inform and reflect what is happening but by presenting certain issues to contribute to the elevated debate on particular topics? Gender, diversity, ageism, sustainable development are already topics quite present, what are other emerging topics do you see or you would like to be addressed more?
The task of Czech Radio as a public service provider is to describe events from all possible points of view, offer to listeners various opinions, facts, not avoiding controversial issues. We want to be a service that presents different impulses and so stimulates asking questions and thinking about current and debated issues. Therefore, we already follow the topics mentioned. Minorities represent another topic that we also follow very closely – not only with regards to national definition, but also in terms of cultural or social one.
However, the main part of the programme is focused on everyday events, both at home and abroad. The agenda of news is the one that needs to meet the challenge starting from a range of issues to be covered to the objective point of view of being presented. I personally feel that the work of our editors has not been easy for some time.
The migration crisis has been one item on the agenda that will be echoing through the society for a very long time. And not to mention how difficult it is to cover conflicts, such as Ukrainian crises, the war in Syria or terrorist attacks.
My ambition is for Czech Radio to pay attention to all issues important for a broadly defined Czech society and to maintain its credibility, independence and balance.
In your interviews about your vision, you have mentioned new technologies, digitalisation, use of mobile applications. Which other trends do you regard crucial?
It has been a long-term strategy of Czech Radio to follow the trends in new technologies. Our aim is to offer to listeners a suitable distributional mix of options of broadcasting that will provide a stable and secure service, will expand and improve the programme of Czech Radio, including our services.
We are ready as far as digitalisation is concerned; however, the legislative framework that would enable the development of DAB broadcasting is missing. Nevertheless, we pay attention to the possibility of digital broadcasting, since it represents secure and stable broadcasting which might be important during crises. At the same time it enables the development of accompanying services, such as pictures or text files.
Having said that, with the same attention we take care of analogue broadcasting, since it still represents a very suitable platform. Furthermore, we have to develop a mobile application, be ready for high-speed internet or even the possibility of the so-called “hybrid radios”, which is a topic rarely discussed in the Czech Republic.
What is the current programme offering of Czech Radio for foreigners living in the Czech Republic or to Czech citizens living abroad?
We offer topical programmes in one of four nationwide full service format stations and also foreign broadcasting of our Radio Prague station. The service of this station includes comprehensive coverage of news and debates of everything important that is going on in the Czech Republic in all three dimensions – political, economic and cultural one. Radio Prague broadcasts in Czech, English, German, French, Spanish and Russians. Its target group includes foreigners living in the Czech Republic, the Czechs living abroad, diplomats, journalists and representatives of international institutions.
You are a father of four children. How do you manage work-life balance?
Work is important for me, but family is even more important. I believe that I am very good at separating work from my family life, but it is sometimes very difficult. The first weeks after I was appointed General Director were quite challenging. Spending time with my family naturally means for me relaxation from stress and duties. We like to travel and discover new places, both in the Czech Republic and abroad. I am looking forward to spring and summer coming and I hope I will be able to enjoy more free time.
What are your final words for Czech and Slovak Leaders Magazine?
Well, if they already do not belong among our listeners, I would like to invite them to become part of our “Radio family”, to check out our programmes and to find a programme and relation that would interest them. I believe that our wide programme offering caters for everyone’s taste – news and music on “Radiožurnál”, expert commentary on public affairs on “Plus”, cultivated entertainment on “Dvojka”, cultural events on “Vltava” and “Radio Wave” or “Radio Junior” for our young listeners. I should not forget our regional stations and our special digital projects such as “D-dur” and “Jazz”.
To the readers who happen to be our listeners, thank you for your support and loyalty. Czech Radio works every day to offer the best broadcast, to be a modern radio and to bring to the public quality information, education and culture.
Did You Know?
Czech Radio is the only public radio service in the Czech Republic.
In addition to its main four nationwide full service format stations, Czech Radio also offers four special stations focusing on news and current affairs, classical music, popularisation of science and applied technical sciences and broadcasting to young audience. Each of the 14 regions in the Czech Republic has also its own regional service. Furthermore, Czech Radio broadcasts abroad in six languages including Czech service for compatriots living abroad.
Czech Radio belongs to the oldest and most prestigious radio services in the world.
Its public broadcast started in May 1923, at that time it was the second broadcast service on the entire European continent. It took form of improvised broadcasts from a tent located at the Prague Kbely military airport.
The current Czech Radio building located in Prague Vinohrady neighbourhood dates back to 1933 when the Czechoslovak Radio was regarded the most advanced media outlet in Europe.
The frequent visits of Thomas Garrigue Masaryk seemingly anticipated the fact that historical events would take place in the very Radio building.
By Linda Štucbartová
The European Commission proposed new vision of the transition to the circular economy by 2020 in its December package. The Commission’s Action Plan, the goals of the Circular Economy Package and its impact on the Czech economy were discussed by the representatives of EU institutions, business sector and non-governmental organizations on 9th February 2016 in the European House in Prague. All speakers agreed that transition to the circular economy is an opportunity for the overall transformation of the economy. However, it will be a long-term development that will take effect in the next generations.
© CEBRE
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Have a look at the impressions of the Global Female Leaders Summit 2016.
Copyright Photos: Studio Thies Ibold
About Competitiveness, Cooperation and Grandma’s Pancakes
“We are back at my Grandma’s kitchen in the 1960s, where there used to be a coal-burning clay oven, used for both cooking and heating. There was a ventilation shaft above the oven which my Grandma opened and closed using a long pole. She used to make whole wheat pancakes filled with boiled potatoes or grated cauliflower or grated white radish, and baked them in an iron pan over low heat till they were crispy and golden brown. Then she would put a big blob of homemade butter on top of each pancake while they were still hot. We would finish the meal with a ‘dessert’ pancake, served with a large heap of unrefined sugar that she had caramelised around the pancake,” Sanjiv Suri remembers as one of his first culinary experiences. He grew up as a vegetarian and never tasted meat until he was seventeen.
What are your current eating habits?
I have come full circle and become 90 % vegan once again. But since I’m in the restaurant profession, I eat everything. I’m vegan not for ethical, but energy reasons. It is more or less the way I judge all food. When I pursue a vegan diet, my energy level is at the highest level. It decreases with milk products, goes further down if I add sea fish, further down with bio-chicken and it is absolutely the lowest when I eat red meat. When I am home alone without my children, my only source of nutrition is a soup that I cook using three to four different kinds of lentils, quinoa and different vegetables. Everyone around me then gets a small pot. Luckily for them, it is always a different soup, as I use whatever leftovers I find in my fridge.
Do you believe that some ingredients are a priori good and others bad for people?
If you are happy, everything you eat will essentially do you good as long as you are not stuffing yourself with chemicals that are harmful to the body. But if you find yourself in a negative state of mind, no super or bio-foods can help. The most important thing is what is going on in your head and the feelings with which you eat the food on your plate. It is very personal. Our body is so complex and the hormones we produce at different states of mind are so different that a positive state of mind is vital to physical health.
Has it always been your dream to run restaurants?
For about 12 years, I worked in the hotel industry – always in a large corporate structure – and I never felt very comfortable in the role. There was always too much politics and the customer was seldom the centre of everyone’s attention. I wanted to get away from that. I did not come to the Czech Republic to open a restaurant – it was a coincidence. I had a few free months and my girlfriend at that time was posted to Prague to work at an embassy. I told myself it was a good time to try something new. We established the company exactly 25 years ago, in March 1991. We opened Café Museum under the stairs of the National Museum. Coffee was CZK 4.20 and the most expensive sandwich cost CZK 5.80. My first colleague, Dana, created an ingenious pricing policy. She had three prices for everything we were selling. Coffee was normally CZK 4.20, but if Dana saw a long queue in front of the self-service café, she promptly switched the price to CZK 4.50. If the place got really
crowded, she changed the price to CZK 4.80. The back space was about 4 metres square so our kitchen was in Holešovice and everything was brought to the café by car. With our first chef, we used to walk around the Holešovice market at 5:30 in the morning, looking for fresh ingredients. Three months into the game, we were launching Vinárna V Zátiší. Our strategy was to hire only recent graduates – people not corrupted by experience in other restaurants. For me, character has always been more important than knowledge. People can learn and gain experience throughout their careers. I always tried to select my co-workers based on their human qualities and I think it has paid off. The proof is that many of them are still with us today.
How do you work with your menu?
