The 10 Most Visionary Leaders To Watch 2023, January2023.pdf

1. VOL 01 I ISSUE 01 I 2023 Irini Mikhael Chief Operating Ofﬁcer Halim Mikhael President & CEO MIKHAEL Nurturing the World’s Future Leadership A ributes Five Skills That Next Genera on Leaders Need Developing Leaders How to Develop a Successful Leadership Program

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3. When the Vision is Clear, the Results Will Appear Vision is Clear, Results Appear When the

4. E D I T O R S N O T E s technology becomes more and more prevalent, it is Aimportant to find great leaders in the field. New leaders often take inspiration from others whose styles and techniques they admire. They look at the successes of those who came before them and emulate approaches that make sense for them. As they evolve more deeply into their roles, they can learn what is working for them and adapt their methods as needed. Vision, communication, innovation and empathy are some of the principal qualities a leader needs to successfully direct a tech organization. The most successful tech leaders are able to communicate effectively with their teams. They know how to articulate their vision, listen and take criticism in stride, and are comfortable making decisions that will affect other people's lives. They are also skilled at communicating with people who don't share their technical expertise. They find ways to translate complex concepts into language that non-technical people can understand, and they make sure that everyone on the team understands their role in achieving goals. Confidence is a crucial trait for leaders. These personalities are constantly making decisions that affect their team, the company's bottom line, and even the lives of their customers. They have to be confident enough in their decisions so that they can make them with confidence- even if they aren't sure how things will turn out. The Aspects of Enhancements

5. They are not afraid to put their ideas and solutions before the group. One of the hallmarks of leaders is their ability to put aside personal feelings and beliefs when it comes to making decisions that affect their team, company, or customers. Great leaders take risks because they know that failure is part of success-and. If you never fail at anything, then you've probably chosen not to try something challenging enough. They are constantly curious and always asking questions, and they make it a point to be well-versed in the latest technologies, trends, best practices, and industry standards. Mapping the journey of these leaders, CIOLook sheds light on “The 10 Most Visionary Leaders To Watch, 2023,” who are enabling advancements and enhancing the facets of the dynamic industry. Flip through the page and indulge in the journey of sheer innovations with leadership attributes. Have a delightful read! Abhishek Joshi Abhishek Joshi

6. C O V E R S T O R Y MIKHAEL & Halim Irini & Halim Irini 08 Nurturing the World’s Future World’s Future Nurturing the

7. 22 14 Adeshina Adewumi Scaling Up the Future of Africa Envisioning the Future of Business with Digital Transforma on Dan Jeavons Leadership A ributes Five Skills That Next Genera on Leaders Need Developing Leaders How to Develop a Successful Leadership Program 26 18 Dan Jeavons Adeshina Adewumi

8. CONTENT Senior Editor Alan Swann Executive Editors AbhishekJoshi Alex Spellman DESIGN Visualizer Dave Bates Art & Design Director Revati B. Associate Designer Ankita P. SALES Senior Sales Manager Sihanee M., Rouniyar A. Customer Success Manager Jack Ryan, Prathamesh Sales Executives John, Rohit TECHNICAL Technical Head Prachi Mokashi Technical Consultant Victor Collins January, 2023 Copyright © 2023 CIOLOOK, All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from CIOLOOK. Reprint rights remain solely with CIOLOOK. FOLLOW US ON www.facebook.com/ciolook www.twitter.com/ciolook WE ARE ALSO AVAILABLE ON Email info@ciolook.com For Subscription www.ciolook.com CONTACT US ON Pooja M Bansal Editor-in-Chief sales@ciolook.com SME-SMO Research Analyst Eric Smith SEO Executive Sagar Lhigade

