Podcasts about Maersk

On this episode of Culture & Compliance Chronicles, Ropes & Gray partner Amanda Raad and Richard Bistrong of Front-Line Anti-Bribery, are joined by Alexandra Belmonte, the chief compliance officer at A.P. Moller - Maersk, where they dive into the power of the innovative Business Compliance Ambassadors (BCA) program at Maersk. Alexandra shares her journey in building a robust global compliance network that marries business and compliance. She emphasizes the importance of starting small and smart, leveraging rising stars, and gaining top management buy-in. 

In this episode of Reimagining Cyber, we set sail into the world of maritime cybersecurity with one of the foremost experts in the field, Dr. Gary Kessler. From GPS spoofing to autonomous vessels, Gary breaks down the evolving threats facing modern ships and ports as they become increasingly digitized and connected. With over 50 years of experience in cybersecurity and a lifelong connection to the water, Gary shares how his career merged passion and profession, leading to groundbreaking research in AIS spoofing and maritime threat mitigation.We explore the real-world cyber risks impacting global logistics, including the infamous 2017 NotPetya attack on Maersk, the rise of ghost and dark fleets, and how pirates are using hacked logistics systems to target high-value cargo. Gary also explains why the term “cybersecurity” may miss the mark—and why protecting the information itself is what really matters.Plus, hear about the upcoming Maritime Hacking Village at DEFCON and how you can get involved. If you're curious about the cyber threats lurking beyond the horizon, this episode is your compass.Links:Maritime Cybersecurity: A Guide for Leaders and ManagersMaritime Hacking VillageFollow or subscribe to the show on your preferred podcast platform.Share the show with others in the cybersecurity world.Get in touch via reimaginingcyber@gmail.com As featured on Million Podcasts' Best 100 Cybersecurity Podcast and Best 70 Chief Information Security Officer CISO Podcasts rankings.

La UE suspende 90 días los aranceles a EEUU para dar una oportunidad a las negociaciones, como respuesta a la pausa parcial que Donald Trump anunció ayer. Sin embargo, si las negociaciones no fructifican, avisa la presidenta de la Comisión Europea, Ursula von der Leyen, entrarán en vigor nuestras contramedidas. La pausa en los aranceles está sentando bastante bien a las navieras más grandes del mundo que, por el momento, descartan, un golpe sin precedentes en el comercio mundial y en su actividad. La danesa Maersk, la más grande del mundo, ha llegado a dispararse un 12% mientras que Hapag-Lloyd, un 7,45%. Sin embargo, las firmas de lujo avisan de un primer semestre débil y Deutsche cree que tardará en recuperarse por el impacto de los aranceles. Y un último apunte nacional, la AIReF ha decidido mantener su previsión de crecimiento del PIB de 2025 en el 2,5% aunque advierte de que la incertidumbre por la guerra comercial podría restar hasta 0,5 puntos a la evolución económica “si no se corrige de manera rápida”. Entrevistaremos a Ramón Alfonso, de Norz, sobre lo que supone el adiós a la Golden Visa y ¿qué implica para la inversión extranjera?. En la tertulia de Cierre de Mercados nos acompañarán Javier Domínguez, de aurigabonos.es., y Pedro Fernández, profesor y abogado.

Dr. Khwaja Moinuddin grew up in India with what he calls a “normal childhood”. He attended high school and then received his bachelor's degree in mechanical engineering in his home town. With some convincing and soul searching he then came to the United States and attended Texas Tech university where he obtained his Master's degree and began working toward obtaining a PhD. Khwaja tells us about his time at Texas Tech including how, when funding grew hard to get, he overcame his fears and adversity and found a job that helped him stay in school. Even so, while working on his Doctorate degree he secured a job with 3M and, as he tells us, he learned a lot and even today he is grateful for the opportunities he had at this company. Eventually, however, under the advice of others he did finish his PhD, but not in Mechanical Engineering as such.   Khwaja began learning about organizations, how they worked, why often they didn't work well and he developed ways to help people at all levels of organizations learn how to stop being so resistive to change and thus develop more positive attitudes and constructive methods of accomplishing tasks.   We get to hear much wisdom from Khwaja on leadership, resistance to change and how to better accomplish tasks by being more open to new ideas. This episode is a MUST for everyone if you are at all open to learning some new ideas and growing to be better in whatever you do at work, in life and at play.       About the Guest:   Dr. Khwaja Moinuddin is a renowned leader in Continuous Improvement, Change Management, and Business Transformation, with over 22 years of hands-on experience driving measurable impact across diverse industries. His mission is clear: to help organizations embed a culture of excellence, resilience, and continuous learning - not as a temporary initiative, but as a way of working. Whether leading large-scale change programs, coaching executives, or transforming operational models, he has built a reputation for delivering tangible business results and lasting cultural shifts. With deep expertise in Continuous Improvement, Change Leadership, and Robotic Process Automation (RPA), Dr. Moinuddin partners with organizations to challenge the status quo, eliminate inefficiencies, and create high-performing teams. He has worked across multiple industries, functions, and global markets, collaborating with executive leaders, middle managers, and frontline employees to break down silos and drive sustainable transformation. His holistic approach ensures that strategy, execution, and people engagement work in tandem, because real change happens when employees at every level take ownership of improvement. A passionate thought leader and author, Dr. Moinuddin has distilled his years of experience into two books that serve as practical guides for transformation:   "I.N.S.P.I.R.E. - An Adaptive Change Excellence Model and Guide of the people, for the people, by the people" – A framework for leading people-centered, high-impact change initiatives. "Are You (Really) Listening?: Decoding the Secrets of Unheard Conversations" – A deep dive into the power of listening as a critical leadership and change management skill.   Dr. Moinuddin's philosophy is simple: transformation is not about tools, it's about people, mindset, and discipline. If your organization is struggling with change fatigue, leadership misalignment, or resistance to new ways of working, he can help you turn obstacles into opportunities and create a culture where excellence thrives. Let's connect and explore how we can drive real, measurable business impact, together!     