Our customers are the key – naturally. We change our menus based on their priorities. The system works as follows: If we serve 200 dinners in the course of an evening and there are 10 dishes on the menu, each meal should appear on a table in front of a customer 20 times (fair market share). If we sell more than 25 portions of a particular dish, we consider it to be a star and no one is allowed to change it. I remember that on the original Zátiší menu we had marinated salmon with honeydew melon, beef Wellington and chocolate mousse, and they were so popular that they stayed there for over 12 years. If we sell less than 10 portions, then the dish is ready to be replaced. Since the beginning, we have always offered a “Special of the Day.” If it is sold out by 8:30 p.m., we try offering it again in a couple of weeks. If we sell out the special three times in a row by 8:30 p.m., the dish then gets on a “parking lot” from where the regular menu is created. Every week, we change one item on the menu. If we were to change more than one, the quality of the meal preparation would temporarily drop until everyone learned how to best cook and present it. This way, they only need to focus on one dish. Food is becoming more and more about emotions and the overall experience as well as the quality of the raw materials used. We try to work closely with local ecological farmers and are very particular about the quality of the produce we buy. The whole experience in a restaurant should be about making the guest feel good about himself or herself.
People know you are a spiritual person, that your company donates over 30 % of its profit to charity and, in general, you do not act like a typical businessman. How did this happen?
In 2007, I spent a few hours with the Dalai Lama. One of the things he told me, which still resonates with me, was: “Sanjiv, the people in my life do not get in the way of my spiritual practice, they are my spiritual practice.” So, I believe that I can be virtually anything – a strong person, a tough businessman, a compassionate father – but all in a detached meditative state of mind in which I am not emotionally attached to the things around me. This allows me to stay calm under most circumstances. A business is only a business. The nature of it is to make money or sometimes lose money just as the nature of a dog is to bark or that of a cow is to eat grass. I am passionate about the things I do and care about, but I also try to stay emotionally detached from the result. I would be more content after a race where I gave my best and came last compared to a race where I did not give my best and won. Most of us, quite unfortunately, lead our lives in a very competitive manner, rather than a collaborative one. That is one of the reasons I enjoy golf – as I am only competing with myself and trying to improve myself.
By Sanjiv Suri
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Prestigious 2016 GBF Leadership Awards bestowed upon student leaders from Georgetown University McDonough School of Business and London School of Economics and Political Science
Student leaders from Georgetown University McDonough School of Business, the London School of Economics and Political Science (LSE) and The Chinese University of Hong Kong (CUHK) received top honours for their contributions to the areas of responsible leadership, sustainability and student government at the 2016 Graduate Business Conference (GBC2016) of the Graduate Business Forum (GBF) hosted by the University of St. Gallen in Switzerland.

From left to right. Jim Deveau, GBF Founder; Prof. Dr. Kuno Schedler, VP Research & Faculty University of St.Gallen; Rocio Perez Jimenez, VP GBF Leadership Awards; Dr. oec. Jurgen Brucker, Dean External Relations University of St.Gallen; Rohit Gupta, GBF Leadership Awards Finalist 2016, CUHK, The Chinese University of Hong Kong; Prof. Simon Evenett, Dean of the MBA Program, University of St.Gallen; Abby Schwartz, GBF Responsible Leadership Award Winner 2016, Georgetown University McDonough School of Business; Dr. Sascha Spoun, President of Leuphana Universität Lüneburg; Vaibhav Agarwal and Jason Burchard, GBF Student Leadership Award Winners 2016, London School of Economics and Political Science; John Plender, Senior Editor of Financial Times and Columnist for The Economist; Wieteke Dupain, GBF CEO; Corey Dortch, Director MBA Program Emory University Goizueta Business School; Stephan Chambers, Director of International Strategy at Oxford and Chair of the Skoll Centre for Social Entrepreneurship, Niall O’Hea, GBF Chairman
Over 100 elected student government leaders and alumni drawn from the top 50 global business schools and MBA programs around the world and distinguished leaders in business and academics met at the University of St. Gallen campus from April 6-8 to share best practices on student government, global views on responsible leadership and learn from global business, industry leaders and each other. Dr. Christoph Franz, Chairman of Roche Group, opened the GBC2016 by sharing his insights on the conference theme Giving Back: The Responsibility of Future Leaders.
The 2016 GBF Leadership Awards, in honour of this years’ student leader achievers across the top business schools around the world, were presented by Jim Deveau, GBF Founder, Wieteke Dupain, GBF CEO, and Prof. Dr. Kuno Schedler, Vice President Research & Faculty at the University of St. Gallen .
Vaibhav Agarwal and Jason Burchard from the London School of Economics and Political Science (LSE) were presented the GBF 2016 Student Leadership Award for their vision and achievements increasing networking opportunities and community building between current students, prospective candidates and alumni of their program. Vaibhav and Jason founded the “Student Ambassador Programme” to communicate the aims and culture of LSE to prospective students by matching candidates to an ambassador based on nationality, background and work experience; this initiative helped reach over 150 LSE offer holders and generated 10% more applications despite a decreasing trend. They secured a commitment of school-level funding to organize the programme going forward each year. The team instituted annual student conferences for LSE students at Oxford and Cambridge. Moreover, the LSE student team reached out to alumni to increase their participation in school activities like mentorships and alumni-only events.
Abby Schwartz from the Georgetown University McDonough School of Business received the GBF 2016 Responsible Leadership Award for successfully spearheading diversity and inclusion (D&I) initiatives at McDonough. Abby identified the need to make D&I a priority in the MBA program and worked together with the Dean, students, administration, admissions department and faculty to create consciousness about the subject and gain support. The legacy that Abby leaves at McDonough is apparent. She influenced the Student Government Association to create a new Vice President for D&I position and achieved a 400% increase in women leadership positions in the newly elected student government. In addition, she created a D&I workshop for students and staff, influenced admissions to consciously reflect on D&I in the admissions process, to increase the number of women in the program from 31 to 40% in the next few years, to add questions in end-of-year surveys to measure inclusiveness in the school culture and to even create a lactation room for students and staff who are also parents.
Runner up and finalist Rohit Gupta from The Chinese University of Hong Kong (CUHK) was recognised for his outstanding leadership in creating a co-learning environment and help students build a strong professional network in the Hong Kong community. Using the Peer-to-Peer (P2P) model, Rohit managed to gain the support of students, alumni and professors to participate in this initiative and look for mentors willing to share their knowledge and experience. So far the initiative has been a great success with sessions devoted to Finance, Consulting and Marketing, helping students to explore different industries and expand their network. Rohit is looking to expand this idea and adapt it for the Hong Kong unemployed youth in collaboration with the HK International Finance Center.
Graduate Business Forum CEO Wieteke Dupain says: “The theme of this years’ conference is “Giving back: the Responsibility of Future Leaders”. The GBF vision and mission is to inspire young leaders, already during their studies, to envision and drive initiatives that lead to transformational change for their program, community or society at large. This years’ winners are a true inspiration for future student leaders to identify and consciously focus their efforts on one area of change where they can create substantial change and leave a lasting legacy as a student leader.”
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About the Graduate Business Forum
Established in 1983, the Graduate Business Forum (GBF) (www.graduatebusinessforum.com ) is a global organization dedicated to developing responsible leadership and global citizenship, with influence, through an exclusive network of student leaders and alumni from the world’s top 50 business schools.
The GBF runs a number of activities to support the development of leadership skills for business school students through newsletters, shared knowledge platforms and networking events including the annual Graduate Business Conference (GBC ), hosted by one of the GBF member schools, drawn from the top 50 business schools and MBA programs globally.
Over the last 30+ years, the GBF has seen:
- 3,000+ student leaders participating in GBCs
- 30+ countries with participating business schools
- 400+ forums and workshops helping inspire future leaders by the exchange of leadership initiatives, organizational approaches for student governments, implementation of new student initiatives, and an increased consciousness towards social responsibility and ethical leadership
- 300+ corporate executives, government officials and other leaders who have contributed time and inspiration
- Countless projects around the world fueled by inspirations from GBF participation that made a positive difference in the world
About the GBF Leadership Awards
Every year the GBF selects two exceptional student leaders or teams to win the global Student Leadership Award (SLA) and Responsible Leadership Award (RLA).
The winners are role models for student leadership and responsible leadership at the global level and have succeeded in making a significant impact within the graduate business community or society.
The Student Leadership Award was introduced in 1991 by the Board of Directors of the Graduate Business Forum to recognize outstanding leadership, innovation and a commitment to the greater community at the graduate business level. The Responsible Leadership Award and Fund Grants were introduced in 2010 to honor, fund and support contributions of Business School students to society at large.
The Awards are open to full‑ time graduate business students of GBF member schools participating in the annual Graduate Business Conference. The award is presented at the GBF Student and Responsible Leadership Awards Commemorative Banquet and Gala at the annual Graduate Business Conference. Previous presenters of the Awards include HRH Crown Prince Frederik of Denmark, CEO of Bayer Greater China, Celina Chew and Ken Morse, serial entrepreneur, Professor and Member of the National Advisory Council on Innovation and Entrepreneurship supporting Barack Obama’s innovation strategy.