9. Brief Company Name Rethabile Konopo Divisional Human Resources Manager Shona McDonald Global Transformation Director Emda Fourie Head, Employee Benefit Consulting Jane Peyton Owner Emda Fourie has been working as an Employee Benefit Consulting Head at Momentum Consultants and Actuaries for the 4 years. Rethabile Konopo is a valued and reliable member of the organization, regardless of the difficulty of the task to hand or the novelty of the challenge. Shona has been consistently showing clear and logical working to resolve problems to a suitable conclusion within the objectives and values of the company. Jane Peyton, an intoxicating character is the brains behind School of Booze. She has an encyclopedic knowledge of the quirky side of wine, beer and whisky. Dan Jeavons VP Computational Science & Digital Innovation Dan is recognized for his industry-leading work in the area of Digital Transformation. Shell shell.com Momentum Consultants and Actuaries momentumconsultantsandactuaries.co.za School of Booze school-of-booze.com Adeshina Adewumi CEO Adeshina Adewumi works as a Chief Executive Officer at Trade Lenda, a Financial Software company with an estimated 12 employees; founded in 2021. Trade Lenda tradelenda.com Amazon Web Services (AWS) aws.amazon.com Justin works with global Retail and Consumer Products organizations and their respective leaders to build business process and technology strategies to enable speed, agility, flexibility, cost savings and innovation. Inside Ideas Group insideideas.agency Eric Klein Co-founder and COO Under Eric's adept leadership, Cloudonix adds Cloud capabilities to your existing on-premise Call Center enabling your agents to work from anywhere in the world. Cloudonix cloudonix.io Lewis Group Ltd lewisgroup.co.za Irini, along with her husband Halim Mikhael, built and designed the first headquarters of Lullaboo Nursery and Childcare Centre in Richmond Hill, Ontario. Irini Mikhael Chief Operating Officer and Halim Mikhael President & CEO Leanne Bonner Cooke Founder & CEO With Leanne's guidance, e-Bate is the UK’s first end-to-end highly configurable SaaS, Price and Margin Management solution and launched in 2018. Featured Person Justin Honaman Head Worldwide Retail & Consumer Goods Go-To-Market e-Bate Limited e-bate.io Lullaboo Nursery and Childcare Center, lullaboo.ca

10. Story Cover “ our staﬀ meeting are like a world gathering. This diversity allows us to make positive and inclusive decision for both teacher, children, and their families

11. Irini Mikhael Chief Operating Ofﬁcer Lullaboo Nursery & Childcare Centre Halim Mikhael President & CEO Lullaboo Nursery & Childcare Centre

12. C hildren require a good environment and proper nurturing for them to blossom into their whole potential. It is crucial for children to inculcate the principles that eventually develop values. Especially in the initial stages of toddlerhood, when children are particularly vulnerable, they can’t be left alone without supervision. As a result, many working parents often find themselves availing of daycare facilities to leave their children in the care of trusted adults and safe environments. But what does a secure and nurturing childcare look like? When 25-year-old Irini Mikhael was looking for a daycare establishment nearby; she wasn’t happy with the services being offered. Being an engineer, she decided to come up with her solution instead. Irini, along with her husband Halim Mikhael, built and designed the first headquarters of Lullaboo Nursery and Childcare Centre in Richmond Hill, Ontario. Almost 14 years later, Lullaboo has fourteen locations scat- tered in the Greater Toronto Area, with construction on more locations underway. Currently, Irini is the Chief Operating Officer, and Halim is the President and CEO of Lullaboo along 450 Lullabooian staff. Lullaboo’s environment facilitates learning opportunities while supporting the social, emotional, cognitive, and physical development of children. Its philosophy is based on child development principles, centering on the concept of interaction and exploration during play as a natural way of learning. Its teacher-supported environment engages children learning experiences and fosters healthy self-esteem in each child, providing a sense of belonging, well-being, and the ability to express themselves. Lullaboo believes that children deserve to be surrounded by knowledge- able and qualified educators. Irini and Halim Mikhael, in an exclusive interview with CIOLook, define what a nurturing childcare environment looks like. Below are its excerpts: Brief us about your career path as a staunch woman leader up until your current position at your organization. What were the challenges that you had to overcome to scale your progress? The biggest challenge was the municipalities and the red tape within them. We needed to get permits from

