Entrepreneurs are not immune to blind spots that can slow progress and threaten the survival of their ventures. Typical blind spots include unwavering beliefs in things that are no longer true, underestimating gaps in knowledge, and being unaware of critical knowledge gaps. To mitigate these blind spots, entrepreneurs should understand potential blind spots, develop clear mitigation plans, and continually investigate and assess blind spots by embedding their evaluation into leadership activities. Doing so can provide advance warning to respond appropriately to impending consequences of blind spots.
In the open market, the train of thought that goes
from Competition to “Advantage” to “Special”
runs at over 100mph to Design.
But if competitiveness is likely
to come from design that way,
why aren't more companies already good at it?
The dark side of enterprise silos may the fusion be with you v 2.0Freddie McMahon
This paper was originally produced as a contribution to the “Beyond Bureaucracy Challenge”, which was aimed at management innovators from around the world to share their most progressive practices and disruptive ideas around three goals:
● Making organizations more inspiring and engaging with everyone aligned by a deeply-felt sense of purpose to inspire and unleash imagination, initiative, and energy from every quarter.
● Developing an outside-in orientation that eliminates the gaps between “sense” and “respond”, to inject the voice of the customer and other relevant stakeholders into every decision, and to make the insights and observations of every individual—from edge to edge—matter.
● Managing without managers to reduce the performance drag of top-heavy management structures, replace “manager-management” with a more agile self- and peer-management, and replace rigid hierarchy with a vibrant social system.
Many of us have experienced the frustrations of working inside organisations: the lack of inspiration and engagement; the widening gap between sensing early and responding quickly; and the constraints of top-heavy management structures and administration. The impact of these frustrations has created unprecedented stress to individuals, whilst suppressing competitive and innovative growth, which creates even further stress to us all. The arch-enemy to the democratisation of the organisation is the enterprise silos that protect all those that do not want transparency or are simply too afraid to adapt. The pent up frustrations of so many people is ready to vent against the dark side of silos. Such an emotive outburst en masse when combined with the emerging shift towards the Social Enterprise, being advocated by leading cloud players, could lead to more change to the enterprise in the next five years compared to the past thirty years.
In the open market, the train of thought that goes
from Competition to “Advantage” to “Special”
runs at over 100mph to Design.
But if competitiveness is likely
to come from design that way,
why aren't more companies already good at it?
The dark side of enterprise silos may the fusion be with you v 2.0Freddie McMahon
This paper was originally produced as a contribution to the “Beyond Bureaucracy Challenge”, which was aimed at management innovators from around the world to share their most progressive practices and disruptive ideas around three goals:
● Making organizations more inspiring and engaging with everyone aligned by a deeply-felt sense of purpose to inspire and unleash imagination, initiative, and energy from every quarter.
● Developing an outside-in orientation that eliminates the gaps between “sense” and “respond”, to inject the voice of the customer and other relevant stakeholders into every decision, and to make the insights and observations of every individual—from edge to edge—matter.
● Managing without managers to reduce the performance drag of top-heavy management structures, replace “manager-management” with a more agile self- and peer-management, and replace rigid hierarchy with a vibrant social system.
Many of us have experienced the frustrations of working inside organisations: the lack of inspiration and engagement; the widening gap between sensing early and responding quickly; and the constraints of top-heavy management structures and administration. The impact of these frustrations has created unprecedented stress to individuals, whilst suppressing competitive and innovative growth, which creates even further stress to us all. The arch-enemy to the democratisation of the organisation is the enterprise silos that protect all those that do not want transparency or are simply too afraid to adapt. The pent up frustrations of so many people is ready to vent against the dark side of silos. Such an emotive outburst en masse when combined with the emerging shift towards the Social Enterprise, being advocated by leading cloud players, could lead to more change to the enterprise in the next five years compared to the past thirty years.
This Thought Leadership Paper explores how Small and Large companies might work together more effectively by setting out what each side needs to understand about the other. It seeks to communicate what makes a successful collaboration
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
An overview of the challenges and options business owners in the graphic arts space are facing with the transformation taking place in today's industry.
11215, 910 AMStrategies for Learning from FailurePage 1.docxdrennanmicah
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 1 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
LEADERSHIP
Strategies for Learning from
Failure
by Amy C. Edmondson
FROM THE APRIL 2011 ISSUE
The wisdom of learning from failure is incontrovertible. Yet organizations that do itwell are extraordinarily rare. This gap is not due to a lack of commitment tolearning. Managers in the vast majority of enterprises that I have studied over the
past 20 years—pharmaceutical, financial services, product design, telecommunications, and
construction companies; hospitals; and NASA’s space shuttle program, among others—
genuinely wanted to help their organizations learn from failures to improve future
performance. In some cases they and their teams had devoted many hours to after-action
reviews, postmortems, and the like. But time after time I saw that these painstaking efforts
led to no real change. The reason: Those managers were thinking about failure the wrong
way.
https://hbr.org/topic/leadership
https://hbr.org/search?term=amy+c.+edmondson
https://hbr.org/
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 2 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
Most executives I’ve talked to believe that failure is bad (of course!). They also believe that
learning from it is pretty straightforward: Ask people to reflect on what they did wrong and
exhort them to avoid similar mistakes in the future—or, better yet, assign a team to review
and write a report on what happened and then distribute it throughout the organization.