For further information on the criteria and how to be nominated, as well as a list of previous winners, please visit: http://graduatebusinessforum.com/awards

Vladimir Putin met with journalists and answered their questions following the Direct Line.
Question: Was it not daunting to face so many serious problems and pressing questions?
President of Russia Vladimir Putin: No.
Question: Why do you say that?
Vladimir Putin: This is my work, what my colleagues and I are expected to do. You can’t hide from serious questions, because if you try to put a gloss on reality, how will you understand what is really going on? And it is extremely important to understand where we are, how we are working, and how people view our work.
Question: Mr President, when you were asked about [Alexei] Kudrin, you started talking about the future, about some plans for 2018. Does this mean that you have already made the decision to run for president in 2018?
Vladimir Putin: No, it doesn’t mean that I have made such a decision. It means that we need to adjust our medium and long-term plans. No country can survive without making such adjustments, and Russia is no exception. We had development plans in place through to 2020, and now it is already 2016. We have come to the point where we need to reflect on the medium-term prospects.
This was Mr Kudrin’s own initiative too, really. He and some other colleagues said that we should be working on this regardless of who will be in the Government and who will be the President. The country has to know which road it is taking, at what pace, and what is needed to reach the goals it has set.
Question: Do you regret Obama’s imminent departure?
Vladimir Putin: We will all go one day – there is no point in having regrets, we have to work. I must say that the President of the United States – assessments can vary of course, but in any case his work should be assessed by the citizens of the US – but he is working, and very actively. He and I keep in touch, I maintain contact with his Administration, and I am confident that this will continue until the end of his tenure. He is a very responsible man. But once America elects a new President, we’ll start working with the new one.
Question: New government in Canada and new Prime Minister. How do you see the relations with Canada going forward?
Vladimir Putin: We are positive about them. We have known each other personally since we met in Antalya, by the way, at the G20 meeting. He has expressed his views about how he is going to build relations with Russia. We are quite satisfied.
As I understand it, the new Prime Minister of Canada wants to build relations with Russia on a positive basis, as we did in previous years. We are fine with that. We are neighbours across the Arctic Circle, across the North Pole. We have a lot of mutual interests, oddly enough, even being as far apart geographically as we are. We look forward to working together.

Question: How do you see the role of the Kurds against ISIS?
Vladimir Putin: The role of the Kurds? What can I say? I will just say it as it is. How do I see it? The Kurds are very courageous people, if not heroic. I know what I am saying. The Kurds fight selflessly, without sparing themselves, and very effectively. They are a very serious force in the fight against terrorism in the Middle East, particularly in Syria.
As you know, the United States is working with them actively, but our troops are also in contact with armed Kurdish units, including in Aleppo, where the terrorists of Jabhat al-Nusra and ISIS are now trying to oust them from their present positions. We are following the events and we will support them.
Question: You have mentioned the economy. What do you see as a way out of this grave economic crisis: implementing Kudrin’s programme or, for example, agreeing with Saudi Arabia to freeze oil output?
I also have a question on privatisation. Why did you agree to the privatisation of important stakes in companies like Rosneft while the market is so low? How can you guarantee that it would not become a replica of the loans-for-shares auctions and selling off state assets at a low bargain price?
Vladimir Putin: Regarding ways out of the current situation, I do not intend to use either what Alexei Kudrin is proposing, or any agreements with Saudi Arabia as a foundation. In this respect, we should be guided by the anti-crisis plan of the Russian Government and make sure that it is implemented.
When it comes to dealing with the situation in which Russia has found itself, which is by the way also true for many other countries, especially the developing economies, two or three areas should always be prioritised.
What are these areas? Attracting investment, raising the purchasing power, which means increasing demand, and enhancing economic and governance efficiency.
For that, we need to support specific industries that are facing hardships. This goes for the automobile industry, processing, agriculture should be on this list anyway, which is due to sanctions and retaliatory measures, as well as a number of other industries. They are all mentioned in the Government plan.
There is no doubt whatsoever that we need to ensure and increase the demand. How? We need to assist people in difficult straits. We also need to boost industrial demand through targeted support measures that I have mentioned, including, by the way, the construction industry, despite the fact that 85 million square metres of real estate were built last year, as I have mentioned.
We need to continue to balance macroeconomic and budget policies, keeping the budget deficit within 3 percent and giving more political and economic freedoms to businesses, as well as improve the business climate.
These are the five key areas that we must and will work on. It is on these areas that we should base our efforts to foster economic development. We need to put the country back on the track of steady economic growth. We can and will do it based on the Government’s anti-crisis plan.
As for privatisation, there is nothing unusual in this respect. If you look at the articles I published in the run-up to the 2012 presidential election, I wrote that privatisation could be supported, including in the oil and gas sector, which refers to major state-owned companies. So there is nothing unusual.
Why are we doing it on a falling market? First, we need money. Second and most importantly, we will be looking for a strategic partner who understands that skimping is not an option when it comes to buying a 19 percent stake in Rosneft. There is no need to pay attention to the current stock prices. We should be forward-looking. If we find a partner of this kind, and I think that it is possible, we will be ready to move ahead with privatisation despite a falling market, as you have said.
Thank you.

Question: You will meet with Japanese Prime Minister Shinzo Abe in May. You will probably discuss the northern territories and peace treaty issues. What kind of compromises would Russia be willing to consider, in your view?
Vladimir Putin: In order for compromises to be considered, we first need to have an on-going and uninterrupted dialogue, but Japan took the decision to limit contacts with us at one point.
I do not think this is at all in the interests of Japan and its people. At the same time though, we see that despite the pressure from their partners, in particular from the USA, our Japanese friends do seek to maintain relations with us.
We therefore welcome the Japanese Prime Minister’s visit to Russia. We will discuss all the different problems, of course. In order to resolve these problems that we have not yet resolved since the end of World War II, the instruments we have put in place must function continuously.
I think that some kind of compromise can and will be found.
Question: Will South Ossetia become part of Russia? Is South Ossetia not abusing your support? They cannot create an independent state and want to join Russia. Will you help them with some kind of legal procedure?
Vladimir Putin: I didn’t understand the question.
Remark: You met with [President of South Ossetia] Tibilov and had discussions.
Vladimir Putin: Yes.
Remark: And then Tibilov went back to Tskhinval and said that there would be a referendum to decide whether the people want to give the head of state the power to establish a union body with Russia and transfer powers to this body, because Russia cannot take South Ossetia into the Russian Federation at the moment for political reasons. Will you establish this union body and have South Ossetia’s territory join Russia? Would this not amount to annexation of South Ossetia’s territory?
Vladimir Putin: We are not looking at such an option for our relations with South Ossetia. Everyone knows that we recognised South Ossetia, and I have set out our position on this matter on many occasions. I think that the former Georgian President made a fundamental strategic mistake when he launched the military operations we remember, without any justification, and it is his fault that he lost this territory as a result.
But we have not discussed the matter you raise in any detail with South Ossetia’s leadership. Mr Tibilov did speak about this matter, and said that South Ossetia’s people want to hold such a referendum. We cannot oppose this. Nothing holds us back except for the interests of the South Ossetian people themselves. We do not yet know though just what this referendum will involve and how the final wording will look. Once we know, depending on this, we will look at the situation and decide from there.
Question: Why are you so sure that any criticism of Russia, including the recent information about your friends and the Panama papers, is a plot against Russia?
And one more question if you’ll allow: Nadia Savchenko, the Ukrainian pilot, has declared a hunger strike. Are you willing to exchange or free her?
Vladimir Putin: Let’s start with the second matter. We are in touch with the Ukrainian government on this matter. Our partners know our position. It is better to take things one step at a time with such things.
As for the matter of news campaigns, we do not think they are plots. I never said this, but I do think that such information does not appear without a reason. We think this because no one in Russia’s leadership is on these lists, but there is a clear desire to smear us with this affair. I just spoke about this in detail during the Direct Line with Russia’s people. Should I repeat myself again? I think there is no need for this.
Let’s take the last question.
Question: You have mentioned the economy. What do you see as a way out of this grave economic crisis: implementing Kudrin’s programme or, for example, agreeing with Saudi Arabia to freeze oil output?
I also have a question on privatisation. Why did you agree to the privatisation of important stakes in companies like Rosneft while the market is so low? How can you guarantee that it would not become a replica of the loans-for-shares auctions and selling off state assets at a low bargain price?
Vladimir Putin: Regarding ways out of the current situation, I do not intend to use either what Alexei Kudrin is proposing, or any agreements with Saudi Arabia as a foundation. In this respect, we should be guided by the anti-crisis plan of the Russian Government and make sure that it is implemented.
