EMEA's 10 Most Influential Sustainability Leaders Reshaping the Business.pdf

VOL 11 I ISSUE 11 I 2023
Ahead with Time
The Future of
Leadership Adap ng
to a Changing World
Know Your Leader
The Science of Eﬀec ve
Decision-Making
in Leadership

We Preserve Nature,
Nature Preserves
our Future.

Ed or's
Note
Ed or's
Note
Ed or's
Note

he world is confronted with an array of complex
Tchallenges, from climate change and resource
depletion to environmental degradation and
social inequities. In the face of these mounting issues, a
remarkable group of individuals stand at the forefront
of the sustainability movement, tirelessly working to
steer our planet towards a more environmentally
conscious and equitable future.
In the latest issue of CIOLook, we are delighted to
spotlight "EMEA's 10 Most Influential Sustainability
Leaders Reshaping the Business." We believe it is high
time to recognize and celebrate the exceptional
contributions made by these extraordinary leaders who
have been trailblazers, innovators, and relentless
advocates for a greener, more sustainable world.
Within the pages of this edition, you will find a diverse
group of leaders from various corners of the globe, each
with a unique story and vision for a sustainable future.
From prominent figures in the fields of environmental
policy and conservation to pioneers in sustainable
technology, energy, and agriculture, their achievements
are nothing short of inspiring.
The innovative solutions they've developed and the
policies they've championed have significantly
impacted global sustainability efforts. Their
achievements stand as a testament to the limitless
possibilities that can be achieved when passion,
knowledge, and determination come together.
This issue is more than just a celebration; it's a call to
action. The accomplishments of these remarkable
women serve as a source of inspiration for all of us,
regardless of gender, to take a more active role in
building a sustainable future for our planet. Their
stories demonstrate that change is possible and that we
all have a role to play in the preservation of our
environment.
As we embark on this journey to explore the lives and
achievements of "EMEA's 10 Most Influential
Sustainability Leaders Reshaping the Business," let us
remember that we are all part of the solution, and
together, we can make the world a better place for
generations to come.
Making the
Future Sustainable!
AnishMiller

C
o
n
t
e
n
t
s
Articles
Ahead with Time
The Future of Leadership Adapting
to a Changing World
34
Know Your Leader
The Science of Effective
Decision-Making in Leadership
22
Proﬁles
Lord Hans Emile (ing. J. J. E.) van Essen
Championing the UN's Sustainable
Development Goals
30
Mohamed Abdelwarith Said
A Procient Leader in Sustainable
Innovations
18
26
Every Role is a Carbon
Role, or they Soon Will Be
CXO

CONTENT
Deputy Editor Anish Miller
Managing Editor Katherine Debora
DESIGN
Visualizer Dave Bates
Art & Design Director Davis Martin
Associate Designer Jameson Carl
SALES
Senior Sales Manager Wilson T., Hunter D.
Customer Success Manager Tim Walsh
Sales Executives Simon, David B.
TECHNICAL
Technical Head Peter Hayden
Technical Consultant Victor Collins
November, 2023
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Brief
Company Name
Lee Stokes
Sustainability
Operations Director
Lee Stokes is a dedicated professional with a passion for
sustainability and a proven track record in driving
environmentally conscious operations.
Ihsan Baycoel
CEO
Known for his forward-thinking approach, Ihsan has
successfully navigated the complexities of the energy industry,
driving innovation and sustainability in Enerjisa Production's
operations.
Enerjisa Production
enerjisauretim.com.tr
Mace
macegroup.com
Dina is recognized for her strategic vision and innovative
approach to integrating sustainability into the core operations
of IFFCO Group.
IFFCO Group
iffco.com
Born with a passion for environmental stewardship, Emile has
devoted his career to fostering positive change on a global
scale.
World Sustainability Fund
worldsustainabilityfund
Maarten Pompen is a seasoned professional in the world of
electric vehicle (EV) experiences, currently serving as the
Chief Marketing Officer (CMO) at CM.com Circuit Zandvoort.
EV Experience - CM. com
Circuit Zandvoort
evexperience.nl
Featured Person
Dina Epifanova
Global Head of
Sustainability
Lord Hans Emile
(ing. J. J. E.) van Essen
Founder and Chair
Maarten Pompen
Founder and Owner
Mohamed
Abdelwarith Said
Technical Director
With a profound background in engineering and a passion for
sustainable solutions, Mohamed has played a pivotal role in
advancing Clenergy's mission to drive the adoption of clean
and efficient energy technologies across the MENA region.
Matt Sparkes
Sustainability Director
Matt Sparkes is a dedicated advocate for sustainability and
environmental responsibility, currently serving as the
Sustainability Director at Linklaters, a global law firm.
Linklaters
linklaters.com
Clenergy MENA
clenergy-mena.com
With a profound commitment to addressing the critical
intersection of finance and climate change, Mark has dedicated
his career to pioneering initiatives that drive sustainable and
responsible investment practices.
Carbon Tracker
carbontracker.org
Thomas has been at the forefront of sustainable business
practices, leveraging his expertise to integrate eco-friendly
initiatives into the core operations of Sulzer.
Sulzer
sulzer.com
With a background in environmental science and a
commitment to making a positive impact, Tobias brings a
unique blend of expertise to his role.
Mammut Sports Group AG
mammut.com
Mark Campanale
Founder & Executive
Director
Thomas Robisco
Global Head of
Sustainability
Tobias Steinegger
Sustainability Analyst