13. municipalities and cities in order for us to be able to build the centers faster. For example, in the city of Brampton, it took us four years to get a building permit for one of our locations. Obtaining a building permit shouldn’t take four years. Tell us more about Lullaboo Nursery and Child Care Center, highlighting its mission and vision. Lullaboo is a service community. Therefore, anywhere that we go, we are the cornerstone of that community and ensure to fulﬁl the crucial need of the families. We work to make sure that we can look after the kids while the parents can worry- free do their jobs and go to work. What do you believe is the signiﬁcant factor for the woman and business arena, and what is the most important aspect of your success that adds to this fundamental? Any leader, woman or man, especially over the last few years and over COVID, has to understand the reasoning behind their business existence. Once they have that foundation, then they’re able to push through to make sure that their services or their business are meeting those criteria for their existence. We had to pivot quite a lot during the pandemic and through the last few years. Initially, we operated as emergency care, where we open 24-hour days for frontline employees. Even our interaction with children had to evolve along with the toys that were used in the classroom, our teaching methodology, our grouping of children – everything. We learned that without the entrepreneurial spirit and the ability to envision how to provide the services, you wouldn't be able to survive or embrace these changes. Therefore, it's crucial to know your core reason of existence and then work toward achieving it. Enlighten us on how you have impacted the education and development industry through your expertise in the niche. Being a premier educational institution, you start from the ground up and create something that you believe in wholeheartedly. And you do it for the better good. It’s not just a business that exists to just make money. It is something that is there for advancing and to better the next generation and to see how you can impact the next generation. Naturally, when you do that well, everything else will come together, and the whole- hearted passion that you have becomes evident to everybody that crosses your path. What strategies do you implement to promote gender diversity for various leadership positions at your organization? We have a problem with gender diversity because childcare is mostly for women, as 90% of our workforce

14. are women. So, I think in terms of gender diversity, we have a lot of opportunities. We have a unique experience living and operating Lullaboo in the GTA, were we live and embrace diversity. We are very strong is bringing ethnic and cultural diversity and are able to represent the community we are in at each center. When we sit down to make decisions and we are at the same table with managers from different parts of the world yet all live in the GTA, we’re able to cater and make decisions to help children from all parts of the world that also live in the GTA. Our children in the center are mostly in Ontario, which is an extremely diverse place. In order to be able to service our children’s needs and understand their cultural diversity at the management level, we do need that cultural diversity to shine through. I think that’s our strength. When we sit down in one of our meetings, it’s like the world meeting is gathering. What values do you incorporate to enhance the work culture of Lullaboo Nursery and Childcare Center? Halim: Making sure that everybody is there for the right reason. We started this business to make sure that we can trust our own children into this institution into every classroom and with every teacher. It’s the same values and attributes that we look for in everybody else. Do we have that trust in the person? Do they share the same values, the same regard of children’s capabilities and potential that we would trust our own children with? Those types of values are very important in the industry as we’re dealing with vulnerable children that need to be cared for. What according to you, could be the next signiﬁcant change in the education and development sector? How you both are preparing for the change? A lot of government regulations as childcare is a very regulated environment. One of the biggest factors we’re dealing with in Canada is universal childcare and access to affordable daycare. The biggest issue for next couple of years will be going through that exercise with the rest of the country to ensure that childcare is affordable and daycare maintains a high-quality atmosphere and high-quality environment and curriculum. In order to navigate these challenges for the upcoming years, business fundamentals like economies of scale and proactive efﬁciency will be very important. This is along with the technology that has sprung up. Every child nowadays knows how to use an iPad, which can be both good and bad for any child. So, it is critical to ensure that the technology we have at our disposal is being used for good. We also have to make sure that while children use technology, they understand these are tools to be used in their education and not something to become dependent on.