When it comes to dealing with the situation in which Russia has found itself, which is by the way also true for many other countries, especially the developing economies, two or three areas should always be prioritised.
What are these areas? Attracting investment, raising the purchasing power, which means increasing demand, and enhancing economic and governance efficiency.
For that, we need to support specific industries that are facing hardships. This goes for the automobile industry, processing, agriculture should be on this list anyway, which is due to sanctions and retaliatory measures, as well as a number of other industries. They are all mentioned in the Government plan.
There is no doubt whatsoever that we need to ensure and increase the demand. How? We need to assist people in difficult straits. We also need to boost industrial demand through targeted support measures that I have mentioned, including, by the way, the construction industry, despite the fact that 85 million square metres of real estate were built last year, as I have mentioned.
We need to continue to balance macroeconomic and budget policies, keeping the budget deficit within 3 percent and giving more political and economic freedoms to businesses, as well as improve the business climate.
These are the five key areas that we must and will work on. It is on these areas that we should base our efforts to foster economic development. We need to put the country back on the track of steady economic growth. We can and will do it based on the Government’s anti-crisis plan.
As for privatisation, there is nothing unusual in this respect. If you look at the articles I published in the run-up to the 2012 presidential election, I wrote that privatisation could be supported, including in the oil and gas sector, which refers to major state-owned companies. So there is nothing unusual.
Why are we doing it on a falling market? First, we need money. Second and most importantly, we will be looking for a strategic partner who understands that skimping is not an option when it comes to buying a 19 percent stake in Rosneft. There is no need to pay attention to the current stock prices. We should be forward-looking. If we find a partner of this kind, and I think that it is possible, we will be ready to move ahead with privatisation despite a falling market, as you have said.
Thank you.
Source: http://en.kremlin.ru/
Overcoming self-esteem, gender and age barriers in entrepreneurship:
“FACE Munich: Because I’m worth it… or not?”

The FACE Entrepreneurship project celebrated its fifth offline event under the title ‘FACE Munich: Because I’m worth it… or not’ in its European tour which aims to promote ICT entrepreneurship by tackling the emotional side of it, Thursday, April 14th.
One of the most common fears entrepreneurs have to face when starting up is the self-perception fear, according to a research part of FACE Entrepreneurship. Founders are often afraid of not having the necessary knowledge, skills and experience to manage a startup and turn it into a reality. These doubts can lead to a decrease of the self-esteem, to a feeling of loneliness and sometimes even to consider one-self a failure, having a long-lasting psychological impact.
To help young entrepreneurs deal and overcome this fear, FACE Entrepreneurship held its fifth offline event under the title “FACE Munich: Because I’m worth it… or not? April 14th at Wayra Deutschland, Munich, in its European tour to promote ICT entrepreneurship by tackling the emotional side of it. The event consisted in an all-female panel, a workshop and a networking session with four entrepreneurship experts: Elizabete Dikmane, Freya Oehle, Natalia Anna Irene Rizzi and Jose Antonio Morales.
Being a young woman in ICT entrepreneurship: advantage or challenge?
During the panel, a part of the discussion revolved around gender. It was made clear that a team with both male and female presence is stronger, although it doesn’t happen as often as it should. “From the 30 startups I work with, only 2 have been founded by women,” pointed out Natalia Anna Irene Rizzi, co-organizer of Startup Europe Week Florence.
Whether being a young woman is an advantage or a disadvantage to start up your own company was also discussed, getting to the conclusion that it can be more difficult on the one hand, but an asset on the other. Freya Oehle, founder of Spottster highlighted that there are still differences on the way than men and women do businesses and negotiate deals. “Men have a huge advantage: they can talk with investors while sitting in a bar drinking a lot of beer, and that is a plus. They can have a party with investors, they can have private time with them, and that’s usually when deals get really interesting. However, as a girl, sitting there with two or three elderly investors drinking a lot or dancing around may not be the best to be taken serious. So you have to do all that in the office and conference rooms, which are really stiffly and way more complex than at the bar,” she said. On the other hand, this German entrepreneur remarked that there are advantages of being a women in entrepreneurship too, “Women are a rare species so, if you are very self-confident and you know what you are talking about, it can be a lot easier at the moment as a female entrepreneur because everyone pays more attention to you. Media, investors, public foundations would love you if you are woman.”
Elizabete Dikmane, co-founder of KikLearn, had a similar opinion. “When I went to the Tech Crunch Hackathon, there were 75 teams presenting, and we were only 3 girls, so this was an advantage because people notice you more”, she explained.
Age was another topic lengthily discussed. Elizabete confessed that, given her young age, she sometimes tried to avoid mentioning it, but she also argues that “it is not about the age, it is about the energy and the will you have to do something. You can learn different things, but you can’t change your passion for things.” For Freya, age doesn’t matter “as soon as you are competent, straight forward and self-confident.” One of the attendees asked when is the best time to startup and all the speakers agreed that the best one is right now. “You don’t have to wait to be older or better educated. People are surprisingly open and supportive,” argued Elizabete. Freya explained that also from a financial perspective, now it’s a very good moment to start up. “Interest rates are negative, so you can get credit easily and, in terms of raising money, this will be one of the best years ahead for inversions.”
“Have a Compass and Set for a Discovery Journey at Sea”

Mrs. Angela Mazza, Regional Chief Operating Officer SAP, MEE
Having the opportunity to interview Mrs. Angela Mazza on the topics that have been both my expertise and passion seemed like a dream coming true. Despite the fact that the interview took place on the very day as the suicidal attacks in Brussels, the atmosphere in the room was full of optimism and mutual understanding. It was a unique experience as four women gathered in the room in a technology company to discuss the issues of leadership and technologies, but soon the scope of the conversation went much beyond, to the issues of corporations and their role in the society as well as the current issue of refugees.
The journey of Angela Mazza is a remarkable on both on a personal and a career level. Born in Naples, Italy, at the age of eight she moved to Switzerland with her parents and she studied tourism. At the age of 25, she switched to technology and IT. She has been working for SAP for 13 years; prior to joining SAP she held senior positions in Oracle and Deloitte. Her corporate career took her all the way from Switzerland to Italy, to the Middle East to Doha, Qatar, but two years ago she moved to Heidelberg, Germany to become responsible for Operations in the Middle & Eastern European region. The fact that SAP walks the talk and chooses well the people who live and breathe diversity is reflected in the quote of Bill McDermott, CEO of SAP. “I’ve always believed that none of us is as smart as all of us. For SAP to help the world run better and improve people’s lives, we need to be the most diverse company in the world. We need strong leaders who role model this – from gender diversity to cultural diversity and differing points of view.”
Mrs. Mazza, how would you describe your fascinating career and life journey?
I would compare it to a discovery journey at sea. There are times when the sea is calm, as well as times when it gets rough. I have always had a map and a compass, knowing where I wanted to go. I am ambitious, dreaming big and I always follow a direction. I still feel like being at sea, with the ultimate goal ahead of me. At this particular moment, it is not expressed as a particular position I want to reach but rather the sense of meaningful work, contribution and impact that I want to make and create within the corporate world. As long as I love what I am doing, every day will be different and everybody be motivated. And it is my responsibility as a leader to make sure that other people stay motivated as on the first day when they started the job with the aspiration of living their dream.
I have just returned from Women of the World festival in London and according to the latest Gender Equality Forum research, given the current rate of progress on gender equality, it will be only in 2133 when the gender parity is reached. How do you see the trend of advancing women to top positions – is it a glass half full or half empty?
It varies country by country but I tend to be very optimistic in general. Looking at the Gender Report by the World Economic Forum, the Czech Republic currently ranks 81 out of 145 countries, Slovakia 97. I do not see this standing that bad as of now. And looking at us, there are four women in this room right now. That, combined with the fact that I just have come out of the meeting with a 50:50 diverse management team in the CEE countries, gives me a lot of optimism. There is still a long way to go but I believe that the answer needs to be tailored to each country and its situation. We all should take steps forward to see that more women advance in their careers so ultimately the glass fills up with more water.
Many companies have recently introduced mentoring schemes to help women to advance in their careers. What is your experience and suggestion for a successful development of talents?