Thomas
Robisco
Global Head of
Sustainability
Sulzer

W
e are entering into a world where
businesses are not just profit engines but
forces of positive change. This vision finds
its embodiment in Thomas Robisco, the Global Head of
Sustainability at Sulzer. He is a transformative leader
who strives for sustainability in the intricate web of
global corporations.
Thomas is renowned for differentiating businesses
through elevated Social, Environmental and
Governance standards. His mode of operation involves
management by influence and integrity, guiding
corporations towards ethical paths and ensuring
sustainability is a guiding principle.
At the heart of Thomas’s approach lies his ability to
craft leading ESG frameworks that serve as blueprints
for enhancing a company’s attractiveness and practices.
His transformative programs incorporate purpose,
engagement and vision creating ripples in markets,
uplifting people and preserving nature. As a recipient of
an MSCI AA rating, Ecovadis Silver rating and UN Global
Compact Ambassadorship, Thomas exemplifies the
essence of sustainability leadership, ensuring Sulzer’s
journey is not just about statistics but impactful change.
Thomas is a partner bridging internal stakeholders from
C-level executives to functions such as finance, legal,
R&D, and procurement along with forging influential
alliances with external entities like UN Global Compact,
S&P, Shell, Axa, or WWF.
Let’s explore how Thomas is transforming Sulzer into a
sustainability powerhouse, driving positive change and
shaping a brighter future for all!
The Green Phoenix
Embarking on a professional journey, Thomas was
armed with a BSc in environmental sciences and he
initially delved into the intricate realm of nuclear
projects. However, a pivotal moment during an
assignment shed light on the constraints of his
education. “I realized the need for more knowledge,” he
recalls. Thus, academia beckoned once again, propelling
him into management roles within the chemical
industry.
During this exploration, his journey took flight in Asia
and soared across continents to Europe where he
helmed the Environmental, Health & Safety function of
a Seveso classified site owned by General Electric.
These early experiences marked his foray into
sustainability emphasizing product stewardship and
stakeholder management. “It was my initiation into CSR
projects, working alongside experts,” Thomas reminisces.
A significant turning point came when he transitioned
into a global role within a major oil and gas
company—Total Energies. Navigating diverse cultures
and operational landscapes, he gained insights from
varied sectors and monumental infrastructure projects.
CSR projects became his forte, fostering a deep
understanding of business dynamics.
Thomas’s expertise further flourished in the power
generation sector, leading the operations and
maintenance team for renewable energy projects.
Amidst challenges like adverse environmental
conditions, his focus on reliability proved paramount.
“We had to be resilient, ensuring performance even in tough
situations,” he states.
Later, he undertook transformative roles in major
manufacturing and project companies (Alstom Power),
spearheading sustainability strategies and integrating
cultural transformations. His knack for turn-around
plans shone as he became the Head of Sustainability for
a 10-billion-dollar joint venture (ABB-Hitachi), crafting
strategies and building teams.
In 2021, he embraced a new challenge joining an
organization at the cusp of a sustainability revolution.
Tasked with strategic planning and cultural
transformation, Thomas embarked on reshaping the
organization’s future. “It's about structuring for long-term
performance,” he asserts, ready to carve a sustainable
legacy in the corporate landscape.
Evolving Solutions for Evolving Needs
“Sustainability, to me, is about anticipation, planning,
robust execution, and meticulous risk management, paving
the way for the company’s future leadership in the market.”
Thomas asserts passionately.
Renowned for elevating businesses through heightened
Social, Environmental and Governance standards,
Thomas embodies the essence of a culture shaper. His
path is marked by robust execution and tangible results,
including a remarkable 30% emissions reduction in 18
months, securing Top Employer certification across five
countries and fostering employees’ sustainable

engagement at an impressive 87% in 18 months, a figure
8 points above the industry average.
Consider climate change—a well-documented
phenomenon, but its impact on businesses requires a
nuanced understanding. Thomas delves deep, analyzing
not just their operations but the entire ecosystem. “We
scrutinized critical logistic routes and suppliers, factoring in
evolving climate patterns,” he explains. This in-depth
assessment informs a strategic review, guiding leaders
to reinforce resilience.
Transition risk is the second dimension of his strategy.
He questions how industry decarbonization might
reshape markets and revenue streams. “Understanding
market dynamics and competitor reactions is crucial,” he
emphasizes. These insights shape strategic decisions,
steering investments in research and development and
mergers and acquisitions.
Anticipating customers’ sustainability challenges is
equally vital. By delving into their needs and future
concerns, Thomas crafts a sustainable plan that
addresses their evolving demands. “We’ve structured
multi-year plans focusing on everything from decent
working conditions to value chain impacts,” he says. These
efforts have not only prepared the company but
garnered recognition, landing them in the esteemed
Financial Times European carbon leaders’ list for two
consecutive years.
Treading the Green Path
Navigating the intricate terrain of integrating
sustainability into a company’s governance is also one
of the grounds Thomas faced significant challenges.
“Starting from the Board level down to the organization,
this process demands dedicated committees and
integration into core business processes,” he explains.
Roadblocks including varying perceptions of
sustainability’s value test his resolve. His multifaceted
approach involves education, creating momentum
through diverse channels, bridging knowledge gaps and
incorporating sustainability into existing practices.
We’re connecting
the dots between
sustainable
products, energy
efficiency
initiatives and cost
structures.

Adaptability and timing play pivotal roles. “We move fast
when conditions are favorable, slow down when needed,
but always keep determination and the long-term
perspective,” he emphasizes. Leveraging external
stakeholders like customers and rating agencies along
with staying ahead of the ESG landscape has become
part of his strategy. Compliance with evolving
regulations such as the EU sustainability standards is a
vital guardrail, but only an outcome of what we aim at
being the sustainable supplier of choice. Thomas
emphasizes a deeper truth in terms of compliance with
the standards, "Reporting is a mere reflection of our
business performance, which is the driving force behind our
sustainability journey.”
Anticipating customer needs and industry shifts,
Thomas strategically linked sustainability to change. He
acknowledges the risk of being too early or too late in
this pursuit but emphasizes the importance of
preparation. “Planting seeds and being ahead of impacts
are long-term strategies,” he states, emphasizing the
necessity of readiness and agility for organizational
growth.
This process akin to an ultra-trail demands patience
and resilience. Thomas’s determination, strategic
anticipation and meticulous planning promise
sustained success. His approach is about transforming
the entire landscape, ensuring his company is adapting
to change and driving it, all while laying the groundwork
for a resilient and sustainable future.
Eco-Resilience in Succession
Throughout his career, Thomas’ leading or being part of
diverse teams—particularly in experience, culture and
age—has been a constant. “Age or experience, we learn
from each other,” he remarks, reminiscing about his first
team of seasoned professionals in his early 20s.
Bridging generational gaps has been effortless, which is
an example of mutual respect and shared learning.
Central to his team-building philosophy is recognizing
individuals for their unique strengths. “Potential,
adaptability, commitment—these are the cornerstones,” he
emphasizes. As a leader, he meticulously plans for the
future, nurturing talent and aligning their growth with
organizational goals. His focus transcends current
roles, emphasizing collaborative efforts that foster
unity and seamless execution, benefiting stakeholders
across the board.
Thomas values diversity not just in age, culture and
experience but also in thought. “Diverse perspectives
enrich our strategies,” he explains. By embracing varied
viewpoints, his teams navigate assumptions, risks and
opportunities with precision. This inclusivity doesn’t
just foster respect—it cultivates a robust blend of
insights. The diverse wisdom is a blend of ages, cultures
and experiences serving as their collective strength,
propelling them toward fulfilling their commitments
with determination and innovative flair.
Innovate or Perish
In a world facing imminent environmental and societal
challenges, innovation is a necessity for future success.
Thomas is at the forefront of this ethos and believes
that innovation is the lifeblood of resilient
organizations, especially when confronting
unpredictable systemic failures. His team’s dedication
to innovation recently earned them a prestigious silver
innovation award for groundbreaking sustainability
digital solutions exemplifying their collaborative spirit.
“We encourage creative thinking and risk-taking, fostering
Business
performance is
the driving force
behind our
sustainability
journey.