These widely held beliefs are misguided. First, failure is not always bad. In organizational
life it is sometimes bad, sometimes inevitable, and sometimes even good. Second, learning
from organizational failures is anything but straightforward. The attitudes and activities
required to effectively detect and analyze failures are in short supply in most companies,
and the need for context-specific learning strategies is underappreciated. Organizations
need new and better ways to go beyond lessons that are superficial (“Procedures weren’t
followed”) or self-serving (“The market just wasn’t ready for our great new product”). That
means jettisoning old cultural beliefs and stereotypical notions of success and embracing
failure’s lessons. Leaders can begin by understanding how the blame game gets in the way.
The Blame Game
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 3 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
Failure and fault are virtually inseparable in most households, organizations, and cultures.
Every child learns at some point that admitting failure means taking the blame. That is why
so few organizations have shifted to a culture of psychological safety in which the rewards
of learning from failure can be fully realized.
Executives I’ve interviewed in organizations as different as hospitals and investment banks
.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
In virtually every decision they make, executives today consider som.pdfaswrd
In virtually every decision they make, executives today consider some kind of forecast. Sound
predictions of demands and trends are no longer luxury items, but a necessity, if managers are to
cope with seasonality, sudden changes in demand levels, price-cutting maneuvers of the
competition, strikes, and large swings of the economy. Forecasting can help them deal with these
troubles; but it can help them more, the more they know about the general principles of
forecasting, what it can and cannot do for them currently, and which techniques are suited to
their needs of the moment. Here the authors try to explain the potential of forecasting to
managers, focusing special attention on sales forecasting for products of Corning Glass Works as
these have matured through the product life cycle. Also included is a rundown of forecasting
techniques.
Strategic planning focuses largely on managing interaction with environmental forces, which
include competitors, government, suppliers, customers, various interest groups and other factors
that affect your business and its prospects. Your ability as a small business owner-manager to
deal with these groups will vary widely depending on the group and on the timing. Also, you
may be able to get more of what you want from a supplier than from a competitor (although size,
distance, the percentage of the supplier\'s business you represent and your record of
dependability as a customer can affect this relationship). How you manage these and other
relationships is one of the decisions you will make during the strategic planning process.
Because of major changes in the business environment, your familiarity with strategic planning
and your ability to implement it is critical. At one time, business owner-managers assessed the
environment on a continuum that ran between very stable and very unstable. Businesses, such as
the producers of automobiles, furniture and other consumer goods, operated in a relatively stable
and predictable world. This also was true of many service firms, such as banks and savings and
loans. Typically, the environment included competition that was limited to a stable group of
competitors, loyal customers and a relatively slow transfer of information. Many small
businesses could thrive in this environment. Other small investors entered fields such as
xerography, computers and computer component production, software design and chemical
research. Some of these grew rapidly, becoming names with which we all are familiar: Xerox,
IBM, Apple and Microsoft. But many more failed.
Today, experts agree that more businesses face an unstable business environment. Improvements
in information processing and telecommunications have made major changes in most industries.
Along with this, improvements in transportation and the growth of foreign economies
(specifically in Europe and Asia) have created a global marketplace and redefined certain
industries. In addition, as consumers are exposed to more choices, loy.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
This Thought Leadership Paper explores how Small and Large companies might work together more effectively by setting out what each side needs to understand about the other. It seeks to communicate what makes a successful collaboration
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
An overview of the challenges and options business owners in the graphic arts space are facing with the transformation taking place in today's industry.
11215, 910 AMStrategies for Learning from FailurePage 1.docxdrennanmicah
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 1 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
LEADERSHIP
Strategies for Learning from
Failure
by Amy C. Edmondson
FROM THE APRIL 2011 ISSUE
The wisdom of learning from failure is incontrovertible. Yet organizations that do itwell are extraordinarily rare. This gap is not due to a lack of commitment tolearning. Managers in the vast majority of enterprises that I have studied over the
past 20 years—pharmaceutical, financial services, product design, telecommunications, and
construction companies; hospitals; and NASA’s space shuttle program, among others—
genuinely wanted to help their organizations learn from failures to improve future
performance. In some cases they and their teams had devoted many hours to after-action
reviews, postmortems, and the like. But time after time I saw that these painstaking efforts
led to no real change. The reason: Those managers were thinking about failure the wrong
way.
https://hbr.org/topic/leadership
https://hbr.org/search?term=amy+c.+edmondson
https://hbr.org/
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 2 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
Most executives I’ve talked to believe that failure is bad (of course!). They also believe that
learning from it is pretty straightforward: Ask people to reflect on what they did wrong and
exhort them to avoid similar mistakes in the future—or, better yet, assign a team to review
and write a report on what happened and then distribute it throughout the organization.