I have already mentioned the importance of having your own goals and an inner compass, but it is true that I have always worked with a male mentor. It enabled me to understand how men think, what matters to them and how to approach them. I believe in the saying that “opposites attract”. My first mentor was my father and he has always supported me throughout my career. Another time it is the person you spend your life with, it can be a husband, a partner, a spouse. My father and my husband have always inspired me and I have always looked up to them and at the same time they have provided stability and support. If a woman is reluctant to ask for a mentor, she is missing the big picture, which means defining ‘what I am missing for the position and who the right person who can help me with the next steps is’. Do not be afraid to share your dreams and then be ready to go the extra mile to reach it. We, as women, should not think in terms of gender. We should make sure we have the right talents and thus are the best person for every position. From my own experience, the more women focus on presenting themselves as women, the less successful they might be because they will always be perceived exactly the way they framed themselves: “as women”, not as the best person capable to do the task needed. Of course, we as women are different and our approach is different, but is there a need to point out the obvious?
We both support the broader notion of diversity, not only in terms of gender, but also age, nationalities, physical abilities etc.
What a notion of soul sisters! When I received a diversity award for the region two months ago, I said that diversity is all about respect. If we really respect different people, cultures, religion, and sexual orientation, we maintain our open attitude, accept them as they are and listen to them. There is a huge difference between respect and a mere tolerance.
That brings me to my next question related to the refugee crisis in Europe and the condescending tone of discussion. You have been a migrant yourself, so how do you feel about this discussion?
Being a migrant myself, I have experienced the tendency of doing more than others. I came from Italy to Switzerland at the age of eight. Just imagine the cultural difference besides the fact that I did not speak the language. But this life lesson was very valuable and forming for me. That is why I am so open to different cultures, interested in world issues. As a migrant or a refugee, you know where you have come from and you have opted for a better life. You do not worry about an extra hour of work and you have no problem going the extra mile. I am therefore very passionate about the topic. In April, a refugee joined our team to help integrate him into the German working culture. I appreciate the different mind-set and the desire for success shown.
With regards to the current discussion about women and quotas being introduced in the largest enterprises, are you a supporter of direct quotas or rather voluntary measures of enterprises?
My position is always to support always the right person for a job, if it is a woman, it is even better. As I have already mentioned, we as women do not do ourselves a favour by getting a job for being a woman. At SAP we have a couple of programmes that might be also inspiring for other companies. And I, during my last 13 years of career at SAP, have never ever had a feeling that I am not getting something because I am a woman. Diversity really starts at the top, with our CEO, Bill McDermott. He truly lives and breathes diversity and then his approach is reflected throughout the company. He has been a great source of inspiration due to his passion for diversity and encouragement to dream big.
Currently, there is a lack of women in IT sector in Europe, even though IT sector might be a good career choice for them, allowing flexible working hours and the trend of work-life integration. European girls simply do not prefer to study science or technology. How do you challenge the trend and how do you encourage young people to explore this industry?
I find the world of IT and technology fascinating but personally speaking, my journey confirms the trend mentioned since I studied tourism. That is why I feel the need about sharing my journey with others, explaining what perspectives the IT world offers and even if you have studied something different, you can join the industry later and still build a successful career. Naturally, attracting people to come and join outside of businesses has become another passion of mine. Two years ago, we launched our Sales Academy programme and in my region of Middle and Eastern and Europe we have around 100 graduates, some of them also from the Czech Republic and Slovakia. Young graduates from various countries have the opportunity to see the headquarters and gain experience in Silicon Valley, to mix and interact with each other, to go back and work on their project. It is fascinating to see their vigor, energy, enthusiasm and the ideas they bring alongside with their personal growth. This academy also focuses 44 on pre-sales positions. I believe there is no need to stress that the mix of graduates is gender balanced. I enjoy having some graduates on my team, I like being challenged, and I enjoy the different way of thinking and acting. I am certainly not one of those who are constantly criticising the new millennial generation. I see them as the true future of SAP.
Despite the positive atmosphere in the room, women who reach the top positions have the reputation of not helping other women. Do you believe that women’s solidarity is still less applied when compared to men’s solidarity?
I cannot say from my own experience that women do not support each other and I always stick to my rule of supporting the right talent – I have seen that once truly diverse teams are formed, these are the best ones functioning. One interesting aspect that I would like to mention based on my observation is the notion that we as women tend to be much more critical about our behaviour towards each other and not supportive enough.
How do you personally cope with the stress and what are your tips for work-life balance?
I am passionate about what I do and therefore I do not perceive my job as being stressful. However, everyone needs to address the issue of work-life balance to make it fit his or her needs. I have learned to adjust my free time so I can really recharge my energy. My free time is limited so I consciously make choices. I love playing golf or flying with my husband, or simply being with my five year old goddaughter, during all these activities I get my energy back. I stopped being around people who were draining me. As a boss, I am conscious about the time off needed for my staff. If I happen to write an email during the weekend as this is the time that suits me, it usually starts with the line “do not read until Monday” and I do not call my people in the evenings. However, I often mention both men and women should be clearer both about tasks and roles that they are performing. It is sad when women give up their career because they do not have a supportive husband but also sometimes men are very stressed about not having supportive wives. I regard the supportive environment and the agreement in a couple very essential for not only a successful career but also for a fulfilled life in general. A few years ago, the issue of a burnout has been discussed. I believe that most of the time the job is not the one thing to blame but rather the ultimate thing, it is only an interface that is mirroring an existence of a problem.
What are your personal top three career tips? And after the long debate we have had, I guess they will be same for both women and men.
- Take action. We define ourselves through actions. Knowledge is not valuable, unless we act.
- Act with passion. Such an approach will inspire and connect with other people.
- Never act without a goal, always know what you aim for.
For Inspiration – Some specific measures from SAP that address the issue of gender equality and leadership How does SAP encourage men in the workplace to engage with gender equality programmes?
SAP is implementing several programmes focused on getting men more involved in gender equality efforts. Men sometimes feel left out of conversation, but play a critical role in helping to create a more inclusive culture. The Men Advocating Real Change (MARC) program from Catalyst, the leading non-profit organisation expanding opportunities for women and business.
SAP’s “Women’s Professional Growth Series”
SAP has had an extremely successful Women’s Professional Growth Webcast Series, which reached over 6,300 employees in 43 countries in 2015.
EDGE certification and its use at SAP
EDGE is the leading global assessment methodology and business certification standard for gender equality. The EDGE assessment methodology was developed by the EDGE Certified Foundation and launched at the World Economic Forum in Davos in 2011. EDGE Certification has been designed to help companies not only create an optimal workplace for women and men, but also benefit from it. Pursuit of the certification highlights the priority SAP has placed on creating a more gender-balanced workplace, an especially difficult challenge in the notoriously gender-imbalanced tech industry. SAP has achieved certification in the US.
Business Women’s Network (BWN) community
The Business Women’s Network is SAP’s largest Employee Network Groups – with more than 8,000 members and 30+ chapters around the world. The BWN is a community of mentors and supporters for the women of SAP that provide valuable insights and input to the Global Diversity & Inclusion Office. They organise/implement in-person and virtual knowledge-sharing events both for employees around the world as well as with marquee partners and their local communities and offer numerous opportunities for women to meet new colleagues, engage with leaders, and connect on key topics of interest.
By Linda Štucbartová
The Best-Run Businesses Run SAP
SAP is the world leader in enterprise applications in terms of software and software-related service revenue. Based on market capitalisation, SAP ranks as the world’s third largest independent software manufacturer.
SAP in figures
300,000
Customers in 190 countries
43 yrs.
Of history and innovation
77,000
Employees in 130+ countries
100+
Innovation and development centers
€20.8b
Annual revenue (IFRS) in FY2015
13,300
SAP partner companies globally
87%
Of Forbes Global 2000 are SAP customers
For Inspiration – Some specific measures from SAP that address the issue of gender equality and leadership
Increasingly the resignation period, represented by the two months that begin to countdown the first day of the month following resignation of an employee you’ve just committed to hiring, is a time for mischief that you are possibly not paying enough attention to. As a result, that neglect could nullify all of your efforts spent selecting and hiring a new employee, thus squandering the time it took and the money lost each day a key position remains vacant – especially if you have to go back and start all over again.
More than ever companies are striving to keep and retain good employees, rather than to simply roll over and witness them being stripped away. Perhaps your senior management feels the same and why not, good people might be difficult to retain, but they are even harder and more costly to replace. My points is, that some manner of the onboarding ritual of newly hired people should begin as soon as they accept your job and resign from their current company, rather than doing nothing and waiting until their first day at their new job. Otherwise, you might not be onboarding anyone and the fault will be more your own staff’s negligence than a company able to convinced their employee not to leave them and to stay.
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The moment a job offer is accepted and signed, I coordinate with my clients, enlisting the help of both HR and management to remain engaged and proactive, maintaining coordinated and alternating contact with the new employee so that each week one of them, and I, communicate with the new hire being available if they encounter such overtures. I suggest the gaining company use the next two month period to meet the new team members, take them to lunch and or meet them for coffee, get to know them because you’re going to anyway, when they arrive on their first day. Bring them into the fold and make them welcome as a member of the organization instead of leaving them essentially ignored, exposed to the forces of their current employer, who could be doing everything in their power to destroy what you were able to accomplish and prevent their departure.