an environment where mistakes are valued as vital learning
experiences,” he emphasizes.
For Thomas, innovation is about strategically adapting
to a rapidly changing world. In the sustainability arena,
this means exploring diverse avenues. Thomas sees
potential in startups working on carbon embedding
materials and recycling technologies, tackling the shift
towards a circular economy. While these ventures pose
risks, they also offer glimpses of groundbreaking
solutions.
Thomas keeps a keen eye on these developments, ready
to make strategic moves when the time is right. He also
sees opportunities in emerging markets like electric
vehicles leading to innovations in recycling and circular
economies. By anticipating these needs and offering
tested technologies companies can secure new revenue
streams.
Energy storage is another frontier Thomas is
passionate about. “Finding the right technologies opens
new growth opportunities and secures a company’s future,”
he asserts. Through strategic partnerships and
innovative solutions, he believes companies can not
only address societal challenges but also carve out a
sustainable future.
Eco-Byte Revolution
Amidst the ever-evolving landscape of technology,
Thomas and his team have embarked on a
transformative journey propelled by the power of
generative AI. “Exploring AI’s potential has reshaped our
approach to sustainability planning,” Thomas affirms.
Their foray into AI-generated videos for presentations
and data aggregation has uncovered a world of
possibilities. Utilizing internal tools, Thomas has
meticulously built a sustainability data management
system, enabling the automation of intricate reports.
“This automation not only saves time but aligns reporting
with business rhythms, allowing for real-time insights,
scenario planning and integrated reporting,” he explains
with his eyes set on efficiency and informed decision-
making.
Beyond AI, Thomas keenly observes the horizon of
technological advancements. Big data, the key player of
Industry 4.0, seamlessly integrates sales and
operations, optimizing production value. Satellite-
based data coupled with GIS provides vital insights for
climate and biodiversity studies, revolutionizing impact
analysis and program design. Climate modeling, now
faster and more accurate, aids in weather forecasts and
critical infrastructure protection, exemplifying
technology’s real-world applications.
Yet, technology’s influence extends to human dynamics.
“Neurosciences offer valuable insights into team
management and human factors,” Thomas notes,
emphasizing the importance of understanding the
human element in high-performing organizations.
Reflecting on recent breakthroughs, Thomas highlights
the game-changing discovery of mRNA for vaccines.
“The rapid development and delivery hold essential lessons
for all industries,” he states, underscoring the
collaborative spirit that propels innovation.
Their journey continues with an ever-vigilant pursuit of
progress. “We adapt, recalibrate and stay ahead, ensuring
technology not only shapes our future but ensures our
resilience in the face of challenges,” Thomas says.
Dreaming in Green
In the realm of sustainability, Thomas is paving the way
for his company toward a future where eco-
consciousness is not just a virtue but a cornerstone of
its identity. “We’re making sustainable data as reliable as
financial data, building trust for further integration,” he
affirms, outlining his immediate mission. Quarterly and
monthly data collections aligned with reporting
schedules serve as the foundation, ensuring robust and
credible information akin to financial figures.
His vision extends beyond mere data collection.
Thomas envisions a future where sustainability metrics
directly impact the company’s financial landscape.
“We’re connecting the dots between sustainable products,
energy efficiency initiatives and cost structures,” he states.
The aim is clear—showcasing that sustainable practices
lead to tangible growth, proving that being eco-
conscious is economically rewarding.
In Thomas’s roadmap, the company isn’t merely a
participant but a leader. “We’re becoming the supplier of
choice for advanced customers,” he declares. His strategy
involves fortifying the company’s resilience while
ensuring it can weather environmental changes and

transitions successfully. To achieve this, he dives deep
into sustainability challenges and mega-trends
preparing the organization for the long haul.
Looking ahead, Thomas envisions a multifaceted role
for himself. “I see great benefits in empowering Boards
with expertise to future-proof their strategies,” he says,
highlighting his goal to serve as both Chief
Sustainability Officer and Chief Transformation Officer.
His plan extends beyond this decade, positioning his
company as a sustainability pioneer. By offering
sustainable products, managing assets responsibly and
attracting discerning customers and talents, he’s setting
benchmarks in leading the industry toward a greener,
more sustainable tomorrow.
Mapping Companies’ Eco-Future
Sustainability is about future-proofing companies as we
transition towards new business paradigms and a
transformed global landscape. The journey of transition
is not only about adapting—it is fundamentally about
financing this pivotal shift. Securing capital that aligns
with sustainability is a life-altering event that marks a
commitment to adapt to and secure future market
shares and revenues.
As markets evolve, the demand for partners who
embody sustainability increases. The impending
challenge for businesses is to craft comprehensive
plans robust enough to allure investors willing to
champion and finance this transition. Achieving the
status of a green bond-eligible company is a game-
changer in this endeavor. Not only does it facilitate
financing the transition at reduced costs, but it also
sends a clear signal to the market—the company is
proactively addressing the change and mitigating the
risk of stranded assets, from operations to portfolios.
The objective here is transformation—a shift towards
clean technology, fostering a culture of teamwork and
forging a new ecosystem made of unusual partnerships
to address complex challenges. Adherence to the above
core values during this transition is imperative. It not
only attracts the requisite talent dedicated to
championing the transition but also grasps
stakeholders’ trust in the companies’ ability to navigate
future volatility.
Leaves of Leadership
Embarking on a sustainability journey demands a
distinct set of skills according to Thomas. “Being a
change agent is key,” he emphasizes, stressing the need
to align one’s value proposition with the industry’s
ecosystem. This understanding, rooted in profound
knowledge of markets and portfolios, enables leaders
to integrate sustainability deeply into the business
model. It’s a core element defining a company’s
performance and future sustainability.
Continuous learning is the bedrock of this leadership
role. Thomas advocates for constant self-reflection and
benchmarking against industry best practices.
Expertise in Environmental, Social and Governance
(ESG) factors is essential which is acquired through
formal education, hands-on experience and dedicated
self-learning. Moreover, leading by example is pivotal
for fostering trust and engagement among peers.
Externally, engagement with stakeholders is
fundamental. “Collaboration with customers, investors,
regulators and NGOs is essential,” Thomas emphasizes.
These collaborations provide invaluable insights
helping leaders refine their strategies and optimize
value propositions. Sustainability, he notes, is a
collective effort that thrives on collaboration.
For aspiring sustainability leaders, Thomas highlights
the importance of cultivating these traits. By embracing
change, continuous learning and external collaboration,
individuals can effectively champion sustainability
within their organizations. These qualities not only
drive immediate positive impacts but also pave the way
for enduring long-term sustainability initiatives.
We foster an environment
where mistakes are
valued as vital learning
experiences