Dr. Khwaja Moinuddin's journey is a testament to the power of perseverance, continuous learning, and an unstoppable mindset. Born and raised in a simple middle-class family in Pondicherry, India, a former French colony - he completed his schooling and earned a Bachelor's degree in Mechanical Engineering before moving to the U.S. to pursue his Master's in Industrial Engineering. At Texas Tech University, he excelled academically, achieving a 4.0/4.0 GPA in his major (Manufacturing) and an overall GPA of 3.83/4.0. While pursuing his degree, he also worked as an intern for Rhodia Inc., a chemicals manufacturing company, gaining valuable hands-on industry experience. Khwaja began his career as an Industrial Engineer with 3M, where he learned the foundations for his expertise in Continuous Improvement (CI) and Change Leadership. Over the years, he obtained multiple professional certifications, including Lean Six Sigma Master Black Belt, Certified Change Practitioner, Certified Prince2 Practitioner and Certified Scrum Master. His career took him across the globe, leading large-scale transformation initiatives in world-renowned organizations such as Ocean Spray Cranberries, Shell, Maersk, GARMCO, HSBC, and PDO (Petroleum Development Oman). Despite a demanding global career, Khwaja pursued his passion for learning, earning a Doctorate in Management Studies and a second Master's degree in Psychology while working full-time. His belief "To Learn is to Breathe" has shaped his leadership philosophy, helping organizations embrace change, embed a culture of excellence, and achieve breakthrough results. Beyond his professional accomplishments, Khwaja is a devoted husband and father. He fell in love with and married his wife, Sangeetha, while in the U.S., and together they have a 15-year-old son, Tanish. They now reside in Chennai, India. Dr. Khwaja travels frequently for his consulting work, and he continues to inspire businesses, leaders, and professionals to transform their organizations, and themselves - with an unstoppable mindset.   Ways to connect with Dr. Khwaja:   https://www.processexcellencenetwork.com/contributor/khwaja-moinuddin https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/ https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/     About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hello again, everyone. I am your host once again. Michael hingson, and you are listening to unstoppable mindset. We're really glad you're with us, wherever you happen to be in the world, and wherever we happen to be talking in the world. And today we're actually talking to Dr Khwaja Moinuddin from India. So it's a long distance boy signals travel a lot faster today than they did when we used covered wagons or Coney pony expresses. So I'm really grateful for the fact that we get to use Zoom and computers and do things in such a meaningful way. So anyway, here we are. Kwaja has written two books, and I know he's going to tell us about those, so I'm not going to give a lot of that away. He has been a transformational leader. He also has a background in mechanical engineering, and that fascinates me, because it seems to me, it's interesting going from mechanical engineering to being a transformational subject matter expert and expert by any standard. So I'm going to be curious to hear about that. But anyway, meanwhile, Khwaja, I want to welcome you to unstoppable mindset, and thank you for being here.   Dr Khwaja Moinuddin ** 02:28 Thank you. Thank you, Michael, it's, it's indeed an honor to be on your podcast. And you know, as as we have been discussing, I'm no expert by any means. I have just gathered years and years of experience, 22 plus years of experience, and I'm still learning and continuous improvement, transformation. It's an ocean. So the more you know I learn, the more I feel like I don't know much. Yes, there is to learn, yes.   Michael Hingson ** 03:05 Well, I know exactly what you're saying. I think if we stop learning, then we have really let ourselves down and let the world down. We need to continue to learn. And I very much enjoy doing this podcast, because I get to learn so much from so many people. It's really a lot of fun. So I want to again, thank you for being here and looking forward to all that we get to talk about today. So let's get to it. I'd like to learn a little bit about maybe the early Khwaja Growing up and so on. Tell us a little bit about you growing up in India and so on.   Dr Khwaja Moinuddin ** 03:38 Yep, I'm from a very small town in Pondicherry called Pondicherry in in India, the closest big city is Chennai. It's about 160 kilometers south of Chennai. It used to be a former French colony. Now the place has been changed. I mean, the name has been changed from Pondicherry to Puducherry. But growing up, I'm the youngest of two kids. I have a brother. He's four years older than me, and my parents were typical middle class, lower middle class, both working parents. They worked really, really hard to put me and my brother through to school. They took care of us, they protected us. So I'm really grateful for my parents, my mom, my dad and my brother also could be quite me, you know, when I was young. So I'm really grateful to my family, because we were just the four of us in our family. Growing up, I went to a public school, initially, I went to a private school, and. Uh, but then my parents couldn't afford the fees, so we moved to public school, and I did all my schooling and my bachelor's in mechanical engineering in Pondicherry. So born and brought up in Pondicherry, which was a small fishing village, didn't know much about the real world until, you know, I graduated and stepped out of India for the very first time to go to the US to do my master's degree. My childhood was, was, was normal, you know, on a living on a on a coast. So I really enjoyed living near the beach. We didn't live very far away from the beach, just maybe, you know, maybe 100, 200 meters away from the beach. Growing up, I had a lot of friends, so we would be, would take our bicycles and and, you know, ride all over the town because it, you know, it wasn't as crazy as it is now with all the traffic and stuff, it was less congested. And the good thing about Pondicherry, an interesting fact is, because it was designed by the French, all the streets in Pondicherry are at right angles to each other. So you would never get lost if you are in Pondicherry, in the middle of the Pondicherry, because wherever you go, if you take a right turn and another right turn and another right turn, you will end up at the same place. So you will never get lost. That's an interesting fact in Pondicherry. How about Pondicherry?   Michael Hingson ** 06:39 So it certainly is a whole lot easier to travel around pontichery than it is to travel around Washington DC by any standard, I think. So yes, there's a lot of Angular streets and streets that go in different directions in Washington. So yeah, I think I'd like pot of cherry that's pretty good. So did you learn to fish?   Dr Khwaja Moinuddin ** 07:03 Not, not, yeah. I mean, I did learn how to fish, but more swimming. Used to go to the ocean almost every day. You know, I think I practically spent a lot of time on the beach with my friends and in the playgrounds. Our playgrounds used to be huge growing up, unlike now, they have become so small and condensed with all the, you know, development, the real estate that's growing in India, in Pondicherry and in India in general. But, but yeah, I did learn how to fish, you know, not using, like a fishing rod in the in the US, but using, you know, the the fishing, the the thread, you know, the nylon wire, fishing net, yeah, yeah. Not, not the net, but the wire, just was the single wire,   Michael Hingson ** 07:58 well, so you what, what got you into mechanical engineering?   Dr Khwaja Moinuddin ** 08:05 Well, you know, as, as all of my fellow Indians would say, in India, you are either an engineer or a doctor first. So, so I really had no choice. I had to become an engineer or a doctor. I didn't score enough to become a doctor, so I naturally became an engineer. But since I have to become an engineer, I was looking at, you know, all the different fields of engineering. What fascinated me was, you know, the field of mechanical engineering, because I heard from several of my friends and colleagues that mechanical engineering is an evergreen field, and typically, mechanical engineers can fit anywhere. And they were really, really they were, they were 100% correct. And I'm glad I chose mechanical engineering and I really liked my subject, because that what I am today would not be if I hadn't learned about mechanical engineering. Well.   