In this episode, we explore the intense and high-stakes world of corporate restructuring, likening it to open-heart surgery for businesses. The key takeaway is that the structure must always follow strategy, not individual egos. Leaders often make the mistake of designing structures based on personal dynamics rather than business needs, which can lead to inefficiency. The playbook for effective restructuring is swift and ruthless, requiring a clear strategy and minimal transition time. Key steps include keeping management in the dark during design, executing with speed, and providing immediate targets for new roles. The process works best when no layoffs are involved, as restructuring with job cuts requires a different, more sensitive approach. The ultimate goal is to align the structure with strategy and ensure long-term survival.

In this episode, we discuss how organizational structure can become an obstacle in business, as highlighted by the concept of "structure and musical chairs." Too often, companies create structures based on personal egos rather than aligning them with business strategy. The key takeaway is that the structure must reflect the strategy, not accommodate individuals. We also explore the ideal "span of control" for a CEO, which should be 8 to 10 direct reports, to avoid becoming a bottleneck. The episode also covers the importance of giving strategic business units real authority, avoiding the matrix reporting system, and ensuring stability in organizational structure to prevent confusion and inefficiency. Lastly, constant restructuring may indicate deeper strategic issues, not solutions.

In this episode, we discuss five critical pillars where CEOs must take charge of their company's people strategy. First, CEOs must design the organizational structure to align with business strategy, not individual personalities. Second, compensation strategy should include performance-based variable pay, rewarding top talent driving the strategy. Third, the "hit by the bus list" ensures CEOs have immediate successors ready for critical roles. Fourth, culture is shaped by behavior, not just values; CEOs set the tone with their actions. Lastly, communication requires direct, unfiltered interaction with employees, such as monthly town halls, to build trust and alignment. These five pillars are key to creating a thriving, effective organization.

In this episode, we explore the ongoing challenge of work-life balance for senior executives. Many leaders regret not spending enough time with family, and this balance is increasingly important across organizations. Tips for achieving this balance include working smart by prioritizing tasks, delegating, and limiting distractions like excessive emails. Executives should aim to get home on time, protect weekends, and ensure they take their full holiday entitlement. For those who travel, planning flights to maximize family time and disconnecting from work during downtime are essential. Most importantly, CEOs and leaders should protect their personal time, avoid letting work devices control them, and ensure that family moments take priority. After all, life isn’t just about shareholders—it’s about personal fulfillment too.

In this episode, we dive into the essential HR areas CEOs should focus on. First, the CEO must ensure the business structure aligns with the company's strategy, rather than leaving it to HR. When it comes to compensation, CEOs are increasingly driving performance-based pay, with variable compensation playing a key role in meeting market demands. Succession planning is another priority, with the "hit-by-the-bus list" helping CEOs identify critical positions and potential backups. Organizational culture, while often hard to define, is driven by behavior at the top—CEOs must model and reward the desired culture. Finally, regular communication with employees, like monthly town hall meetings, can strengthen leadership and foster a closer connection with the team.

In this episode, we discuss the expanded role of Boards of Directors in human capital management. Boards must balance their involvement in operational management, especially when selecting a CEO. The CEO’s skills should align with the company’s needs—whether for internal transformation or growth. Boards should also avoid allowing new CEOs to bring their “mafia,” which can disrupt company culture. Compensation is another critical factor, where variable pay and ESOPs are used to drive performance. Building a customer-oriented culture starts with the board, influencing the entire organization. In the future, boards in Asia and the Middle East will continue to play a vital role in operational and strategic management, especially in HR governance.

V. Ramkumar, Senior Partner, Cedar Management Consulting International

Murtaza Shaikhally, Partner, Cedar Management Consulting International