Don’t worry
about failure;
you only have
to be right
once.
฀ -Drew Houston

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Today
Today

Lord Hans Emile
(ing. J. J. E.) van Essen
Championing the UN's Sustainable Development Goals
Lord Hans Emile
(ing. J. J. E.) van Essen,
Founder and President
www.ciolook.com | November 2023 |
18

n the early 1980s, Lord Hans Emile (ing. J. J. E.) van
IEssen set out on a mission that has shaped the
trajectory of sustainability in profound ways. His
journey began with the meticulous sizing of 45,000
houses for thermal and sound insulation near
Amsterdam Schiphol airport in 1981. Recognizing a
need for adept management guidance, he founded
Essence SUM in 1988, addressing challenges at
personal, social and business execution levels.
Venturing internationally, Lord van Essen developed a
comprehensive model to address management
complexities. His involvement with the architecture
and healthcare sector of the Netherlands led to his
impactful input reaching the United Nations.
Subsequently, the UN sought his expertise for the
education of healthcare professionals and engagement
in poverty reduction and sustainability, culminating in
the establishment of the World Sustainability Fund.
In 2011, Lord van Essen realized the inadequacy of
existing plans to meet global needs for sustainability.
Determined to do what was necessary, he founded the
World Sustainability Fund, driven by the belief that
sustainability is the engine for global economic growth
and poverty reduction. Today, as the Founder and
President of the World Sustainability Fund, Lord Hans
Emile van Essen leads a non-profit organization
dedicated to realizing the UN's Sustainable
Development Goals and addressing climate issues,
humanitarian needs and prosperity promotion for
future generations.
Let's explore how Lorde van Essen is creating opportunities
for the generations to come and being a catalyst for positive
change!
Can you walk us through your journey and the pivotal
moments that contributed to your growth as a
business leader?
Looking back at my journey as a business leader, several
specific periods shaped my path, being primarily a Chief
Information Officer. So, I recognized early in life that I
had different information than my surrounding friends
and the public. I read conversations differently and got
more feedback from inside. This made me curious, and
at 22, Super Study helped to cure my hunger for
information. In 1977, two years earlier, the first
tabletop PC came on the market, which helped me to
build my own info-set.
Fast forwarding to my 30, I retired from my family
company's board membership to start a consultancy
firm, Essence SUM. Then, my Information Stream
exploded literally, equally to my intuition for the
integral needs of my customers. Directors, I conclude,
tend to have in their business the same problems as at
home and in their soul.
I discovered business types and personalities,
clustering the same issues. Ten years later my vision of
health, medicine and prevention arrived at the UN
WHO, proposing Global Integrative Medicine Centres
for Treatment and Education. UN contacts asked me to
write proposals for poverty alleviation and more.
At 50, in 2007 I arrived at UN Agenda development and
built a Direct Response IT tool to support all Countries
and Major Groups to comment without delay on the
General Assembly and all other Sustainable
development meetings. It contained all email addresses
from Kings, Presidents, Country Ambassadors to the
UN, Ministers, NGO leaders, and more. This improved
the discussions and negotiations dramatically. It
supported the composition of the UN Paris Agenda
2015-2030 and is still active. In 2011 I founded the
Foundation World Sustainability Fund to deliver
blueprints for implementation of the Sustainable
Development Goals. We are now in the centre of the
market and growing year after year in relevance.
I believe the company
will grow like a
supernova in the next ten
years and for thirty years
more, without the need
to change policy.
19

Could you provide insights into the mission and vision
of the World Sustainability Fund, and how the
organization actively fosters initiatives for global
sustainability?
World Sustainability Fund is a global organization that
facilitates initiatives that contribute to sustainable life.
We are transparent in our actions and in how we
provide structure for our organization and relations.
We act out of compassion for every life form and every
individual.
Also, we communicate with respect for each other and
clarity in our message. Finally, we add value by
connecting to what is needed and by providing
customized support, mainly with our country program
implementing clean methodologies to achieve the UN
Goals.
How has your market expertise translated into
impactful contributions through your work and how
are you leveraging technological advancements to
company's solutions?
WSF contributed to the global discussion with the
delivery of 'Ten New Sustainable Human Rights,' defining
Global Layers of Sustainability—The Global Agenda
Shift and '160% Wearth Labour.' The economic impact is
in trillions.
In terms of technological advancements, by constant
research and participation in development and
implementation we are 5 to 10 years ahead of the
average players in the market. Prime sources are
YouTube, UNFCCC, The GEF, and Gold Standard. The
field of science and technology is our home and AI is in
the family.
How do you see your long-term role evolving and
what are the future objectives you aim to achieve for
your company?
Now at around 67, I will spend more time on Global
Risk Research—Global Debt, Economic Life Cycle
finance and Interest impact. In two years, the World
Sustainability Fund will prepare for building a team to
deliver input and organization for the UN Agenda
2030-2040. AI, Peace and Education will most likely be
at the core of planning. In the meantime, we keep
growing the realization of the present Agenda. Nature
is slow. To balance human impact is our first concern.
What would be your advice to budding leaders who
aspire to venture into the sustainability sector?
To become a venture leader in sustainability, the ethic is
to be right and eager to learn. Build a relevant
production and learning organization. Use Holacracy as
management model. It inspires and aligns you with the
speed of present-day business reality.
Go in nature for at least one month with only the most
needed support, so you can become one and experience
its wealth. Be honest with yourself and interested in
what you really like to achieve. This market is not for
everybody. But recognize the truth and adjust yourself
to life as it can be as beautiful as a flower and a tree.
20