Michael Hingson ** 09:07 So you, you got your bachelor's degree, but then you, as you said, you stepped out and you, you actually came to the United States and went to Texas Tech to do your advanced degree. What made you do that? That's moving a long way from home, yep.   Dr Khwaja Moinuddin ** 09:23 So some of my my my friends and my seniors, also, when I was doing my mechanical engineering, they were talking about something called as a GRE or a TOEFL. It sounded Greek, like Greek and Latin to me. I didn't know what it was. I had no intention of going to the US initially. My intention was to get a job and earn a lot of money and and I was almost done studying at that point of time, you know, learning subjects like thermodynamics and lot of advanced mechanics. Engineering stuff for four years really wears you out. But my my seniors and and my cousin also, and my uncles and a lot of my relatives, they said, you know, if you don't do your masters now, and if you go straight away to work, you may not have the inclination to learn more. So they really, they really prompted me or nudged me to do my Masters also, and and my mom, of course, she has been a great, great, great driving force behind me. She She encouraged me to always, always, always learn. She herself has, you know, so many degrees I cannot, I don't even know how many degrees she has. She has master's degrees and Bachelor's degrees in in, you know, all sorts of areas. And to this day, you know, she she keeps learning, and she has been a teacher for about 45 years now. So so my mom, along with my relatives and my friends. They said, You know, you need to study more so. So, you know, I had actually got a job, you know, in my fourth year. And I got a job through on campus interviews, you know, like a career fair in the in the US, similar to a career fair in the US. So I gave up that job and I wrote GRE and TOEFL. I worked hard. Got I did not get like flying colors, but I got, I got good grades in GRE and TOEFL, and then I applied to universities. Initially I was going to be an aerospace engineer, but then my friends also told me that maybe that's a difficult field to get a job in in future, because it requires, you know, us, security clearance and stuff. So you're you're better off doing something which is related to mechanical engineering, or even mechanical engineering. I didn't want to go too much into technical stuff, so I explored industrial engineering, and I found, you know, the courses and all that stuff were really to my liking and to my interest. So, so then I chose industrial engineering and Texas Tech specifically because of the industrial engineering program they had. So then and, and that's one, one thing led to another. And then I landed in Texas Tech University.   Michael Hingson ** 12:26 Well, that must have been fun. So you had lots of new experiences. You learned about football and all sorts of other things in addition to your academic studies. Yes,   Dr Khwaja Moinuddin ** 12:36 yes. Red Raiders. Go Red Raiders. Yeah, right.   Michael Hingson ** 12:40 Well, and I, I went to UC Irvine. I don't know, I still don't know if we have a much of a football team today. We have a good basketball team, but go anteaters anyway. So it's, it is interesting how our lives change and how we end up, how God gives us different opportunities? And then, of course, the issue really is us taking those opportunities and moving forward with them. When you You certainly did. You stepped out and you moved to the United States, you went to Texas Tech, you got your bachelor's, and where did you get your PhD?   Dr Khwaja Moinuddin ** 13:19 So I got my master's from Texas Tech, and I was, I also started to do my PhD in industrial engineering in Texas Tech, but unfortunately, I didn't finish, because the the department ran out of funding, and I had to search for a job. So I started to, I got my job in 3m as an industrial engineer. But I also did an internship in another company called Rodia, which is a chemicals manufacturing company. But then, you know, while I was doing, while I was, you know, still pursuing my full time job, I really wanted to go back to Texas Tech and complete my PhD, because I had completed all my coursework, except for the which was the dissertation which was pending. And you know, at that time, one of the professors told me, quadra, try and complete your PhD, otherwise you will regret it. I still remember his words to this day. I should have, you know, looking back, I should have stayed back in Texas Tech and finished my PhD. I should have, you know, borrowed some more money and finished my PhD in industrial engineering in Texas Tech. But nevertheless, what I did is I did my doctorate, professional doctorate in management studies in Indian School of Business Management. So slightly different. But, you know, I didn't, I didn't actually want to go for an MBA. So I want I did the doctorate in management studies because I was more interested in organizational behavior, operations. Management in that field. So I got it in 2012   Michael Hingson ** 15:07 Wow. So you, you, you did complete it, even though, again, it went in a slightly different direction. But what was your interest that that took you into a little bit more of a business oriented environment, because you had clearly been in mechanical engineering and in that discipline for most of your studies.   Dr Khwaja Moinuddin ** 15:25 Yes, yes. So, you know, when I was doing my master's degree in Industrial Engineering, you know, and I got interested in continuous improvement, lean, Six Sigma, transformation, change management in that field, more as I was doing my masters in industrial engineering. And then when I got my first job in in 3m 3m is a great company, as you know, you know, I learned all the basics of my lean, Six Sigma change management, you know, hands on in 3m and I'm still grateful to this day that my very first job was in 3am actually, it's a funny story, because, you know, I got the job in 3m on the same day I was interviewed. So the I was very lucky. I think the the line manager really liked me, and he said, kwaja, I'm going to hire you on the spot. So I was, I was really, really, you know, ecstatic on that day, and I still remember that feeling to this day, yes. So what interested me to coming back to your question was when I was working in 3m they have a good mentorship program. So they asked me, you know, how do you want your career to be? You know, where do you see yourself in five years? In 10 years? In 15 years? How do you see yourself growing? And I said, I want to grow in the technical field. I want to become like a subject matter expert in Lean, Six Sigma, Black Belt, Master, Black Belt. And I want to grow in the technical field. And I remember the mentor, she told me, kwaja, while that's a good thought, but you will not grow much if you are purely technical, you will grow more if you combine your technical expertise with management, how to lead people, how to manage people, how to do change management with people so she actually, you know, planted the seed in me to do more of, you know, people management role. And for that, she prompted me to do more courses in people management, leading teams, how to work and collaborate with, you know, cross functional teams. And that interested me, and I started to search for courses that would give me that exposure. And then, you know, given the fact that also I took some courses in my master's, or when I was doing my PhD in industrial engineering, it prompted me more to move away from technical rather than getting a PhD in industrial engineering, to do adopt rate in management studies. And hence I, you know, slightly moved into the people management, operations management, into the softer stuff of managing people and getting stuff done through people, through others.   