15. Where do you envision yourself in the long run, and what are your future goals for Lullaboo Nursery and Childcare Center? Halim: Our company’s current objective is to reach 25 locations by 2025. To achieve that goal, it would be crucial to show the scalability of our operations over the next couple of years. After that, we’ll be able to expand in other areas while making sure that we continue to educate children and deliver the curriculum that beneﬁts that we bring to children in all of our markets. Irini: Additionally, it is important to ensure that children with exceptional needs are well integrated within our facilities. We really strive to make sure that we are diverse in every aspect, including children with special needs. We are also very strong leaders with the SickKids Foundation. We have committed a million dollars of donation by 2025 to the foundation. Thus, it kind of goes together; we are striving for 25 locations by 2025 and donate a million dollars to the SickKids Foundation in Ontario. What advice would give to the next generation of former leaders willing to venture into the modern business area right now? I think one advice that entrepreneur needs ﬁnd your personal why, then wake every morning to see how you can achieve it? Learn from your mistakes, and create a safe environment for yourself and others around you to. Once you do that you will achieve great things. Passion is always greater than goals. So, make sure that you are passionate about what you are doing, and you’ll always make the right decision in achieving your goals.

16. Adeshina Adewumi Scaling Up the Future of Africa he pandemic brought an unfamiliar situa on to the Tfore. People had to stay at home and could venture out in only dire circumstances. This meant anything and everything had to be ordered online. Small businesses and mom & pop stores had to grapple with online orders and home deliveries, something which they hadn't had to deal with before. Raising enough capital to scale and meet the rising demand became an issue. However, Adeshina Adewumi came up with a solu on to scale and meet the challenge with fiscal reliability. He founded Trade Lenda to provide digital financial services for MSMEs, suppor ng their growth and enabling access to market and finance across emerging markets. Adeshina is a seasoned entrepreneur who understands that capacity development must meet a funding gap that exists in Africa. He has served as a Partner with Ap ve Capital, a US-based $ 1 million por olio Fund Company commi ed to suppor ng entrepreneurs in capacity development and funding across Africa, with seven por olio companies receiving funding between 2020 and 2021. Adeshina is commi ed to driving posi ve change, promo ng sustainable development goals, and capacity development through various programs in Nigeria, Africa, and the Globe. He is a member of the Nigerian Ins tute of Management, the Ins tute of Management Consultants, and several other associa ons. He ac vely volunteers to facilitate courses on innova on and crea vity for fresh graduates in partnership with the Knowledge Exchange Center; a Nigerian non-profit focused on bridging the knowledge gap of fresh graduates and crea ng job opportuni es for all. He is also a mentor with the Tony Elumelu Founda on, where he supports various emerging entrepreneurs across Africa. Adeshina Adewumi in an exclusive interview with CIOLook, shares his dedica on to make Africa a leader on the global stage. Below are the highlights: Brief our audience about your journey as a business leader un l your current posi on at Trade Lenda. What challenges have you had to overcome to reach where you are today? Before venturing into Entrepreneurship, I had the opportunity to work in academia; then, I moved on to work with Stanbic IBTC Group within the Wealth Management and Bank subsidiaries. I previously founded One Kiosk in 2019 to support Micro, Small, and Medium Scale enterprises to achieve scale online. In 2020, we observed a soaring increase in the adop on of e-commerce channels among users due to the pandemic. Suppor ng over 14,000 MSMEs at the me and seeing the gross merchandise value (GMV) growing from just less than $100,000 monthly to over $1 million showed the real poten al of basic essen als commodi es and goods via e- commerce. However, with the growth in customers' orders, MSMEs struggled to meet the corresponding growth. Could this be that MSMEs do not want to grow as fast as opportuni es are available to them? A closer look and engagement led to the realiza on that most businesses were unable to access credit to grow even when they showed the capacity or had invoices to make some supplies that could increase their revenue poten al. By 2021, we decided to put all our learnings together. We formed a team with experience cu ng across the Supply value chain, Retail, Credit, and Technology to make a difference, and we have never looked back since then. www.ciolook.com | January 2023 | 14

17. Digital lending space for MSMEs is driving ﬁnancial inclusion and delivering solu ons to real problems faced by many businesses in Sub-Saharan Africa. We provide mely and aﬀordable credit for MSMEs in emerging markets to avoid missed opportuni es. “ “ Adeshina Adewumi CEO Trade Lenda www.ciolook.com | January 2023 | 15