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The 7th season of the Czech-German Young Professionals Program has been officially launched. During the first workshop which was held in Berlin, the participants had the opportunity to get acquainted with many distinguished personalities, among others with the Czech Ambassador to Germany H. E. Tomáš Jan Podivínský, or visit emergency accommodation for refugees. The photos from the meeting are available here. The project is organized in cooperation with the European Academy Berlin and kindly supported by the Czech German Future Fund.
You and I claim that we are fair, impartial, and free from stereotypes and biases. Science and research shows it is impossible to be free from natural propensities that make all of us fall into what is called default thinking. A place we go as a consequence of our upbringing, cultures, and yes the way our brain works.
So the first thing about getting real is to understand that it is of human condition to be biased! There you have it! In order for us to function in a world that subjects us to a 11 million pieces of information at any time, we need to use filters such as: perceptions, interpretations, preference, and selective attention. These are called mental heuristics. The tricky part of this is that many times this process yields wrong or less than desirable outcomes. In my work of gender integration, this issue is pivotal. Unless we get to talk about the elephant in the room and develop some type of oversight to keep an attentive eye
where “the elephant” wants to go, we will lose this battle. There are great tools now you can use to “manage” this situation and help you and your team achieve optimal decisions. Take a look at Daniel Kahneman work, it’s fantastic. The most important step is for you to seek these tools!
My work helps both men and women understand, become aware, and develop an inner voice – dialogue that helps temper and “calm” the natural propensity to jump into generalities and perceptions that keep everyone stuck! This is the reason I wrote my book.
The second thing we want to do is for men and women, to reframe the way female attributes are described and many times devalued, as desirable, yet not a par with what the business world “needs”. Funny since collaboration, empathy, good listening skills, are attributes that come at the top of the list of what is described as core competencies
needed to navigate and succeed in the new global economy. So let’s start to praise these characteristics and talk about them without hesitation. Let’s remember we are all in this together!
The third thing we need to do to get real is to understand that professional development programs need to be adapted to the gender nuances that help everyone debunk gender biases and stereotypes. This is what yields gender integration. The so called “universal” principles of leadership have to be experienced and articulated with a voice of authenticity and credibility. I get to witness those transformative moments, when people get real, when they become aware and experience their own
AH-HA moment! Priceless!
By C.Dennehy
Tennis and life are alike, both must be played to the last ball. In order to go all the way, though, we must learn to manage our physical, emotional, mental and spiritual energy.
Technological development and changes are gathering speed and experiencing an exponential growth all over the world. At the same time, our lives are being changed at an equal speed – everything around us in a constant state of flux and the sheer volume of information that surrounds us keeps multiplying all the time. The world is now digitally interconnected and has brought about the phenomenon of global competition. Everybody now competes with everybody else because nearly 99% of all information is widely available to all Internet users on the planet. What makes the difference between a winner and a loser in this new reality is the speed of reaction.
But this pressure to make fast decisions comes hand in hand with two potentially negative consequences: stress and compression of time. In my opinion, we are all suffering exponentially growing levels of stress and the pressure put on managers also keeps increasing. Time compression was defined in 1995 by my strategy teacher and one of the best strategists in the world Mike Kami. Echoing Moore’s law of technological progress, time compression basically means that the time available for decision-making is cut by 50% every two years. In other words, decision that we had ten minutes to think about two years ago must be solved in half the time today. This pushes business to make their decisions really fast.
Let me give you just one example. Thanks to technologies, analytical tools and a relatively small staff, Ryanair has been able to make crucial decisions very fast. Traditional airlines, on the other hand, remain under the influence of their labour unions and their capacity to make quick decisions is radically impaired, consequently damaging their success in the market as well as their bottom line.
In other words: Moore’s law and time compression offer an advantage to smaller and more flexible organisations. Larger entities cannot make decisions at the same speed even if they take on board the principles of lean and agile management. My experience in Microsoft confirms this observation. When I joined the company, it had a total of 6,000 employees around the world. When I left, there were 125,000 of us. Surely, the decision-making process must be affected.
In addition to stress and time compression, we also suffer from an ever decreasing capacity to concentrate. Mobile devices, social networks, emails and phone calls constantly bombard us with new information. Studies show that people are now able to concentrate for just 12 minutes at a time. Furthermore, there is research indicating that is you are thinking about a topic while answering emails, for example, your IQ drops by 10 points. Such a dip in IQ is equivalent to going without sleep for 36 hours. By the way, smoking a joint takes away just four IQ points. The information overload phenomenon is not unknown in the Czech Republic either. According to a study commissioned by the MF Dnes newspaper as many as 34% of Czechs felt threatened by the burnout syndrome in June 2015. In August, Intel published the results of a research that shows that two thirds of Czechs take their computers and mobile devices on vacation and actually use them to work.
As the pressures of stress, time compression and falling attention spans increases, the importance of resilience increases. Resilience is the ability to keep one’s thoughts and emotions under control in order to deliver the best possible performance in a highly demanding environment. I believe that no matter what one does, the result is 90% the product of the mind and 10% the product of the actual activity one is engaged in. The only thing that we can claim to have totally in our power is our thoughts – the processes running in our brain. I like to remind people that each of us is a Chief Mind Officer in his own right.
Our mental activity is 10% conscious and 90% subconscious. Everything that we are aware of falls in the conscious category – including our results and behaviour. The subconscious encompasses our past thoughts, emotions, mental images – our personal identity. The good news is, we can tap into our subconscious, too. For example, all visualisation techniques are based on the idea that a vision is the image of a world that does not exist but in which we believe.
How do these social changes affect athletes and top managers? Do they affect them in different ways?
The first difference is training. A top athlete spends 90% of her active time training. As for top managers, the question is whether they get any training at all. At best, his company may send them to a course once a year but they will still be expected to deal with work-related tasks, emails and calls.
The second difference lies in performance. An athlete’s top performance occupies 10% of her active time while a top manager easily devotes 12-15 hours a day to performance and often works on weekends, too.
The third difference comes in the form of recovery. Athletes dedicate relatively lot of time to it. They train 3-4 hours a day and then focus on recovery and mental preparation, including a healthy diet, ion drinks and massages. A manager, on the other hand, has little or no time for recovery. Although they often get 4-5 weeks of paid leave each year, they tend to spend most of their vacation sitting in front of a computer screen with a mobile phone glued to their ears.
For an athlete to deliver a world-class performance, he needs high-quality nutrition, a balanced diet, adequate sleep and the ability to concentrate his energy and strength at the time of the actual performance. In the case of pole jumping, for example, it takes only a few seconds to decide who will get the Olympic gold. In order to prepare for this fleeting moment, athletes surround themselves with entire teams that provide the necessary support.
When it comes to managers, sadly, once again, things are much different. Due to time compression, managers often do not eat at all, drink only coffee and if they do eat it is fast food brought in by their secretaries.
And what about career spans? Things differ sport to sport, of course, but the career of a top athlete lasts between 5 and 15 years. It is between 30 and 40 for managers, though. Many people were astonished when I left Microsoft after 22 years in its top management. However, nobody would be surprised at an NHL player leaving after 22 years.
I doubt that top managers will ever work until the age 65. I believe that more and more people will decide to do exactly what I did. They will leave around the age of 50 because they will feel the urge to become mentors and coaches and help others get to the top. When outstanding athletes get to the end of their active careers they transition into training others but unfortunately managers work until they are really forced to leave. What they fail to realise is that when they finally take the leap they might not have any energy left to step into the next phase of their lives.
What happens during the off season? Again, it depends on the sport but most athletes have a period of relative rest lasting between two and four months. They spend this time doing fairly light physical training in order to stay in shape. For a manager, however, taking more than a few days of vacation at a time is unthinkable.
We are not talking only about time compression in general but also about the growing pressure from investors who want to see growing financial results on a quarterly basis. Top managers’ season and performance expectations remain at a constant level throughout the year.
Psychology also offers an interesting insight into the differences between sports and business. I think sports psychology is much more advanced than business psychology. Sports experts and coaches have long known that sport is not only about what athletes do and how they play, but also about how they think about themselves and how mentally strong they are.
In his book The Inner Game of Tennis, American coach W. Timothy Gallwey says that every tennis player has two selves: the self that plays and the self that thinks. To win, the tennis player must be able to connect the two. A former Slovak sledger once told me something similar: “A better sledge might give you a 0.2 second advantage. A stronger mind and better concentration can give you three seconds, though.”