Michael Hingson ** 18:14 Well, nothing, nothing wrong with that. I know my background was in physics. But along the way, there came a time that I was confronted with an opportunity to take a job that wasn't directly related to physics, and I chose to do it. But out of that, I ended up being put in a situation once where I had to make a choice to either go find a new job or change from doing kind of human factors studies and other things related to a product going in instead into sales, and I chose to go into sales, but my reasoning was, It's difficult enough for blind people to get jobs. Finding a new job would be really a challenge, whereas an opportunity was being offered, and it was a good opportunity, so I accepted it. So again, I know that many times we do find that there is a an opportunity that comes along that maybe we don't expect, and if we take it, it's the right way to go.   Dr Khwaja Moinuddin ** 19:14 Yes indeed. And your story has been fascinating, Michael, to be honest with you, it has been, you know, it's very inspirational. Your story, me and my wife, we were sharing, you know, how you how you overcame adversity, that's really, really, really inspirational.   Michael Hingson ** 19:33 Well, thank you. And I, I appreciate that. And you know, to me, it's just how we live life, and we sometimes we're presented with challenges and and we have to deal with those challenges, which is, of course, our role, and if we don't, then we're the losers for doing it. Well, in your case, did you ever have a defining moment or a situation where, if, since we call this unstoppable mindset, where. Kind of a mindset really affected you and to help you through it.   Dr Khwaja Moinuddin ** 20:05 Yeah. I mean, many, many, many, many situations, there's never a dull day in continuous improvement, so it's full of challenges. Always, always. You know, in every organization I have worked for, there have been challenges in terms of, you know, how to deploy continuous improvement, how to take people with you in the journey of continuous improvement. But one of the things you know early on, when I was doing my my master's degree, is, you know, I think that that laid the foundation also for me to become more resilient and more adaptable. You know, when, when my department said they didn't have funding I wanted to, and this was, you know, when, when I was doing my master's degree, not, not, you know, when I went into my PhD, when I was doing my master's degree, after a semester, they said they didn't have enough funding. So a lot of my colleagues, you know, those who are in engineering, whether mechanical or industrial or or chemical or petroleum engineering, they would they were searching for jobs. I think it was the summer of 2001 and since it was summer, a lot of professors were on were on vacation, and I went door to door, knocking on every professor's, you know, Office, Office door. And almost everybody you know, kind of, you know, either shoot me away or said, you know, we don't have funding. Or, you know, their doors were closed because they were on vacation. So one of the, one of the things I did, you know, you know, I was very, very frustrated. I couldn't sleep. So I thought, What am I doing? What am I doing? What am I doing wrong here? Why am I not getting the funding. Why am I not getting a research assistantship? So as I was laying on my on my bed that that night, one evening, I thought to myself, and an idea came to me, why don't I go into Texas Tech University's Health Sciences Center, which is slightly far away. It's, you know, we have to walk, like, at least half an hour to get to the Texas Tech University's Health Sciences Center. And it's predominantly, you know, biology, Health Sciences Center. So nobody, none of my colleagues, had gone there to look for a job. So I thought, why not go there? Maybe I will find some luck. So initially, you know, I was told, No, you know, you don't have a biology background or, you know, we don't have jobs here. But on the third day, one professor, you know, as I was, I thought, you know, my day, on that day also is going to be a disappointment. Around five o'clock that evening, when I was about to go home and I noticed one professor's door was open. His name is branch Schneider, so if he's, if he's watching, you know, I'm grateful to him also for this brand Schneider. He is the professor in oncology department in Texas Tech University Health Sciences Center. So I approached him, his door was open, and I told him, I'm searching for a job. Any job? Would you be able to give me a job? He thought, he thought about it, and without hesitation, you know, he said, I do have a job, but you may not like it. And he said, You know, it's it involves washing dishes, bakers. Are you comfortable in doing it? I said, I thought about it, and I said, I can do it if it helps me to get in state tuition. And he also thought about it, and he said, Yeah, I think that should not be a problem. And once I agreed to do that, then he said, I don't want you to just do that. I want to use your engineering skills to help me with research. You know, doing some reports, research, reports and analysis using your engineering skills. Would you be able to do that? I said, That's my specialty. I would be glad to do that. So, you know, one thing led to another, and then, you know, he gave me the research assistantship, and you know, I was able to continue with my with my master's degree without, you know, burdening my parents. Because, you know, I had got a huge loan to go to the US, as you know, going to the US during those times is not, is not cheap. It's very expensive. So, you know, I think that's what, that's what laid the foundation. So I thought, you know, nothing is impossible. So if I can do that, I think I can convince people to do change management, at least my change management skills, and, you know, my Lean Six Sigma skills to do the continuous improvement in organizations. So I think that one moment, I think, was, you know, when, when I got that. I didn't realize that, you know, when I got back to my room and I told my friends that, you know, I had got this job, everybody's jaw dropped. They said, You have done something impossible. So they said, you know, we are now going to go to Health Sciences Center also. So I think a lot of our engineering guys went and knocked doors in Health Sciences Center, and they began to get jobs there. I   Michael Hingson ** 25:24 remember once, one of the first jobs my brother ever got. He was, I think, in high school. He had gotten to high school, and he went to apply at a restaurant for a job, just to earn some money. And the owner said, Well, you know, let me think about it. Would you go outside and we got some weeds out in the in the area around the restaurant, would you just pull the weeds? And my brother said, Sure, why not? I don't have anything else to do. So he went out on like, in a half hour, he had, excuse me, he had pulled all the weeds. The manager came out and was just absolutely amazed that he had had done all of that. And he said, Well, okay, and I thought about it, I'll give you a job. And of course, he was really being tested. Would he go out and do whatever he was asked to do? Which Which he did do? And when he came home and told my parents, and I was there at the time about that, they said, you understand that this guy was just testing you to see whether you would do whatever needed to be done to help the restaurant. And you passed, and he got the job. We never know where things are going to come from. And indeed, yes, we should be open and be willing to explore. It's always a good thing when we do that. I haven't thought about that in years, but you just reminded me of that story, and it's a great story, and for me, it was a lesson that you've got to do sometimes different things, and when, when you're really asking for someone's assistance, you also need to look at what they're asking you to do, and you need to do what they're asking   Dr Khwaja Moinuddin ** 27:01 yes, unless it's to shoot No, I'm not going to go out and   Michael Hingson ** 27:07 shoot someone. But that's a different story. But well, that's great. Well, now, while you were in the United States, you also went off and got married, huh?   