These widely held beliefs are misguided. First, failure is not always bad. In organizational
life it is sometimes bad, sometimes inevitable, and sometimes even good. Second, learning
from organizational failures is anything but straightforward. The attitudes and activities
required to effectively detect and analyze failures are in short supply in most companies,
and the need for context-specific learning strategies is underappreciated. Organizations
need new and better ways to go beyond lessons that are superficial (“Procedures weren’t
followed”) or self-serving (“The market just wasn’t ready for our great new product”). That
means jettisoning old cultural beliefs and stereotypical notions of success and embracing
failure’s lessons. Leaders can begin by understanding how the blame game gets in the way.
The Blame Game
11/2/15, 9:10 AMStrategies for Learning from Failure
Page 3 of 20https://hbr.org/2011/04/strategies-for-learning-from-failure
Failure and fault are virtually inseparable in most households, organizations, and cultures.
Every child learns at some point that admitting failure means taking the blame. That is why
so few organizations have shifted to a culture of psychological safety in which the rewards
of learning from failure can be fully realized.
Executives I’ve interviewed in organizations as different as hospitals and investment banks
.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
In virtually every decision they make, executives today consider som.pdfaswrd
In virtually every decision they make, executives today consider some kind of forecast. Sound
predictions of demands and trends are no longer luxury items, but a necessity, if managers are to
cope with seasonality, sudden changes in demand levels, price-cutting maneuvers of the
competition, strikes, and large swings of the economy. Forecasting can help them deal with these
troubles; but it can help them more, the more they know about the general principles of
forecasting, what it can and cannot do for them currently, and which techniques are suited to
their needs of the moment. Here the authors try to explain the potential of forecasting to
managers, focusing special attention on sales forecasting for products of Corning Glass Works as
these have matured through the product life cycle. Also included is a rundown of forecasting
techniques.
Strategic planning focuses largely on managing interaction with environmental forces, which
include competitors, government, suppliers, customers, various interest groups and other factors
that affect your business and its prospects. Your ability as a small business owner-manager to
deal with these groups will vary widely depending on the group and on the timing. Also, you
may be able to get more of what you want from a supplier than from a competitor (although size,
distance, the percentage of the supplier\'s business you represent and your record of
dependability as a customer can affect this relationship). How you manage these and other
relationships is one of the decisions you will make during the strategic planning process.
Because of major changes in the business environment, your familiarity with strategic planning
and your ability to implement it is critical. At one time, business owner-managers assessed the
environment on a continuum that ran between very stable and very unstable. Businesses, such as
the producers of automobiles, furniture and other consumer goods, operated in a relatively stable
and predictable world. This also was true of many service firms, such as banks and savings and
loans. Typically, the environment included competition that was limited to a stable group of
competitors, loyal customers and a relatively slow transfer of information. Many small
businesses could thrive in this environment. Other small investors entered fields such as
xerography, computers and computer component production, software design and chemical
research. Some of these grew rapidly, becoming names with which we all are familiar: Xerox,
IBM, Apple and Microsoft. But many more failed.
Today, experts agree that more businesses face an unstable business environment. Improvements
in information processing and telecommunications have made major changes in most industries.
Along with this, improvements in transportation and the growth of foreign economies
(specifically in Europe and Asia) have created a global marketplace and redefined certain
industries. In addition, as consumers are exposed to more choices, loy.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
1. Every industry has examples of incumbents with seemingly unassailable market positions
who were simply blind-sided by changes in their business. Every one of them felt that they
“were different” and it “couldn’t happen to them.” In telecoms, Nokia lost a seemingly
unassailable position because they were slow to recognize the smartphone opportunity. In
media, Blockbuster and Tower Records did not transition fast enough, or at all, to digital
content consumption trends. Incumbents being blind-sided to change is what creates
opportunities for entrepreneurs with strategic foresight.
However, entrepreneurs must also understand that they are not immune to blind spots either
and, unlike industry incumbents, theirs can have more sudden and brutal consequences.
Blind spots reduce an entrepreneur’s awareness of their competitive environment and
diminish their responsiveness to opportunities and threats. These blind spots can manifest, at
best, as friction slowing down progress and results, and at worst, sow the seeds of a
corrosive, and eventually terminal, company culture. As the consequences of blind spots
present an existential threat, it would be wise for entrepreneurs to recognize typical blind
spots and to put in place structures and mechanisms to mitigate them.