How do you foster a culture of innovation within your
company and what role has innovation played in
continued growth and success?
Fostering a culture of innovation in our Fund find is
programmed in our Balance Scorecard at the Value
Quarter, which was originally the finance department.
The Value Quarter targets besides financial profit, also
impact on planet, people and progress.
Having this, you become aware that it needs the
support of like-minded labor, work floor arrangement
and technology input. Benchmarking keeps you in
reality. The company grows if you get this right.
Can you share an instance where you encountered a
significant obstacle and how you navigated through it,
drawing upon your leadership skills and resilience?
If you have everything right then you face the
counterparts in the market, especially when you plan
and perform high-end. World Sustainability Fund,
planning both for impact and for re-investing profit in
Reserves for Humanitarian Aid. Traditional industries
challenged us a lot, by infiltration, disruption and lately
copying our activities and cherry-picking our success
factors. But, being immune to distraction, developing
our own vaccinations and being happy with their
cherry-picking. What they do right, we don't have to do.
Club of Rome published his first statement in 1972.
Being 15 years young, it had a big impact on me.
Studying Construction and later Architecture,
sustainability was part of the study. But the impact was
near zero to negative. I was happy in 1990 to take part
in the first Dutch National Centre for 'Gezond Bouwen
en Wonen'—Healthy Building and Living. In the same
year, we founded The European Foundation for Healthy
Building and Living.
How do you envision the company evolving to meet
the demands of the ever-changing business landscape
while staying true to its core values?
I believe the company will grow like a supernova in the
next ten years and for thirty years more, without the
need to change policy. There will come more zero-cost
Internet of things, digital medicines, nature restoration
robotics, an equal share of labor, and plenty of new
technologies. To show you some upcoming markets.
Also, politics stays for enormous reorganization.
This year a study about 'suitable and competent' was
published for Dutch political participants. Complete
with tests, education programs, historic evaluation, and
future visions. Like we are now 'Cleaning Climate', in the
next decennium humanity will 'Purify Politics.' The
International Court of Justice faces a new task.
Humanity and business will thrive as never before.
21

22

Ahead with Time
TheFutureof
Leadership Adapting
to a
ChangingWod
23
n today's rapidly changing world, the future of leadership is
Iconstantly evolving. Technological advances, demographic shifts,
and changes in the global economy are all impacting the way we
work and the way we lead. Leaders who are able to adapt to these
changes will be the ones who are most successful in the years ahead.
One of the biggest trends in the future of leadership is the need for
greater diversity and inclusion. As our world becomes more
interconnected, companies and organizations are recognizing the
vitality of having a diverse workforce and leadership team. Leaders
who create a culture of inclusion and empower individuals from all
backgrounds will be best positioned to succeed.
Another trend is the rise of remote work and virtual teams. As
technology continues to evolve, it is easier for people to work
remotely and efﬁciently (from anywhere in the world.) This means
that leaders will need to be skilled at managing remote teams and
creating a sense of community and collaboration among team
members who may be located in different parts of the world.
In addition to these trends, leaders will also need to be adaptable and
ﬂexible in the face of change. As the pace of technological change
accelerates, leaders will need to be able to quickly adapt to new tools
and ways of working. They will need to be comfortable with ambiguity
and able to make decisions quickly in a rapidly changing environment.
Another key skill for future leaders will be the ability to think
creatively and innovate. With competition increasing in many
industries, leaders who can come up with new ideas and approaches
will be the ones who are most successful. This requires leaders to be
open to new ideas, willing to take risks, and able to inspire creativity
in others.

Evolving with Time
Future leaders should be skilled at building strong
relationships and networks. In a global economy,
relationships are becoming more important than ever.
Leaders who can build strong relationships with
customers, suppliers, and other stakeholders will be
able to create a competitive advantage for their
organizations.
To adapt to these trends and prepare for the future of
leadership, there are several steps that leaders can
take. First, they can focus on developing their
emotional intelligence and interpersonal skills, which
will be critical for building strong relationships and
creating a culture of inclusion. Second, they can
embrace new technologies and learn to use them to
their advantage. Third, they can foster a culture of
innovation and creativity by encouraging
experimentation and risk-taking. Fourth, they can build
strong networks and relationships with key
stakeholders, both within and outside their
organizations.
The concept of leadership itself is evolving, as people
are increasingly looking for leaders who can inspire and
motivate them to achieve a common goal, rather than
just giving orders and delegating tasks.
One of the crucial changes in the future of leadership is
the rise of digital technologies. With the advent of
artiﬁcial intelligence, machine learning, and big data,
leaders will need to be able to leverage these
technologies to create more efﬁcient and effective
organizations. They will also need to be able to
communicate effectively with their teams through
digital channels, such as video conferencing, instant
messaging, and social media.
Keeping up with the Trends
Another trend in the future of leadership is the move
toward more collaborative and participatory leadership
styles. As employees become more empowered and
involved in decision-making processes, leaders will
need to be able to facilitate collaboration and ensure
that everyone's opinions are heard. This requires a high
level of emotional intelligence and strong
communication skills.
The future of leadership will also be shaped by
demographic shifts. With the younger generation
entering the workforce and older workers staying in
their jobs longer, leaders will need to be able to manage
multi-generational teams and create a culture that
appeals to everyone. This may require new approaches
to training, mentoring, and career development.
The Aspects of Growth
Furthermore, globalization is also playing a big role in
shaping the future of leadership. As companies expand
their operations globally, leaders will need to be able to
traverse cultural differences and communicate
effectively with people from distinctive backgrounds.
This requires a high level of cultural competence and
the ability to adapt to different norms and practices.
The future of leadership will require a strong focus on
sustainability and social responsibility. As businesses
and organizations increasingly recognize the
importance of their impact on the environment and
society, leaders will need to be able to integrate these
values into their strategies and decision-making
processes. This requires a comprehension of
sustainability issues and a commitment to social
responsibility.
To adapt to these trends and prepare for the future of
leadership, individuals can take several steps. These
include developing their digital literacy, cultivating
strong emotional intelligence and communication skills,
learning about different cultures and norms, and
prioritizing sustainability and social responsibility. By
staying up to date with these trends and focusing on
continuous learning and development, individuals can
position themselves to be successful leaders in the
years ahead.
The future of leadership is rapidly evolving. Leaders
who are able to adapt to changing trends and embrace
new ways of working will be the ones who are most
successful in the years ahead. By focusing on
developing their emotional intelligence, embracing new
technologies, fostering innovation, and building strong
relationships, leaders can position themselves and their
organizations for success in the future.
24

Every Role
Every Role
Every Role is
is
is a
a
a
Carbon Role, or they
Soon Will Be
Soon Will Be
Soon Will Be
Every Role
Every Role
Every Role is
is
is a
a
a
Soon Will Be
Soon Will Be
Soon Will Be
26