Dr Khwaja Moinuddin ** 27:18 Yes, I did.   Michael Hingson ** 27:21 Well, that was a that was a good thing. That's another good reason to have come to the US. Yes, now, is your wife from India or the US?   Dr Khwaja Moinuddin ** 27:33 Well, it's a, it's an interesting story. Once again, we she, she is. She's two years younger to me, and, you know, we met at a birthday party, and in, you know, at a professor's daughter's birthday party. And I initially thought I knew her from somewhere, so I was very, very shy to to approach her. But then some of her, some of her friends, or, I think some of my friends who knew her, they asked me if you know I would be okay to drop them to their house. So when I was, when I was driving, I looked at her through the, you know, the rear view mirror, yeah, and I, I liked her a lot, so, but I didn't know whether she was looking at me at that time or not. But then later, I told her that I was looking at you when I was driving. And then, you know, one thing led to another, and you know, we dated. She's from India, so she was also doing her master's degree. When, when, you know, at the time, you know, I was doing an internship in in a chemicals manufacturing company in Vernon, Texas, which is in the middle of nowhere. And I used to drive three hours from Vernon to Lubbock because I thought Lubbock was in the middle of nowhere. But then, when I was when I was working in Vernon, which is just no like a small town of 10,000 people, then when I used to drive back to Lubbock, it was like heaven, Paradise. I could see many people in Lubbock. So when I was driving back and forth. And I was in, I met her in this, in this party, and then we started to date. And then, you know, we got, we got married in the US in 2000 we were dating for a very long time. We lived together also for for a long time, we got to know each other. And then we got married in 2008   Michael Hingson ** 29:42 Ah, well, that's great. Congratulations. How long have you been married now? Thank you.   Dr Khwaja Moinuddin ** 29:48 Well. We have known each other now for 21 years since 2004 Yes, and we have been married since 2008 so 17 years. Wow. Congratulations. Thank you, thank you. And we have a son, 15 years old. And yeah, we, we are still, you know, happily married to each other, and she, you know, she has been a great support for me, not only in times of happiness, but but especially, you know, when I get frustrated, when when I'm not in such a good mood, or when I feel dejected, she has supported me tremendously, and she's still supporting me tremendously, but   Michael Hingson ** 30:30 I bet that goes both ways.   30:33 Yes,   Michael Hingson ** 30:35 you have to be more stable than you.   Dr Khwaja Moinuddin ** 30:41 Yes, well, I think she's more emotionally matured also. Then I don't want to tell her that, but she may know after this podcast   Michael Hingson ** 30:52 well. So you do a lot of work in working with people involved in resistance and change and continuous improvement, and you deal with people with resistance and change. How do you push back? And how do you push beyond that? How do you get people who are so resistive to change to to agreeing to change? You know, the reason I ask is that we all we all hear people talk all the time about how change is important. Changes is necessary, but none of us really want to change. How do you deal with that?   Dr Khwaja Moinuddin ** 31:26 Yes, so, you know, over the years, this is what, this is what I have learned also. And you know, I, I did my masters, my second masters in psychology, and that helped me a great deal. Also, I've always been, you know, fascinated with the psychology of human behavior. So I always wondered, you know, even when working in 3m or in my first company as an intern, I always wondered, you know, why? You know, even if a change is good, why are people resisting? And years and years passed by, I always, I always thought that, you know, we can, we can always convince people with rational, logical stuff, with data. But then I found out, you know, through through trial and error, I don't get convinced using logic. I have my own ways to resist. So when I learned about how I am resisting, I thought that's natural. Then how people, other people would resist. Because, you know my girlfriend at that time, who is my wife. Now, when she used to suggest something I would resist, that. She would say, quarter, you're not organized, you know, let's, let's get the house organized. And I would resist it because, you know, getting organized is a good thing, but then I had my own way of doing stuff. So, you know, to this day, I still resist, by the way, and she's still trying to convince me to get organized, but you know, I know why I resist. You know why I'm resisting. I know how I resist. So you know that, that you know early on, helped me, that, you know, people resist because we are trying to change them. It's not the change, but it's we are trying to change them into something that they don't want to so, for example, you know, one of the one of the line managers, or one of the leaders in a company that I worked for, he was completely against continuous improvement. He was telling me, I have been doing continuous improvement quadra, for 20 years, I don't need you to come and tell me how to do my job and how to improve it. And he was very open about it. I'm so glad he was. He was so open about it. Because, you know, I have also seen people who resist very covertly. They would say yes in front of you, and then, you know, go back and do their own stuff, or, you know, they won't do anything at all. So I wanted to understand him, why he felt that way. And, you know, I went on, you know, plant walks with him, and he was very proud when we were when we were walking around the plant, he showed me all the improvements that he did. So I told him, Bill, his name is Bill, what you're doing is continuous improvement. Bill, so I'm not trying to tell you to do your job. I'm here to tell you how to I'm here to help you how to do your job in a more structured way. And that's what CI is all about. So when I said that, immediately, he said, you know, guaja, I wish somebody you know, in your place, had told me that earlier, because people who had before you, who came before you, they were all about tools and templates. And I hate to use tools and templates. I'm more of a practical guy. So then that was a learning for me, also that, you know, that was an aha moment for me, that people, you know, certain people, have. Certain way of learning, and certain people have certain way of improving, but we all want to improve. So if we guide people in the right direction, and we talk their language, you know, we use their frame of reference, we use their language and and we see what are their pain points, and we try to help them overcome those pain points, then people would naturally, you know, you know, get the we would get the buy in for for the change, and people would not resist so much. So at the end, you know, what happened is Bill became a huge supporter of CI, not only a huge supporter of CI, he passed my green belt exam. Also, I coached him, and he passed my green belt exam. And he was, he was very happy. Initially, he was, he was, he was reluctant to even attend my course. But then, you know, after he went through the course, and then, you know, after we built the rapport. And