The equilibrium between productivity and presence is one of the hardest to master in business. For centuries, productivity was presumed to be fueled by segregation of skills, management of autonomies and powered through technology. We are now learning despite the vast investments made, productivity really didn’t pick up more than 2% across the board (see OECD productivity report) and paradoxically, there has been an uptake in workplace statistics suggesting growth in pain and loss of identity across workspaces.

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Every beginning of a new year, one wonders what if we, individually and also as a business community could augment our new years’ resolutions with a higher-order aspiration to evolve our state of “being,” “relating” and “doing” in order to better serve greater humanity? What would that look like in transition?

This year, in particular, the number of articles presented on Times, Economist, WSJ, etc. really made experts in our communities reflect back and discuss on the one big year in business at length. We considered in many occasions what may help the community to overcome absentminded behaviorism we so willingly seem to practice in the eco-system.

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At the Global Drucker Forum in Vienna, Austria, two main topics were discussed in depth: The Power of Ecosystems and Leadership Everywhere – A Fresh Perspective on Management.

It is no secret we live in a globally shared economy and as my dear colleague Hari Abburi likes to say “the lines are (actively) blurring” across the different markets.

What does this truthfully mean though? And how is it related to the ecosystem thinking?

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Have you ever sat across a table from a group of business professionals and thought, “How in the world are we expected to consume the amount of change presented?” No, right? You have no idea what I am talking about…

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We hear more and more about the new world of work, where organizations must learn to adapt to new technologies quickly and innovate or die. Leaders in this new world of work must learn about automation, artificial intelligence and the ever-growing capabilities offered by big data. Everyone in the C-suite is steering through privacy concerns and economic uncertainty, customer expectations and shifting political winds.

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We often fear the unknown.

I, although highly introverted, do not consider myself a timid person nor do I hold a common fear of death or loss. That said, over the years of my professional career, I, too, have found myself in a state of anxiety facing ambiguity and unknown at times. On many occasions, I lost sleep. Other times, I found it necessary to reach out to others, whom I have come to witness behold the kind of wisdom necessary for me to keep my heart open. With collective effort, I gained strength necessary to lean in.

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What keeps certain companies standing strong year after year, while others fall away? While myriad factors contribute to a company’s longevity, the presence—or absence—of caring and compassionate leaders plays a particularly critical role. The future of business requires organizations to adopt a human-centered view of leadership.

In a partnership with LinkedInLearning, we share with you in this course the necessary strategies designed to help you connect to your purpose as a leader and build more sustainable organizations. We provide a historical view of leadership and management and highlight new perspectives that challenge the status quo of work and introduce from our study with Stanford University’s CCARE the core human attributes necessary for human-centered leadership, a set of inside-out interventions for supporting the development of trust-based environments.

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Every Board room I sit in lately, there is reference to the concept of agility.

“We need to be more agile,” C-Suite members say often, “The business is aiming for agility,” says HR Leaders. When we probe on what the concept of agility means, however, we rarely find consistent answers. Further, in discussions, we find agility is often confused with speed of operation or foregoing of organizational structure.

It is critical we acknowledge the birth place of agility and understand how we can best utilize its purpose.

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The emerging contours of the new world of work in the Fourth Industrial Revolution are rapidly becoming reality for millions of workers and companies around the globe. The inherent opportunities for economic prosperity, societal progress and individual flourishing in this new world of work are enormous. To realize them depends crucially on all concerned stakeholders’ ability to instigate reform in skill development systems, labor market policies, employment arrangements and existing social contracts. Catalyzing positive outcomes and a future of good work for all will require bold leadership and an entrepreneurial spirit, as well as an agile mindset of lifelong learning from employees…

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