I
f humanity is going to avoid the worst effects of the
climate crisis in the immediate future, we are going
to have to fundamentally shift focus to face the
climate crisis head-on. This will mean that as business
leaders, we understand, actively pursue and facilitate
this change so that everyone is an active participant in
the solution.
A moment to reflect on the challenges facing
humanity:
Everyone knows that the world is warming. We are in a
period that climate scientists call "the great
acceleration," this is where temperature, atmospheric
CO2, Methane, the melting of sea ice and a host of
other climate KPIs are all increasing at unprecedented
rates.
What people may not appreciate is the impact this is
having on global biodiversity. Since 1970, the world has
seen a 69% decline in land-based biodiversity and an
83% decline in freshwater life. As nature-loss reduces
economic performance, it will become harder for
countries to service debt, which will strain government
budgets, forcing tax increases, spending cuts, or
increased inflation. Freshwater biodiversity is vital for
life, supporting ecosystems, environments and our food
chains.
People say, "Stop global warming to protect the planet,"
the planet will be fine, it's our food supply and,
therefore our civilisation that's at risk.
The latest Intergovernmental Panel on Climate
Change's report states "There is a rapidly closing
window of opportunity to secure a liveable and
sustainable future for all (very high confidence)."
Sector wide challenge for businesses & governments
The challenges of delivering a low carbon world and
economy touches every economic sector. In 2022, the
global green technology and sustainability market
amounted to roughly $13.7bn, by 2030, it is expected
to peak at almost $62bn, increasing at a CAGR of
20.8%.
Delivering Net Zero and staving off climate change is a
predominantly technical challenge, be that actual
technology installations or the application of technical
skills relating to carbon emission reduction or nature
I
f humanity is going to avoid the worst effects of the
climate crisis in the immediate future, we are going
to have to fundamentally shift focus to face the
climate crisis head-on. This will mean that as business
leaders, we understand, actively pursue and facilitate
this change so that everyone is an active participant in
the solution.
A moment to reflect on the challenges facing
humanity:
Everyone knows that the world is warming. We are in a
period that climate scientists call "the great
acceleration," this is where temperature, atmospheric
CO2, Methane, the melting of sea ice and a host of
other climate KPIs are all increasing at unprecedented
rates.
What people may not appreciate is the impact this is
having on global biodiversity. Since 1970, the world has
seen a 69% decline in land-based biodiversity and an
83% decline in freshwater life. As nature-loss reduces
economic performance, it will become harder for
countries to service debt, which will strain government
budgets, forcing tax increases, spending cuts, or
increased inflation. Freshwater biodiversity is vital for
life, supporting ecosystems, environments and our food
chains.
People say, "Stop global warming to protect the planet,"
the planet will be fine, it's our food supply and,
therefore our civilisation that's at risk.
The latest Intergovernmental Panel on Climate
Change's report states "There is a rapidly closing
window of opportunity to secure a liveable and
sustainable future for all (very high confidence)."
Sector wide challenge for businesses & governments
The challenges of delivering a low carbon world and
economy touches every economic sector. In 2022, the
global green technology and sustainability market
amounted to roughly $13.7bn, by 2030, it is expected
to peak at almost $62bn, increasing at a CAGR of
20.8%.
Delivering Net Zero and staving off climate change is a
predominantly technical challenge, be that actual
technology installations or the application of technical
skills relating to carbon emission reduction or nature
based solutions. As the sector rapidly grows, the pool of
existing technical expertise is being stretched,
challenging businesses to maintain quality.
Strikingly on the eve of the first "Global Stocktake"
mandated under the Paris Climate accord, a team of
volunteers from the University of Oxford UK have been
reviewing progress. They failed to identify any
"emission reduction targets" for 4 UN member states,
439 regions in the top 25 emitting countries, 766 major
cities & 734 of the world's largest publicly listed
companies. Setting a carbon emission reduction target
is the bare minimum. These results suggest that the
current sector growth of 20% a year will not be enough
to deliver the desired results!
A paradigm shift
I could talk about this amazing project or another
amazing project where sustainability excellence has
been delivered fuelled by this growth in sector revenue.
However the truth is that this is just scratching the
surface of what we need to collectively achieve.
Behaving the same as we have always done is no longer
enough. We all need to work together to make a
fundamental shift in the way we behave.
The simplest way is to make carbon a critical factor in
every decision-making process. We are all used to
making decisions based on the old time, quality & cost
paradigm. We now need to include carbon in this,
adding a fourth dimension to our decision making. It's a
simple change to make just, ask yourself, "and what's
the carbon impact of that!". It's a single change that
everyone could make and can be applied in every
situation, when choosing to take a flight vs the train,
when choosing what product to buy or even which food
to consume.
Having a relatively small group of technical experts
push for a low carbon world will not deliver the global
outcomes we need, we need everyone to nudge in the
same direction. In businesses we need every role to be
a carbon role, bringing carbon into the decision-making
process of every job on the planet.
Generational expectations
If what I have outlined above doesn't resonate with you,
I would offer you an alternative perspective that may
change your mind. Every company's profit margin &
based solutions. As the sector rapidly grows, the pool of
existing technical expertise is being stretched,
challenging businesses to maintain quality.
Strikingly on the eve of the first "Global Stocktake"
mandated under the Paris Climate accord, a team of
volunteers from the University of Oxford UK have been
reviewing progress. They failed to identify any
"emission reduction targets" for 4 UN member states,
439 regions in the top 25 emitting countries, 766 major
cities & 734 of the world's largest publicly listed
companies. Setting a carbon emission reduction target
is the bare minimum. These results suggest that the
current sector growth of 20% a year will not be enough
to deliver the desired results!
A paradigm shift
I could talk about this amazing project or another
amazing project where sustainability excellence has
been delivered fuelled by this growth in sector revenue.
However the truth is that this is just scratching the
surface of what we need to collectively achieve.
Behaving the same as we have always done is no longer
enough. We all need to work together to make a
fundamental shift in the way we behave.
The simplest way is to make carbon a critical factor in
every decision-making process. We are all used to
making decisions based on the old time, quality & cost
paradigm. We now need to include carbon in this,
adding a fourth dimension to our decision making. It's a
simple change to make just, ask yourself, "and what's
the carbon impact of that!". It's a single change that
everyone could make and can be applied in every
situation, when choosing to take a flight vs the train,
when choosing what product to buy or even which food
to consume.
Having a relatively small group of technical experts
push for a low carbon world will not deliver the global
outcomes we need, we need everyone to nudge in the
same direction. In businesses we need every role to be
a carbon role, bringing carbon into the decision-making
process of every job on the planet.
Generational expectations
If what I have outlined above doesn't resonate with you,
I would offer you an alternative perspective that may
change your mind. Every company's profit margin &
CXO
CXO
27

talent pool will be detrimentally impacted if we don't
make this shift.
Businesses must deﬁne and deliver on their own
sustainability commitments. This will protect revenues
& help retain talented employees as the percentage of
Millennials and Gen Z in the workplace increases and
these generations also start to drive overall consumer
behaviour.
A recent Deloitte survey of 23k Gen Z and Millennial
respondents across 44 countries found that,
approximately 60% of respondents reported feeling
anxious about the environment, more than 40% of
respondents have, or plan to, change jobs due to
climate concerns and 53% of respondents said that
sustainability has been deprioritized by their
companies in recent years due to external factors such
as COVID.
Maintaining secure low-cost funding sources should
also be a consideration. Over 60% of US funds are now
linked in some way to ESG performance.
Finances of Adaptation Vs. Inaction
A range of supra-national institutions estimate global
GDP to be impacted between +2.5% to -2% by 2050
after climate change mitigation actions. The cost of
unmitigated climate change is estimated at a larger
range of 3% to 30% of global GDP by 2100. The cost of
global warming in the most conservative scenario is
thus higher than the mitigation cost in the most
pessimistic scenario. So, it makes ﬁnancial sense
to act!
28