then I, and then I told him, I'm not trying to replace you or, or I'm not trying to steal your job or, or I'm not telling trying to, you know, tell you how to do your job, because that's not what I'm here for. I'm here to help you. And continuous improvement is a more structured way of doing things, because you may be doing in trial and error, and by doing trial and error, you know, you may be making some costly mistakes, but when we apply it in a structured way, we can avoid 19 99% of errors, most of the time. So he really liked that approach. And he liked my approach of making things very, very practical, not speaking, you know, in heavy technical terms, not using the jargon and explaining it to him, you know, in his own language. That's what helped, you know, reduce the resistance. And over the years, what I have done is also, you know, adapt my way of how I'm approaching resistance. One of the courses which I took, and it was a certification course, also was, you know, instead of waiting for resistance to happen to you, we should approach resistance proactively. You know, when we announce a change, we should naturally expect resistance, and when we have resistance, it's a good thing. I have never, I never heard about it before, before I attended the course. I thought always resistance is bad. I thought resistance is something that we need to fight. We need to convince people, and those people who resist, they don't know what they're talking about. I used to see them as, you know, almost like enemies at workplace. This guy is against CI, why doesn't he or she gets CI, why are they, you know, resisting so much. Why are they criticizing me so much? I used to take it personally also. Later, I learned, you know, not to take things personally as well. So what I what I found, was that we should surface resistance proactively, whether you know it is in work life or in personal life, you know, when we are trying to do something out of the ordinary. When we are trying to improve something, we should expect resistance. And if there is no resistance, then that means either the resistance has gone underground, right, which has gone into COVID stage, or people have not understood the why. You know, what is this change? What is this? How is this going to affect me, people have not understood what you're talking about. So when we explain things, we should naturally expect resistance, and resistance helps in improving, you know, what is whatever we are trying to implement, you know, whether it is like a ERP implementation or, you know, Lean Six Sigma, or a transformation project, digital transformation, anything that we are trying to do, if people are resisting or if people are expressing concerns, it's a good thing. That's what I have learned over the years. Yeah,   Michael Hingson ** 38:50 at least, at least then they're open and they're talking to you about it, which is important. So how do you deal with the person who says, you know, like, like, Bill, I've been involved in continuous improvement, and maybe they really have, but you're talking about change, but in reality, what we have is working, and I'm not convinced that changing it is really going to make a difference. And you know, how do you deal with that?   Dr Khwaja Moinuddin ** 39:21 Yep, again, you know, over the years, I have so many stories this. This story, again, is some of the organizations I have worked in this. This particular person was, was saying the same thing. You know, it was one of the TETRA pack manufacturing lines, you have seen the TETRA pack, right? So the the TETRA pack where juice is packed, or milk is packed, or any beverage is packed, right? So these Tetra packs, when they were producing those Tetra packs of juice, they had. An issue of the juice packs being either overweight or underweight. So they had this continuous issue on the line, not just one line, but I think three or four of the lines, so consistently, it would be either overweight or underweight. And if you are consistent, if you are having the overweight or underweight, you would be audited, and you would get into all sorts of trouble. And moreover, you know, you're losing money if you if the pack is overweight and if the pack is underweight, somebody can, can, you know, file a claim. Customer complaints would increase. So this, this particular line manager, he said, you know he was, he was avoiding me. And I know that he would, he would avoid me so, but he, you know, at that point of time, he had no choice. So he said, kwaja, I have a few ideas, you know, I don't before, you know, you come and tell me, you know, continuous improvement, blah, blah, blah. I have a few ideas. I want to test them. And he gave me, he gave me, you know, the his thought process, and he wanted to try that before, you know, he before he agreed to listen to me. So I said, Bob, I'm all for it, please. Please, go ahead and let's see whether you know what you're trying to do. Works or not. So basically, in, you know, in our language, what we call it as as an experiment in continuous improvement terminology, we call it as an experiment. He was trying to do, you know, an experiment with one factor at a time, meaning that, you know, he would try to change one variable, and he would try to see whether that has any impact on, you know, the over overfilled packs or under filled packs. So he wanted to change one variable at a time, and there were three, four variables at that time, which he thought were, you know, suspects. So he wanted to change those variables and see what the impact would be. So I told him, Bob, yeah, let's, let's, let's try that. And I told him, you know, very politely, if that doesn't work, would you be willing to try what I am asking you to do? Because I have an idea. Also, he said, Yeah, let's, let's, let's do that. So I worked with him. I worked with him on the line, with his supervisors also. And he tried, you know, one factor at a time. He trained. He changed this, he changed that. It didn't work. So reluctantly. But then the good thing was, he was open minded also, reluctantly, he said, Okay, let's, let's sit in my office and let's talk. So I told him about a concept called Design of Experiments, DOE, in that, in that me using that you know, methodology, you can basically, you can basically have three, four factors which you can vary them simultaneously, and then see the impact on over packing and under packing. So when I explained to him, when I when I taught him about the concept him and his supervisors and the line operators, he said, Yeah, let's let's try. Let's see if this works. And at the end of the day, we were both trying to improve the process. We were both trying to get rid of this problem, sure, so we should be rolling. And then it worked within, within a few days, the problem got resolved. So what I learned from that is, sometimes, you know, you need to let people you know hit the wall before you offer them a solution. So that's something that I have learned. But of course, you know, in this case, it was not such a costly mistake. It was not, it was not like a disaster, but it was the controlled disaster. So, so what   Michael Hingson ** 43:28 was the actual change? What what change was made that fixed the problem? Or what was your idea that fixed the problem because he was changing variable at a time, but that was one example   Dr Khwaja Moinuddin ** 43:39 at a time. Yep. So we had to do the root cause analysis. And through the root cause analysis, whatever variables that he was going after were not the root causes because he was not using a structured methodology. Okay, when we use the structured methodology, we went into root cause analysis. We did a structured like a fish bone diagram. I don't want to go into the technical details, but we did the in depth root cause analysis, and then we