18. Tell us something more about Trade Lenda and its mission and vision. Our vision is to become Africa's No1 Digital Financial service solu on for Commerce and Trade, suppor ng MSMEs' access to mely credit and other financial services to grow and create jobs across emerging markets. Our mission is to develop fast, efficient, and inclusive solu ons capable of driving financial inclusion for MSMEs across emerging markets and posi on us as role models and market leaders within the first five years of opera ons while building with the utmost professional and ethical standards and building an enduring ins tu on. Enlighten us on how you have impacted the Financial Services Industry through your exper se in the market. Digital lending space for MSMEs is driving financial inclusion and delivering solu ons to real problems faced by many businesses in Sub-Saharan Africa. My team brings our wealth of experience spanning over two decades across technology and the financial service space to provide mely and affordable credit for MSMEs in emerging markets to avoid missed opportuni es. Describe in detail the values and the work culture that drives Trade Lenda. At Trade Lenda, we have built a culture of family, loyalty, service, and excellence. This encourages everyone to feel valued and appreciated. It drives innova on, outstanding efforts, and service to our customers and all stakeholders. I am a strong believer in leadership by example, and as such, I maintain an open-door policy which allows members of the team to ques on any area which they feel needs to be changed to get posi ve results for the team. Every member is empowered to produce results. Undeniably, technology is playing a significant role in almost every sector. How are you leveraging technological advancements to make your solu ons resourceful? We are a Fintech, so already fully digital and do not operate tradi onally. We have built a proprietary credit framework while leveraging exis ng infrastructures and partners for underwri ng our users. What, according to you, could be the next significant change in the Financial Services Industry? How is Trade Lenda preparing to be a part of that change? Trade Lenda is well-posi oned for the next phase of financial services. Every sector today needs financial services in what we call embedded finance. For us at Trade Lenda, we see this, and this is in line with our long-term goals to be that plugin to help various partners that we currently support and various manufacturers and commodity players offer credit to their customers using our API call. Where do you envision yourself to be in the long run, and what are your future goals for Trade Lenda? We are developing ourselves as the Digital Bank for MSMEs across emerging markets while providing credit for the underserved across various markets (developed and emerging). What would be your advice to budding entrepreneurs who aspire to venture into the Financial Services Industry? The financial service industry is robust and unique. Pay a en on to details, cyber security, and regulatory frameworks. Build and scale quickly. www.ciolook.com | January 2023 | 16

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21. Leadership A ributes Five Skills that Next-Generation Leaders Need n today's rapidly changing and competitive world, Iinnovation has become a key driver of success for organizations. Innovative leaders are those who are able to create and implement new ideas, products, and services that drive growth and create value for their organizations. These leaders possess a unique set of traits and skills that enable them to navigate complex and uncertain environments, identify new opportunities, and inspire others to achieve breakthrough results. The traits of innovative leaders can vary, but some common characteristics include creativity, curiosity, risk-taking, flexibility, and vision. These leaders are not afraid to challenge the status quo, question assumptions, and experiment with new ideas and approaches. They are able to think outside the box, see possibilities where others see limitations, and inspire their teams to achieve ambitious goals. In today's fast-paced and rapidly changing business landscape, the next generation of leaders must possess a diverse range of skills to succeed. These skills go beyond traditional leadership traits such as communication and problem-solving and encompass a broader set of abilities that are essential for navigating the challenges of the 21st century. Here are five skills that next-generation leaders need to succeed: that Next-Generation Five Skills Five Skills Five Skills Leaders Need Leaders Need Leaders Need Digital Literacy Next-generation leaders must be digitally literate to lead their organizations effectively. This includes understanding how to leverage technology to improve business processes, data analytics, and cybersecurity. They must also be able to anticipate emerging trends and technologies that could disrupt their industries. Digital literacy enables individuals to communicate more effectively using digital technologies such as email, messaging apps, social media, and video conferencing. This can facilitate remote work, collaboration, and knowledge sharing across geographic boundaries. Digital literacy allows individuals to access vast amounts of information online, including educational resources, news, and research. This enables individuals to stay informed and keep up-to-date with the latest trends and developments in their fields of interest. Cultural Competence In today's globalized world, next-generation leaders must be culturally competent. They must be able to work effectively with people from diverse backgrounds and understand the unique challenges and www.ciolook.com | January 2023 | 19