As an MEP & Green
Building expert
and Clenergy
MENA business
leader, I have
constantly
pushed, trained
and assisted
customers and
sustainability
enthusiasts
towards
embracing and
incorporating
sustainable
methods into their
projects and
practices.”
Mohamed
Abdelwarith Said
Technical Director
Clenergy MENA
30

Mohamed
Abdelwarith Said
A Pro cient Leader in Sustainable Innovations
ith a resolute leadership acumen, Mohamed
WAbdelwarith Said has consistently
demonstrated a commitment to sustainable
energy practices and innovation. His deep
understanding of the renewable energy sector and
passion for advancing technological solutions have
enabled Clenergy MENA to reach new heights in the
field.
Mohamed Abdelwarith Said's leadership is marked by a
track record of successfully developing and
implementing cutting-edge projects that harness solar
and wind power to drive environmental sustainability
and energy efficiency across MENA.
His strategic vision and technical expertise have made
him a trusted authority in the industry, and he
continues to play a pivotal role in shaping the future of
clean energy solutions in the region.
Under Mohamed's guidance as the Technical Director,
Clenergy MENA is poised to lead the way in delivering
sustainable energy solutions that reduce carbon footprints
and contribute to economic growth and prosperity in the
MENA region.
With a relentless commitment to innovation and a
dedication to a greener, more sustainable future,
Mohamed Abdelwarith Said stands as an icon of
excellence in the evolution of renewable energy in
MENA, and his work at Clenergy MENA is a testament
to his unwavering passion and expertise in the field.
This interview sheds light on Mohamed’s wealth of
knowledge and expertise to the table, driving Clenergy
MENA’s mission to revolutionize the clean energy
landscape.
Following are the excerpts from the interview:
Brief our audience about your journey as a business
leader until your current position. What challenges
have you had to overcome to reach where you are
today?
My journey began over 25 years ago as a teaching
assistant at Kuwait University while pursuing my
master’s degree in mechanical engineering. As an MEP
building services specialist and Green Buildings
Consultant, I worked for leading MENA project
management firms such as Egis (formerly Projacs) for
over 16 years.
I greatly expanded my knowledge, multi-disciplinary
skills and professional business network during that
time. In late 2013, I began turning over a new leaf by co-
founding and acting as a Technical Director at Clenergy
MENA, fulfilling a decade-long dream that I worked
tirelessly to realize.
Innovation and company entrepreneurship were
always critical career goals that I pursued relentlessly.
As my dream transpired, I continued honing my talents,
accumulating skills in various disciplines and
developing my network regionally and worldwide.
Success and leadership are earned through education,
hard work and determination, which are the premises
of my learning journey.
Tell us something more about your company and its
mission and vision. What strategies have you
employed to ensure a smooth transition between
generations while maintaining your company’s values
and vision?
Clenergy MENA: The Name is a merger of the words
“clean” & “energy.” The company was established with
the vision of striving to be one of MENA's most
prominent, innovative and recognized influencers in
clean energy knowledge and applications.
31

Clenergy MENA's mission is to excel in developing clean
energy solutions through leadership, enriching
customer experiences, adhering to sustainable
practices, maintaining constant innovation and
delivering quality knowledge.
Clenergy MENA management has translated the above
vision and mission into a set of core business values
(listed below) and procedures to ensure they are always
memorized and consistently embraced by all while the
business expands and grows.
Ÿ Act sustainable.
Ÿ Act ethically
Ÿ Share knowledge.
Ÿ Enrich customer experience.
Ÿ Think big.
Enlighten us on the impact you have made with your
work through your expertise in the market.
As an MEP & Green Building expert and Clenergy
MENA business leader, I have constantly pushed,
trained and assisted customers and sustainability
enthusiasts towards embracing and incorporating
sustainable methods into their projects and practices.
I always worked around various sustainability
challenges by advocating sustainable practices and
offering expert support in simplifying and embedding
sustainability practices into Procedures and/or Terms
of Reference for the customers' network.
I have positively impacted as an MEP and/or Green
Building expert over +1 million m2 of the built-up area
of various project typologies, where I have provided a
variety of green building services, including green
building certification management (e.g. National Bank
of Kuwait New HQ in Kuwait; certified LEEDv3 Gold),
sustainability consultancy (e.g. Boubyan Bank HQ
sustainable design TOR and design/construction
verification and Sustainability assessment & gap
analysis for various clients).
Undeniably, technology is playing a significant role in
almost every sector. How are you leveraging
technological advancements to make your solutions
resourceful?
Clenergy MENA's primary business stream is the
development of Solar Photovoltaic EPC projects, widely
recognized as one of the fastest-growing businesses
globally, with impressive technological growth and
advancement in the last decade and decades. We have
always incorporated cutting-edge technologies, Solar
PV Module technology and solar DC/AC inverters into
our designs and offerings to our clients.
Clenergy MENA reinforces this approach by attracting
talented personnel, providing up-to-date, accurate
design tools, partnering with top-tier manufacturers &
vendors and providing our clients with avant-garde
performance monitoring tools as a standard feature to
maximize their awareness and operational potentials
regarding their renewable energy investments.
Where do you envision yourself to be in the long run
and what are your future goals for your company?
As a business leader, I see myself as one of the MENA
region’s distinguished sustainability leaders,
contributing to a genuine and deep embracement of
sustainability practices and helping shift the business-
32