did something called as a design of experiment, where we chose three factors and we varied it simultaneous, so it is a controlled experiment which we did, and immediately, you know, it's not that you know you would do that, and you would get result. One month later, you would get results immediately, you would see the result immediately when you do that experiment versus what he did, it involved a certain bit of time. It would take one week for us to see a change. So when I showed him this and this versus this, he was really impressed. And from that day onwards, he became a huge supporter of CI, in fact, you know, the plant in which I was working in, you know, with the support of, you know, one of the plant managers, Tim, his name, I'm I'm still, you know, in touch with him, and you know we share thoughts with each other. I see him as a huge mentor. Also, you know, we got plant of the Year Award for a plant to talk. About to be shut down, back in 2009 so that's, that's, you know, how we were able to, you know, build the, get the buy in from all the line managers and, you know, get started on the continuous improvement journey. Because the the the management had told that if you don't improve within a few months, you would be shut down. So we all work together, and we did experiments like this, and we were able to turn around a plant, of course, you know, not just me, so I just played one small role in that we did as a team. It was a team effort,   Michael Hingson ** 45:34 and that's how you really overcome resistance to change when, when people see that you bring something to the table that works, then they're probably more apt to want to listen to you.   Dr Khwaja Moinuddin ** 45:49 Yep, indeed. We need to know what we're talking about. You know that that builds trust? Definitely.   Michael Hingson ** 45:54 Yeah. And then the issue is that you what you're talking about is is, in a sense, different than what they understand, and it's a matter of establishing credibility. Yes, which is, which is pretty cool. Well, so tell me about your books. You've written two books, and you've written I n, s, p, i R, E, and you've, you've written another book, tell us about those.   Dr Khwaja Moinuddin ** 46:25 Yes, so I, you know, I have always wanted to share my knowledge, and I have always been sharing my knowledge, you know, through training, through coaching, I have conducted so many training sessions, so many and I have learned also, you know, from from shop floor employees, frontline employees, from middle managers. I have learned so much from them. And also executives, top executives, you know, leaders from various industries. You know whether it is manufacturing or logistics or, you know, back offices, banking, you know, pure manufacturing or logistics container, container shipping business, or aluminum rolling business. So I wanted to write this book to share my knowledge, because when I see that change management or change is being implemented very poorly, that really frustrates me. So I wanted to share this, and I have seen, you know, numerous books being written on this. You know, numerous frameworks, also, you name it. You know, there are so many books out there. What I wanted to do is give a simple framework, which is, I, N, s, p, i, R, E, which is, you know, if you have to implement change you need to inspire employees. There are no two ways about it. If we can talk about logic, we can talk about change management, we can talk about what's in it. For me, everything, but in my experience, if anyone is, if any employee or if any individual is not inspired by the change, the change is not going to go anywhere. They may do out of compliance, but we will not really get their hearts in it. And that's why I, you know, came up with this framework called Inspire, which is I basically is inspired the need for change in employees. N is navigate the organization and build a coalition. And stands for that. S is to surface resistance proactively, meaning, as we discussed, don't wait for resistance to hit you. You know when you least expect it, and then, and then, you know the change goes nowhere. Surface resistance proactively. And P is plan, your implementation. You know, when I say plan, not just, you know, like a, like a 20 step bullet point, there are so many plans that need, that need to come together, like a communication plan, resistance management plan, a training plan. There are so many plans that need to work together. And again, depending on the complexity of the change, you know, I never advocate, you know, over complicating stuff. And then you have, I, which is implementation When, when, you know, this is where rubber meets the road, if we don't implement the change in a structured way, you know, leaders are not role modeling on the shop floor. Leaders are just, you know, we call it as EMR. And this is, again, from another framework called Aim. Aim, you know, basically what we what we mean here is you can express. Leaders can express about the change, role model the change and reinforce the change. EMR, so if leaders are just expressing the change, it will lead to one times the improvement, but if leaders are role modeling the change, it will lead to three. Times the change acceleration. And if leaders are reinforcing the change, it will lead to 10 times accelerating the change. So that's what I talk about, in terms of implementation, you know, experimentation and stuff, which is i, and then you have reinforce and sustain, which is r, and then E stands for evaluating and learning. You know, after we close a change initiative, after we signed off on a change initiative, have what have we learned from it? What have we learned from it, and what, what if we had a, if we had a chance to make a do over, what would we do differently? What have we learned from it? And what would we do differently, and if we were to do implement another change, what are the learnings that we can take from this change that we have implemented and apply the learnings in our next change? And also, you know when, when leadership transitions, many, many changes, what? What happens? And you know this is what I have experienced, and this frustrates me a lot as well. Is, you know, when leadership changes, the change gets, you know, messed up. I want to say fucked up, but you know, and I don't know if I'm allowed to say that. You know, every leader, every leader, wants to come in and you know, right or wrong? You know, I'm not blaming a leader wants to leave their mark in the organization, which is good, but what they what they inadvertently do, is undo the change which their predecessors have done. And then people get confused, you know, they say it as a flavor of the month. Or they say, Okay, let's wait until this leader moves on, so that, you know, we can, we can, you know, just wait until this change passes away and it leads to, you know, production of morale and lots of issues. So this is what I talk about in my book, as well, how to avoid these, these situations. So it's like a practical framework where you know which anybody can take and apply to any change of any complexity, and you know if, even if it is very, very simple change which is going to take maybe 10 days or five days only, they can quickly go through the Inspire framework and see, you know, what are the gaps and whether we have, whether we are implementing the change in a proper, structured way. And these are in this is just a framework, you know, and you know, we don't have to use all the tools that I have mentioned in the book. We can pick and choose the tools which are relevant for the change that we are trying to implement.   