The goal of sport psychology is to find out how to get the best out of an individual. Business psychology, on the contrary, takes an entirely wrong path and focuses almost exclusively on time management – helping people to save time and prioritise their tasks. It fails to take into account the management of human energy. The ice-hockey coach and my friend Marián Jelínek says: “We now have excellent athletes who themselves think they are rather dumb and excellent managers who completely disregard their physical condition.”
The Ancient Greeks were able to bring together all four main types of energy: physical, emotional, mental and spiritual. They added beauty and the good to the pile and came up with the concept of kalokagathia, an ideal of a complete, flourishing human being, which we have, sadly lost today. In order to achieve a long-time balance, a manager must take good care of her physical fitness and an athlete must strive to develop his intellect.
The resilience that we need to build up today is precisely about our ability to control and correctly channel energy while maintaining positive thinking. Sport teaches people not to give up. I myself have learnt that tennis and life have something in common: “On the tennis court and in life, we are ultimately left alone to make all the important decision. People may give you advice but it is up to you to decide. Furthermore, both tennis and life must be played until the last ball.”
I have recently talked to several athletes who ended their active careers. These people often think that they have little chance of finding success in “civilian” life but I could not disagree with them more. Sport has equipped them with resilience and these people know how to use their energy and keep their emotions in check. I think former athletes are in a great position to succeed in other walks of life. As I already said: “Everything you do is 10% about the activity itself and 90% about your thinking.”
Is there anything that could help us – whether we are top managers or regular employees?
Studies show that people tend to sleep less than six hours a day in the modern world. I think this is too little. Everybody should take at least seven hours sleeping each night and they should go to bed and wake up more or less at the same time each day. Having a proper breakfast and then five to six smaller meals a day also helps improve performance. However, we should pay equal attention to the quality and composition of our meals. Fruit, vegetables, fish, avocado, blueberries, green tea, salmon, tuna, spinach and fish oils should dominate our diet because all these foods are good for the brain and improve its function.
People also all too often underestimate liquid intake. This is especially true for people two spend a lot of their time speaking, including most managers who should drink at least two litres a day. The best beverage is, of course, good old water, with no sugar added. We must be very careful about sugar because of its glucose response curve with its fast onset and high peek, which very quickly falls deep under the average, making you feel very tired.
Taking regular breaks is also important. Our forefathers knew the drill: they worked for a while, took a rest and started working again. Today, however, we keep busy all the time, then go to bed, wake up and the rat race starts again. It is wise to develop a regular rhythm of work and breaks. The best strategy seems to be to work for 90 minutes and have a 15 minute break afterwards. It keeps people more productive and alert. You should also add regular physical activity to your routine. Try, for example, going to the gym or for a run in the park two or three times a week.
Managers should also take up meditation. Meditation improves concentration and mindfulness, our ability to be present in the moment. It has a positive effect on our brains and makes us feel more emotionally stable. There have been famous experiments with monks who devote ten thousand hours or more to meditation and although they experienced pretty difficult things in their lives, they remained emotionally strong and maintained an inner peace.
Let’s talk a little about mindset, too. In order to face up to all the challenges and live our lives to the fullest, we need to constantly develop our mind without fixating on a single thing or goal. Our thinking must evolve as we try to improve ourselves.
We should concentrate on the journey rather than on the destination. If we take the right steps and live according to the principles I just described there is nothing that could stop us from achieving our goals. Furthermore, as we make progress on our journey, we must not ignore our inner voice our intuition. Many people are reluctant to trust their intuition because it seems to have no rational basis and cannot be explained by figures and analyses. On the other hand, let’s remember that intuition is the result of more than 10,000 years of evolution and there is simply no reason for us to disregard its messages.
90% of things that we people do are repetitive. We are the embodiment of our habits and behaviour patterns acquired throughout our lives. We do not like changing ourselves and we are quite happy with the novelty brought by the 10% of new things that we allow into our lives. This is precisely why it is so important to develop positive habits and rituals such as morning meditation, jogging and a healthy breakfast. It often takes these three simple rituals to set us on a positive path each day.
I think that positive habits are one of the key factors that can help us build resilience and success in the highly demanding business world of our times. Each and every one of us should learn to use our physical, emotional, mental and spiritual energy wisely in order to reach a better understanding of our life mission and devote our efforts to those activities that can actually take us to the ultimate goal of our life’s journey.
By Jan Mühlfeit, Global Strategist, Coach and Mentor, former Microsoft Chairman for Europe
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The overall presentation of Vienna House at the ITB Berlin 2016 was honoured with the third place at the ceremony of the Best Exhibitor Awards in the category “Hotel Business”.
During the trade fair all individual and communal stands were rated according to a set of criteria. In addition to originality, particular consideration was placed on friendliness, level of content and sustainability. Ralph Alsdorf, General Manager at andel’s by Vienna House Berlin, participated in the ceremony and accepted the award on behalf of Vienna House. This award is a great acknowledgement of the success achieved as part of the Vienna House rebranding journey over the last months.

From left: Martin Ykema, COO Vienna House, and Rupert Simoner, CEO, Vienna House
Furthermore, during the fair, Vienna House received many compliments and visits from colleagues from the hotel and hospitality industry. Additionally, countless photographs were taken by fair visitors passing by.

Eva Ferenčíková, Senior Sales Manager Leisure, Vienna House Czech Republic and her colleagues
You can download the Minutes here.
It is our pleasure to introduce to you new Board of Directors elected for one year (until March 2017). Also we would like to thank to all members for their votes.
Nordic Chamber’s Board of Directors:
- H. E. Annika Jagander (Ambassador of Sweden to the Czech Republic), Honorary Chairwoman
- Zuzana Chudoba, (FIN), YIT s.r.o.
- Andrea Colantoni, (SWE), HUDSON Recruitment
- Tomáš Duba, (DEN), VACON , DANFOSS s.r.o.
- Nils Jebens, (NOR), Kampa Group s.r.o.
- Stefan Lager, (SWE) Zenterio s.r.o.
- Petr Lukasík, (FIN), TIETO CZECH s.r.o.
- Zdeněk Majer, (CZE), ŠKODA Transportation s.r.o.
- Marie Passburg, (SWE), Skanska Property s.r.o.
- Marika Přinosilová, (SWE), SAAB Group s.r.o.
- Radek Socha, (SWE), SKF Czech s.r.o.
- Renáta Váchová, (SWE), Alfa Laval s.r.o.
“In your own bosom you bear your heaven and earth,
And all you behold, though it appears without,
It is within, in your imagination,
Of which this world of mortality is but a shadow.”
– William Blake
As we enter 2016, there are two critical movements in our world. The first is a disquieting transition towards greater unrest, insecurity and uncertainty. The second is less obvious but profound, and it is occurring more rapidly than most of us realize. An enormous number of people around the world are earnestly moving to raise their level of consciousness. They recognize that this is not only the best means to long-term personal fulfillment, but also the only path to a sustainable peaceful future for humanity.
In this context, I would like to share some thoughts for your consideration and meditation. They are a few ideas I have absorbed over the years from my teachers, and they have made a positive difference in my life. I hope they touch you as they have me.
Abundance
We are born with everything we need for a life of fulfillment and success. But, all too often we measure our love, joy, health, wealth and other qualities by comparing ourselves to others. Perhaps thinking thoughts like, “I have a comfortable home, but not nearly as nice as my good friend John,” or “I have a loving husband, but not nearly as loving as Lucy’s relationship with her husband, or “I have a good job, but I don’t make as much money as my colleague,” or “I have a dependable Volkswagen, but my neighbor has a much nicer Mercedes.”
These comparisons are known as “object referral,” namely looking outside you for value and validation. “People will like me and respect me much more if I have a Mercedes instead of this Volkswagen.” The fundamental point that external comparisons miss is that a life of fulfillment always comes from within, knowing that you came into this world with everything you could possibly need to be happy and successful; and you can access these seeds of abundance whenever you so choose.
Even when things seem to be going wrong, there can be comfort in learning from your situation and recognizing that you possess the power to focus your energies on new possibilities, and the possibilities for abundance are endless. There are no limits to what you can have. Take time to think deeply about each situation that challenges you and find those seeds of potential success that will attract greater abundance into your life.
You and you alone, create your personal abundance from an infinite eternal source—Cosmic Consciousness. The core of your being, your spirit, is the ultimate reality, not what you perceive with your five senses. It is the root and ground of the universe, the source of all that exists. So why not internalize the following affirmation, “From this moment on, I invite unlimited abundance into my life.”
Much of your belief system has been shaped throughout your life by the thoughts and preferences of others. It is locked in your subconscious, connected to your ego, and it often runs your life. Is your belief system providing what you really want in life? If not, why not decide what you truly believe. To do this you must dig down deep into your core, your spirit, your soul. Everything you desire is within you.