Typical Entrepreneurial Blind Spots
Our understanding is comprised of three building blocks: our beliefs, uncertainties and
unknowns. The critical challenge for entrepreneurs is that the environment they have to
navigate is skewed, by its very nature, towards uncertainties and unknowns.
2. However, typical blind spots can occur across each building block of our understanding:
Unwavering belief in things that are no longer, or never were, true: to quote Mark Twain,
"what gets us into trouble is not what we don't know. It's what we know for sure that just ain't
so." This blind-spot is often the consequence of past successes: we believe that the factors
that drove past success will continue to be the basis for future success. As technology,
competitors and consumer habits evolve, the drivers of past success can increasingly
become redundant. This blind spot is particularly acute for incumbents for whom it is
understandably challenging to focus resources and effort away from an existing cash-cow to
an unproven future prospect. Furthermore, past success tends to be a very poor teacher. We
often misdiagnose the causes underlying our success, resulting in an overemphasis on the
wrong success driver, i.e. marketing prowess or sophisticated technical features, at the
expense of the real competitive differentiator.
Underestimating the importance of gaps in knowledge: This second category of blind
spot derives most often from the background, interest and, ultimately, inflexibility of the
entrepreneur. You will see this in the sales-focused entrepreneur who promises things
without seeming to care much for the details on how things will actually get done. You may
see this in the technical entrepreneur who doesn’t seem to be able to see beyond the
solution he is building to care enough about how this idea will actually become self-
sustaining before the cash is burnt out. Ultimately, this blind spot occurs when the
entrepreneur confuses what they like doing with what is important and/or when they partner
with people with complementary skill sets and just don’t let them do their job.
Being blissfully unaware of critical knowledge gaps: This category of blind spot, by
definition, is the most difficult to address. It is also unavoidable in an entrepreneurial
environment. Entrepreneurs who try to investigate what lies under each possible stone will
find the opportunity has passed them by. In fact, individuals who are uncomfortable with this
3. extreme of uncertainty, complexity and conflict may wish to consider an alternative career.
Most entrepreneurs will just decide to dive right in and hope their executional agility and
blind luck will help them ride out whatever turbulence they encounter. Either one of these
options is fraught with re-work and iteration that the entrepreneur may simply not have the
time, endurance or resources to endure.
Mitigating Entrepreneurial Blind Spots
Step 1: Understand and categorize potential blind spots
The ventures business plan should be the primary source of identifying potential blind spots,
many of which will already be self evident if the business plan was put together with
appropriate rigor. The critical assumptions made in the customer needs, market trends,
operational plan and financial forecasts can easily be translated into potential blind spots for
investigation. It is important to filter all these potential blind spots to focus on the dozen or so
that would have the most catastrophic impact.
Step 2: Develop a clear mitigation plan
The focus list of blind spots then needs to be actioned. It is critical that the understanding
and ongoing evaluation of these blind spots is embedded into day to day activities. Any
potential blind spot in pricing should be the ongoing focus of business development. Any
potential blind spot in user adoption should be center of attention for product development.
By ensuring these blind spots are owned and reviewed by the leadership team on a regular
basis is critical.
Step 3: Continually investigate and assess blind spots
There are a number of resources that could provide invaluable input into the identification,
analysis and mitigation of blind spots. Some of these resources will be “internal”, for example
employees and the board, and some will be more ad-hoc sources, such as investors, advisors
and mentors. However, it is critical the entrepreneur focuses the right questions to the right
audience. Depending in the compositions of various resources,
4. The fast paced and uncertain nature of the entrepreneurial environment will lead to
uncertainties and unknowns. The entrepreneur will not have the luxury of time to analyze and
assess every potential blind spot. Equally, the entrepreneur cannot rely solely on agility to
luck to survive the consequences of adverse blind spots. It is critical for the survival of the
venture that entrepreneurs embrace potential blind spots and embed the ongoing
evaluation and mitigation of these blind spots into the day to day leadership activities. The
greater the advance warning of impending consequences of blind spots, the greater the
ventures agility and luck to appropriately respond.
About the Author: Sohail Gondal, Founder & Managing Partner
Sohail has a proven track record of delivering shareholder value for principal investors through active management of a
portfolio of companies. Over the course of his professional career, Sohail has built new businesses as a founder and
early stage Director, delivered operational and bottom line improvements to companies in Family Office portfolios in
interim positions, restructured or turned around businesses as a CEO and served Boards and CEOs of large
corporations as a strategic advisor.
At home in a broad number of industries, Sohail has a deeper understanding, from a strategic, investment and
operational leadership perspective, across sectors including retail, technology, telecoms, media, education, financial
services and private equity. Sohail holds an MBA from Columbia Business School, a Masters in Industrial Engineering
from the London School of Economics and a bachelors degree with double major in Accounting & Computer Science
from the University of Liverpool.