as-usual mindset to a more sustainably conscious
mindset, particularly in the MENA region.
In terms of Clenergy MENA, it is a one-of-a-kind
destination and one of the most prominent influencers
in the MENA region for innovative, cutting-edge, one-
stop-shop clean energy solutions.
What would you advise budding leaders who aspire to
venture into sustainability?
My advice to budding leaders venturing into
sustainability is never to stop learning. Learning is a
lifelong mission. Start with a solid focus and lead by
Example. Be open-minded when it comes to helping
others embrace sustainability. Contribute
professionally to procedures and policy crafting,
upgrading projects' TORs and guidelines and
advocating sustainability in every possible convention.
In a rapidly changing market, innovation is key. How
do you foster a culture of innovation within your
company and what role has innovation played in
continued growth and success?
Sometimes, innovation is perceived mistakenly as a
complex venture. At Clenergy MENA, we foster
innovation through a few simple approaches:
Ÿ Developing and reinforcing clear and robust vision
and business purpose.
Ÿ Encouraging cross-disciplinary collaboration both
vertically and horizontally.
Ÿ Providing necessary resources, tools and
management support.
Ÿ Strongly promoting the culture of experimentation
and risk-taking to learn and develop from successes
and failures.
Ÿ Recognizing and rewarding culture for innovation
and success.
Ÿ Fostering, supporting and financing learning and
continuous improvement.
Ÿ Encouraging open communication and ideas sharing.
Ÿ Staying connected with the industry and supporting
participation in leading industry events.
Ÿ Performance tracking via established KPIs, work
procedures and code of business conduct.
As a leader, you likely face challenges on a regular
basis. Can you share an instance where you
encountered a significant obstacle and
how you navigated through it, drawing upon your
leadership skills and resilience?
As a business leader at Clenergy MENA, we
consistently encounter various challenges at different
phases of our Projects under development. For
example, our first Solar PV project was one of our most
challenging and complex projects. It involved a mix of
rooftop solar PV, façade integrated PV and façade
applied PV installations. The design and installation
stages involved sophisticated engineering and
coordination to successfully execute the project at a
time when the Company was still in the infancy stage of
its capacity building:
We courageously accepted the challenge as it was a
great learning and capacity-building opportunity.
We opt to partner with strong and experienced
partners to train our team and provide necessary
technical support.
We turned this challenge into a continuous
collaboration and coordination endeavor with all
project stakeholders to ensure the successful delivery
of the perceived results.
Sometimes, saying I don’t know and getting the answer
from someone who does indicates success. Eventually,
the outcome of this embraced early challenge is that
our team, including myself, had a whale of a time and
kickstarted impressive traction and growth for the
Company after that.
How do you envision the company evolving to meet
the demands of the ever-changing business landscape
while staying true to its core values?
At Clenergy MENA, we have decided to sustain a lean
and flexible business model that embraces purpose and
profit as we believe they are mutually exclusive. This
decision was primarily driven by the future vision of
coping with changes perceived in the business
landscape we are practicing within.
This approach is reflected in the Company’s focus on
developing various horizontals under the niche of
“Clean Energy Solutions” to maximize its flexibility,
optimize its resources and effectively leverage varying
market demands.
33

ffective decision-making is crucial for leaders in
Eany organization. Whether it's a small team or a
multinational corporation, the ability to make
informed and sound decisions can greatly impact the
success and growth of the business. While decision-
making is often considered an art, there is a significant
scientific basis behind it. This article delves into the
science of effective decision-making in leadership,
exploring key principles, psychological factors, and
strategies that leaders can employ to enhance their
decision-making abilities.
Understanding the Decision-Making Process:
Effective decision-making starts with understanding
the decision-making process itself. Leaders need to
comprehend the various stages involved, from problem
identification and information gathering to evaluation
and implementation. By recognizing these stages,
leaders can employ specific strategies and techniques
tailored to each phase, leading to more effective and
efficient decision-making.
The Role of Cognitive Biases:
Cognitive biases, inherent flaws in human thinking, can
significantly impact decision-making. Leaders must be
aware of these biases and their potential influence on
their judgments. Understanding biases like
confirmation bias, anchoring bias, and availability bias
can help leaders recognize when their thinking might
be clouded and make efforts to mitigate the effects of
these biases, leading to more objective and rational
decision-making.
TheScienceof
Effective
Decision-Making
inLeadership
Know Your Leader
34

35

The Power of Data and Analytics:
In the age of big data, leaders have access to an
unprecedented amount of information that can inform
decision-making. Effective leaders leverage data and
analytics to gain insights, identify patterns, and make
data-driven decisions. By employing tools such as data
visualization, predictive modeling, and trend analysis,
leaders can make more informed choices, reducing
uncertainty and improving the likelihood of successful
outcomes.
Emotional Intelligence and Decision-Making:
Emotional intelligence plays a fundamental role in
effective decision-making. Leaders with high emotional
intelligence can recognize and manage their emotions
and those of others, which can enhance their ability to
make decisions that consider the impact on individuals
and foster positive relationships. By balancing
rationality with empathy, leaders can make decisions
that align with organizational goals while also
considering the needs and emotions of stakeholders.
Group Decision-Making:
Leadership often involves making decisions in a team or
group setting. Understanding the dynamics of group
decision-making is essential for effective leadership.
Leaders must encourage open communication, foster a
culture that values diverse perspectives, and facilitate
consensus-building processes. By harnessing the
collective wisdom of the group, leaders can make more
comprehensive and informed decisions that benefit the
organization as a whole.
Continuous Learning and Adaptability:
Effective decision making requires a mindset of
continuous learning and adaptability. Leaders must be
willing to reflect on past decisions, identify areas for
improvement, and embrace feedback. By cultivating a
learning culture and being open to new information and
perspectives, leaders can refine their decision-making
skills over time, becoming more effective leaders who
can navigate complex and uncertain environments.
Decision Support Systems and Technology:
Technological advancements have revolutionized
decision making in leadership. Decision support
systems (DSS) and artificial intelligence (AI) tools
provide leaders with data-driven insights, predictive
analytics, and scenario modeling capabilities. By
harnessing these tools, leaders can enhance their
decision-making process, make more accurate
predictions, and explore alternative scenarios to
evaluate potential outcomes.
Intuition and Expertise:
Intuition, often associated with gut feelings or hunches,
can play a valuable role in decision-making.
Experienced leaders develop expertise in their
domains, allowing them to recognize patterns, make
quick assessments, and draw on tacit knowledge. By
honing their intuition through continuous learning and
deliberate practice, leaders can leverage their expertise
to make swift, effective decisions in complex and
ambiguous situations.
Ethical Decision-Making:
Leaders face ethical dilemmas that require careful
consideration of moral principles and values. The
science of ethical decision-making provides
frameworks, such as consequentialism, deontology, and
virtue ethics, that guide leaders in navigating ethical
challenges. By integrating ethical reasoning into their
decision-making process, leaders can ensure their
choices align with their organization's values and
promote ethical behavior throughout the organization.
Effective decision making in leadership is not solely
based on intuition or guesswork; it can be informed by
scientific principles and frameworks. By understanding
rational decision-making models, behavioral economics,
neurobiology, leveraging decision support systems and
technology, recognizing the value of intuition and
expertise, and integrating ethical considerations,
leaders can enhance their decision-making capabilities.
By embracing the science of decision making, leaders
can make more informed, strategic choices that drive
organizational success and foster a culture of effective
decision making within their teams.
36

EMEA's 10 Most Influential Sustainability Leaders Reshaping the Business.pdf

EMEA's 10 Most Influential Sustainability Leaders Reshaping the Business.pdf

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