22. Learning Agility Next-generation leaders must have learning agility, which is the ability to adapt to new situations and learn quickly. They must be able to think critically and solve complex problems in a rapidly changing environment. This requires being open to new ideas, taking risks, and being willing to experiment and learn from failure. Learning agility can enhance an individual's leadership effectiveness by enabling them to learn and adapt quickly to new situations and challenges. It involves being able to inspire and motivate others, build strong relationships, and communicate effectively to achieve shared goals. Learning agility can foster innovation and creativity by encouraging individuals to think outside the box, challenge assumptions, and explore new possibilities. It involves being curious, seeking out new ideas and perspectives, and applying creative thinking to achieve breakthrough results. Conclusion The next generation of leaders will face a host of challenges that require a diverse set of skills. They must be digitally literate, culturally competent, emotionally intelligent, strategic thinkers, and possess learning agility. These skills are essential for navigating the complexities of the modern business landscape and building successful organizations that thrive in the 21st century. By developing these skills, next-generation leaders can position themselves and their organizations for success in the years ahead. opportunities that arise in different cultural contexts. This includes being able to communicate effectively across language barriers and understanding the importance of diversity and inclusion in the workplace. Cultural competence enables individuals to communicate and collaborate more effectively with people from diverse cultural backgrounds. It enhances their ability to understand and respect cultural differences, avoid misunderstandings, and build stronger relationships with others. Cultural competence can also facilitate personal and professional growth by expanding individuals' horizons, challenging their assumptions and biases, and exposing them to new experiences and perspectives. It can increase individuals' self-awareness and empathy, which can improve their relationships with others and enhance their leadership capabilities. Emotional Intelligence Next-generation leaders must possess emotional intelligence, which is the ability to understand and manage their emotions and those of others. This includes being able to empathize with team members, manage conﬂicts effectively, and provide constructive feedback. Emotional intelligence is crucial for building strong relationships and motivating team members. Strategic Thinking Next-generation leaders must be strategic thinkers who can anticipate future trends and opportunities. They must be able to develop and execute long-term plans that align with their organizations' goals and objectives. Strategic thinking involves a deep understanding of market trends, customer needs, and industry dynamics. Strategic thinking enables individuals to make better decisions by considering multiple factors and potential outcomes. It involves analyzing data, assessing risks, and weighing options to identify the most effective course of action. Strategic thinking can provide individuals and organizations with a competitive advantage by enabling them to anticipate and respond effectively to market trends and customer needs. It involves identifying unique strengths, differentiating from competitors, and building sustainable competitive advantages. www.ciolook.com | January 2023 | 20

24. Envisioning the Future of Business with Digital Transformation Dan Jeavons ometimes you find what you are meant to do by Seliminating all the things you can't do. Dan Jeavons puts it this way "In finding out what I wasn't, I found out what I was." He wasn't the best programmer, but what he was good at was finding patterns from large quantities of data. Dan is currently the Vice President of the Computational Science & Digital Innovation department at Shell. He is a key contributor to Shell's digitalization program. Since he started his own team at Data Science Centre of Excellence in 2013, its work has won multiple awards, one of which was Constellation Research's Supernova Awards in the Data to Insights category. Dan is recognized for his industry-leading work in the area of Digital Transformation. He was part of the team which developed the Shell.ai brand, which is now externally recognized. His team's work and impact have been regularly publicized in mainstream journals like Forbes, the Wall Street Journal, and the Financial Times. He has also developed effective technology partnerships with Microsoft and others, contributed to Shell's strategic alliance, and coordinated with Baker Hughes & C3.ai leading to the announcement of the Open AI Energy Initiative (OAI) in 2021. Dan is passionate about Big Data, Data Science, and AI. He also has extensive experience in business process redesign, business transformation, and change. In 2020 he was listed in the Constellation Research #BT150 and Truata's Top 100 Data Visionaries. Dan Jeavons, in an exclusive interview with CIOLook, shares how dancing to his own tune has led him to success. Below are the highlights: Dan, please brief our audience about your journey as a business leader until your current position at Shell. What challenges have you had to overcome to reach where you are today? I knew I was never going to be the best coder but being aware of what I am not so good at is actually a superpower. From early in my career, I could see others around me who were better at what they were doing. So, in finding out what I wasn't, I found out what I was - good at distilling large quantities of information and then making the connections. Now I'm part of a team leading Shell's digital transformation, which is playing an integral part in our net-zero ambition. My team is a core part of a traditionally slow-moving business – but one that is changing rapidly. And digital plays an increasingly important role. We've found that the ability to take large quantities of information – or data – and look for patterns and, in some cases, embed these insights software applications has delivered material impact for our business. Taking large quantities of information or data, looking for patterns and using those insights to transform business processes has been the key reason for the success of my team. “ “ “ “ www.ciolook.com | January 2023 | 22