It easiest to find your core when you are living your Life Purpose, which is based on your strengths, something you do well and love to do, something that makes this world a little bit better place. In doing so, financial abundance will likley follow; but, more important, you will find satisfaction, confidence, optimism and joy; you will experience abundance in all its forms. You will have manifested your dreams to live a great life. If you are not in alignment with your Life Purpose, ask yourself, “What do I love to do and do so well?” “How can I use this to serve the world?”
The Universe—Mine, Matter and Spirit
Your Mind is divided into three parts, your Subconscious, your Ego and your Conscious Mind. The latter is the reasoning force that tells you what you can or cannot be, do, or have. Matter is the five-sense experienced physical world around you that shows you the results of what you hold in your mind. Everything that happens to you, whether you label it “good” or “bad,” is brought to you by your mind. Spirit is your deepest domain, the place of your interconnectedness with the infinite mind of the universe—Cosmic Consciousness. It is your absolute entrée into the field of pure potentiality.
Accessing the spiritual realm through the daily practice of meditation opens the way to manifesting your deepest desires. By changing your thoughts, beliefs, expectations, and intentions and connecting with stillness, you allow the unbounded, unlimited abundance of the universe to flow easily and effortlessly into your life. Why not focus on what you want to attract into your life? It is not difficult to do, unless you think it is so.
Consciousness
The nonphysical part of your being, your spirit, is buried deep within your core. You are like an onion with many layers that must be peeled back to reach your inner light, which is Personal Consciousness. And once you do, nothing is impossible as your Personal Consciousness is connected to all others through Collective Consciousness and to Cosmic Consciousness, as well. To access your inner light you must release your world of thoughts, feelings, perceptions and beliefs. The best way to do this is through daily meditation. It is a power beyond powers.
As you quiet your mind in meditation you will eventually squeeze out all interfering thoughts, even if it is for just moments at a time. In these “gaps” of nothingness you will begin to glimpse the deepest level of your spirit or soul. Your consciousness will expand and transcend the three-dimensional world, at first perhaps just for a few moments. And in this brief state, you will be amazed at the creative sparks that emanate from the universe into your mind. You will find ideas and solutions to challenges you never thought possible in your normal waking state. That is the power of the gap.
Meditation
You can obtain the details for a simple procedure for meditation elsewhere. However, allow me to share with you an exercise you can practice immediately for a taste of the power of meditation.
Sit quietly alone in a room with reduced lighting and filled with a modest volume of your favorite non-lyrical inspirational music. Assuming you are not a frequent yoga practitioner, sit with your back erect on a straight-back chair, feet flat on the floor, arms comfortably on your lap with your palms facing upward.
Close your eyes and breathe normally for a couple of minutes and listen to the beauty of the music. Then, slowly begin to take in deep breaths, sequentially extending first your upper chest, working your way down to your diaphragm and stomach. Hold your breath for five seconds and then slowly exhale. Do this five to ten times and then return to normal breathing. You will experience a quieter mind.
Now think to yourself, “Who is really listening to this music?” You will likely feel a still presence and several moments of the absence of thought. You are in the gap and that still presence that you feel is your spirit, your soul, or whatever you wish to call it. Deepak Chopra calls this a state of Choiceless Awareness. Should you remain in this state through the power of meditation, you can manifest essentially anything you desire into your life. The only constraint is that it not bring any physical, emotional or spiritual harm to others. The possibilities to fulfill your dreams are endless.
Field of Possibilities
The unlimited power of Cosmic Consciousness is always available to you. Making choices through the power of this unified field can bring a more fulfilled life for you and for those around you, and also help create a better world. Besides being intimately in touch with this force and the practice of meditation, it is also helpful to cultivate waking stillness by spending some quiet time in nature to notice and absorb the beauty that surrounds you. Listen to inspirational music and uplifting stories and cultivate relationships with optimistic people. In doing so, embrace your potential to be, do and have whatever you can dream.
It’s All About Love
Nearly all of the greatest thinkers throughout history eventually came to the same fundamental conclusion in one form or another—Love is the most powerful force in the universe. In its deepest state it can literally move mountains. And love is your absolute birthright. It is the essential, in fact, the necessary and sufficient condition for a fulfilled life. In the words of the metaphysicist, Neville Goddard, “Don’t go seeking that for which you are. Those who go seeking for love, only manifest their own lovelessness and the loveless never finds love. Only the loving find love and they never have to seek for it.” So, as suggested by folk rocker Stephen Stills, “Love The One You’re With!” It’s the means to all your dreams.
I wish you a happy, healthy and wonder-filled 2016!
Sat, Chit, Ananda!
Enjoy your journey, make a difference!
With all the press about diversity, inclusion (do you remember, publicity about lack of diversity at the Oscars not so long ago?), women in leadership, and the need to be open minded about religious and cultural differences, one might ask “is diversity and inclusion becoming one of the hottest topics of today”?
I’d say possibly yes. Why? Because diversity breeds innovation, and innovation breeds business success. In addition, research supports it. For example, the McKinsey’s study (2015) shows that gender-diverse companies are 15% more likely to outperform their peers and ethnically-diverse companies are 35% more likely to do the same. And the Deloitte Australia research (2013) highlights the fact that inclusive teams outperform their peers by 80% in team-based assessments.
Bearing that in mind, let me explain what diversity and inclusion looks like in practice and how it can be beneficial to a business.
Diversity and inclusion – what’s in the name?
If you Google the phrase ‘diversity and inclusion’, quite a few of the most prominent results are links to the distinction between the two terms, an indication that organisations might still be struggling with how to define this term, what it means and how to achieve it in a workplace.
I like to think about diversity as diversity of thought which is much more than the traditional approach taking into consideration ethnical background, gender, etc… Diversity of thought actually represents diversity of opinions, thought processes, style at work, and relationships, to name but a few; basically, it is a result of everything that has had an impact on us individually to date. These differences in the workplace can stimulate innovation, spur insight and increase efficiency, which also contributes to creating a culture open to new ideas and business that prospers.
Inclusiveness is closely linked to diversity and in fact supports it. It needs to be felt within the organisation – everyone must feel they are being heard. Embedding inclusiveness requires a culture change and that can take time, from months to years, depending what ‘baggage’ a particular company carries – it can be its origins, who runs it, and even what type of people work for it. As you can see, there can be quite a few obstacles to overcome before companies achieve inclusiveness should they wish to do so.
How do we build diverse teams?
How do we ensure diversity and inclusion is fully embedded within the organisation? It is not easy – it starts with thorough long-term planning and developing diverse teams. If we hire people who are like ourselves, we are creating very comparable teams where nobody is challenging the status quo and no one is coming up with big ideas. In the current business environment, this is unviable. In addition, for this concept to be truly successful, I believe diversity and inclusion must be strongly supported from the top.
Companies naturally want high-performing teams and people who inspire others, so therefore, they need to embrace diversity and inclusion in full, create a company where people’s different views and opinions matter, are listened to, considered – not simply dismissed. Diversity without inclusion cannot bring full benefits in the area of employee loyalty and engagement.
Some companies have begun taking advantage of diversity and inclusion in a workplace and have been doing a great job. Tim Cook, CEO of Apple who is believed to be most powerful gay CEO, wrote: “Long before I started work as the CEO of Apple I became aware of a fundamental truth: People are much more willing to give of themselves when they feel that their selves are being fully recognised and embraced. At Apple, we try to make sure people understand that they don’t have to check their identity at the door. We’re committed to creating a safe and welcoming workplace for all employees, regardless of race, gender, nationality or sexual orientation.”
And finally…
The demographic changes happening globally require leaders to be more open-minded and flexible in order to attract the next generation of prospective employees from a wider pool and from diverse backgrounds. Therefore, diversity and inclusion is becoming a necessity in a workplace – embracing it should be a way of life for a company and an ingrained part of its very DNA.
The workforce behind every business and organisation operating today continues to be the greatest asset to contribute to its competitive advantage. The potential to improve business performance is locked up in the individual and group potential of diverse employees, and can only be unleashed by creating an inclusive working environment. It’s a win-win situation.
Just as Stephen Covey, an American educator, author, businessman, and keynote speaker, once said: “Strength lies in differences, not in similarities”. So, how does your company stack up when it comes to diversity and inclusion?




















































































































