25. Dan Jeavons VP Computational Science & Digital Innovation Shell www.ciolook.com | January 2023 | 23

26. optimization are as relevant to wind farms, solar farms, battery storage, and hydrogen facilities as they are to gas plants and refineries. Using data around the use of electric vehicles means charging can be optimized to place less burden on the grid for example. Shell is also using blockchain to trace and verify the provenance of energy created from renewable sources – so energy users know where their energy has come from. And a recent pilot project is Avelia – a blockchain project between Shell, Accenture, and American Express Global Business Travel which is aimed at increasing the availability and use of sustainable aviation fuel. We work a lot with others companies. Microsoft, C3.ai, Baker Hughes, and Shell are founding members of the Open AI Energy Initiative. This first-of-its-kind program shares AI knowhow and finds ways to exchange digital technology to help solve tough problems within the energy industry – making sure assets run as efficiently as possible and improving maintenance, for example. What, according to you, could be the next significant change in your sector? How is your company preparing to be a part of that change? I believe that the two mega trends – that of the energy transition and digitalization are intertwined. Both are expected to have a profound impact on the way everyone lives their lives. I believe that technological innovation is key to help us make the massive changes needed. Deep decarbonization of energy infrastructure and consumption would not be possible without a comprehensive digital transformation through the entire energy value chain. I am not advocating that digital technology can solve the world's energy problems. But I am convinced that digital technology is one of the major levers to pull in the drive towards a net-zero future. AI itself will not abate emissions. It is an enabling technology, versatile by essence; it allows new ways of working, which can have a systemic impact in transforming and decarbonizing the energy system. Tell us something more about your company and its mission and vision. Shell is an international energy company whose purpose is to power progress together with more and cleaner energy solutions. Shell uses innovative and advanced technologies to produce and distribute energy in more efficient, reliable and sustainable ways. Digital technology is making our existing operations more effective and efficient, helping to offer our customers lower-carbon solutions. Describe in detail the values and the work culture that drives your organization. For me, it has always been about being part of a viral movement, growing from the bottom up. At the start, we were a really small group about five or six of us dancing on our own within Shell, like that YouTube video where a man is dancing on his own, and then there are two people, then four and so on all in sync. In 2013, I began building a team to see how Shell could reap more value from advanced analytics. I had help from some pretty visionary executives. I hired a statistician and an engineer, and we started building stuff. A lot of it failed but I was given the time to try, and also smash into a few walls – eventually, one worked. That project paid for itself in six weeks. Suddenly we went from 'Dan's little hobby horse' to: 'OK, this is actually saving us money...' When you're dealing with a sector that has to think about safety every waking moment, you need a safe place to experiment with doing things differently. A sandbox – where it's OK to fail. In the past, there were empirical models, where data came from watching what had happened and then applying lessons of the past to fix problems of the future. Now, with digital twins, it is possible to create an exact replica of a plant or facility virtually. Play the scenario and see the outcomes. Rewind then play again with a different set and scenarios, and keep doing this until we get it right. Undeniably, technology is playing a significant role in almost every sector. How are you leveraging technological advancements to make your solutions resourceful? Digitalization is one of the key ways to accelerate the energy transition because reliability, integrity and www.ciolook.com | January 2023 | 24

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29. Developing Leaders D eveloping a successful leadership program can be a challenging task, but it is essential for building a strong and effective leadership team. A well-designed leadership program can help identify and develop the skills, knowledge, and attributes needed to lead and manage people and organizations effectively. Here are some steps to help you develop a successful leadership program: Define your objectives: The first step in developing a successful leadership program is to define your objectives. Identify what you hope to achieve through the program, such as developing specific skills or competencies, building a pipeline of future leaders, or enhancing employee engagement and retention. Identify your target audience: Determine who the program is intended for and what level of leadership experience they have. Consider the specific needs and challenges of your target audience, and tailor the program accordingly. Design the program: Develop a comprehensive curriculum that includes a mix of classroom instruction, coaching and mentoring, experiential learning, and feedback mechanisms. Ensure that the program is aligned with your organization's goals and values, and that it supports your overall talent management strategy. www.ciolook.com | January 2023 | 27

30. Select the right instructors: Identify instructors who are experienced in leadership development and have a proven track record of success. Ensure that they have the necessary skills and expertise to deliver the program effectively and engage participants. Implement the program: Once the program is designed and instructors are selected, implement the program and communicate its objectives and benefits to participants. Provide ongoing support and resources to participants, such as coaching, mentoring, and networking opportunities. Measure and evaluate the program: Continuously monitor and evaluate the program's effectiveness in achieving its objectives. Use data and feedback from participants to make improvements and ensure that the program is delivering value to your organization. Maintain momentum: Keep the momentum going by promoting a culture of continuous learning and development. Encourage participants to apply what they have learned in their daily work, and provide opportunities for ongoing learning and growth. A successful leadership program requires careful planning, design, and implementation. By defining your objectives, identifying your target audience, designing a comprehensive curriculum, selecting the right instructors, implementing the program, measuring and evaluating its effectiveness, and maintaining momentum, you can create a leadership program that supports your organization's goals and helps develop the next generation of leaders. Developing a pipeline of future leaders: A well- designed leadership program can help identify and develop employees who have the potential to become future leaders. This can help organizations build a strong talent pipeline and ensure a smooth transition of leadership as senior executives retire or move on. A pipeline of future leaders ensures that an organization has a pool of talented individuals who are ready to take on leadership roles when senior executives retire or move on. This helps ensure a smooth transition of leadership and reduces the risk of disruption to the organization. When an organization has a pipeline of future leaders, it reduces the need for external recruitment to fill leadership positions. This can help save on recruitment costs and ensure that new leaders are aligned with the organization's culture and values. Developing a pipeline of future leaders helps ensure that an organization has a strong leadership team in place to drive organizational performance. This can help improve productivity, profitability, and overall organizational success. Improved employee retention: When employees feel valued and see opportunities for growth and development within an organization, they are more likely to stay with that organization. A successful leadership program can help increase employee engagement and retention, which can in turn reduce turnover costs and improve organizational performance. Enhanced organizational performance: Effective leadership is essential for driving organizational performance. A successful leadership program can help develop the skills and knowledge needed to lead and manage people and organizations effectively, which can in turn improve productivity, profitability, and overall organizational success. Increased innovation and creativity: Leaders who are trained in innovation and creativity can help drive innovation within the organization. A successful leadership program can help develop the skills and mindset needed to think outside the box, challenge the status quo, and identify new opportunities for growth and innovation. Improved communication and collaboration: A successful leadership program can help develop the communication and collaboration skills needed to build strong teams and foster a culture of collaboration. This can help improve employee engagement, reduce conflict, and improve overall organizational performance. In summary, a successful leadership program can have a significant impact on an organization's success, from developing a pipeline of future leaders to improving employee retention, enhancing organizational performance, increasing innovation and creativity, and improving communication and collaboration. Investing in a successful leadership program can pay dividends for years to come. www.ciolook.com | January 2023 | 28

32. www.ciolook.com

The 10 Most Visionary Leaders To Watch 2023, January2023.pdf

The 10 Most Visionary Leaders To Watch 2023, January2023.pdf

The 10 Most Visionary Leaders To Watch 2023, January2023.pdf

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