Michael Hingson ** 52:38 What is the the key to making change sustainable when maybe leadership changes or the company environment shifts,   Dr Khwaja Moinuddin ** 52:48 yes. So, you know, as Dr Deming said, constancy of purpose, right? So, so if I'm a leader, Mike, and you know, if I'm changing my role, and if I'm going to, you know another function or another department, whether in the same organization or in a different organization, and let's say that you know, Mike, you are taking over my role. What is the constancy of purpose? You know? Are we? Does the organization, you know, it starts from our organization level. Does the organization have a constancy of purpose, and is it aligned with the vision and mission and whatever I have, whatever changes I have implemented, have I communicated them to you? Is there a smooth handover between me and you, so that you understand what are the changes I have done, what are the improvements I have done, and you know how you can take it forward and continuously improve upon it. So one thing is completely undoing and the other thing is continuously improving upon it. So that, you know, people see it as a natural, continuous improvement, rather than continue, rather than, you know, abruptly undoing something and then, and then, you know, starting from, you know, scratch, starting from scratch, and saying that, Oh, no, no, no, no, whatever this person did is total crap. And now we are going to change or revolutionize the whole organization where, which, you know, nine out of 10 times is, is, you know, you're just rehashing what this person has done into something new, into, you know, a different framework or a different bottle, however you want to frame it. So the there has to be a smooth hand over. So that's, that's, you know, point number one, and point number two is the the employees, the middle managers have the middle managers and the in the whole leadership team. They have an obligation. They have a accountability to make sure that, you know, they are aligned, to make sure that if one of their leadership team members is moving on, whenever a new leadership team member comes on board, to onboard them in a structured way, not to leave them, you know, hanging, not to, you know, not to let that person. Know, implement his or her own way completely. You know, let on board them and let them know what has happened in the organization. How they can, you know, continuously improve upon it. I'm not saying that, you know, revolutionary change is not required all. I'm saying that there are times when a revolution is required, but most of the times, continuous improvement is good enough. You know, when, when we, when we continuously improve. It keeps the continuity going. And people don't see it as you know, change after change after change. You know, we don't, we don't induce change fatigue in the organizations if we, if we do it as a continuum   Michael Hingson ** 55:40 makes sense, and it's all about and it's all about communication, yep,   Dr Khwaja Moinuddin ** 55:44 indeed. And that's where, you know, that's why I have written my second book, which is, which is about active listening. You know, I'm a bad listener, I have to be honest. So I used to be a very, very bad listener. Now I'm just a bad listener. So I have continuously improved on my listening skills, and at least I know now that you know, I'm aware of my how I need to improve my listening skills. So over the years, I have done, I have I have learned the techniques of how to listen and when and when I say listen, it is not to many people, many of us, you know, even even now. Also sometimes I catch myself, you know, trying to listen to reply or listen to respond. So when I catch myself doing that, I consciously, you know, try to listen to the person. So again, in this book, I have shared, you know, the the techniques which would help anybody to become a better listener, which, you know, one is one of the requirements for being a great leader, how to listen to people and how to listen to people, truly, truly listen to people. So I talk about simple, simple techniques in the book. You know, for example, paraphrasing, remembering, listening without judgment, right? Or suspending judgment, as I say so. You know, I rank these techniques in increasing order of complexity, suspending judgment being the most difficult, you know when, when someone starts speaking, or, you know, even if, even when we see someone immediately, in the first five seconds, we judge that person. And, you know, right or wrong, we judge that we and in this book, also, I talk about, you know, why we are prone to judging people, and why we have such a such a difficult time in suspending judgment. So if we are aware that you know, let's say that you know when I'm talking to you, Mike, if I catch myself judging you right, so at least I know that I'm Judging You right. So at least I can I know that I'm judging you, and I should not do that. I should listen to you, and I should try to understand where you are coming from, instead of saying, instead of just thinking in my mind, oh, whatever Mike is saying is it doesn't make any sense. So maybe initially it may not make sense. But you know, when we open our ears, we have two years, and that's for a reason, and only one mouth. So we need to listen, and we need to completely understand where the other person is coming from, whether you know it is in personal life or in work life. You know, when we, if we don't listen to the teams whom we are managing, and if we just say, you know, do as I say, it's my way or the highway, people will do because you know you are their line manager. But it won't last long. No, the minute you, you know, change your team, or the minute you go out, people will, people will be, you know, good riddance. So, so that's what they'll be thinking. So how to listen to people, and also it will help the leader to grow. You know, over the years, when I listen to my wife, I have understood my own shortcomings, and if I had listened to her 20 years back, maybe I would have been a different person. Maybe, maybe I would have been a more mature person. So this is what, you know, I talk about in the in the book as well. How can we truly, truly listen? And some techniques like paraphrasing. You know, when, when our mind wanders, you know, it will be good to paraphrase the person to whom you're you're speaking so that you know you you remember, so remembering, paraphrasing, empathy, for example, you know, not just talking about KPI, KPI KPIs to the team members. Understand how they're doing. You know, are they having any personal issues? How is their family? You know, work is not, you know what, what? Work is a part of our life. But you know, we spend eight to 10 hours at at a workplace. So we need to know the team members whom we are managing, and we need to listen to them. If somebody is, you know, performing badly, right? It's very easy to give them a negative feedback. But. So if we listen to them, and if they feel heard, maybe they are going through something, or maybe they are not getting enough support. If we listen to them, and if we create that environment of active listening in the whole team, suspending judgment and listening actively, then we create a more stronger bond, and the team would would become like a world class team. This has been my experience. So this is what I have shared in my, in my in my second book,   Michael Hingson ** 1:00:29 and certainly words to to remember. Well, we have been doing this an hour now, and I think it's probably time that we we end it for the day. But if people want to reach out to you. How can they do that?   Dr Khwaja Moinuddin ** 1:00:43 Well, I am there on on LinkedIn, and people can reach me through email, and I'll be more than happy to, you know, respond to anything they need. And I'm I know if people want to reach out to me to conduct any training sessions, my website is also their journey towards excellence. You know where I have my offerings. So   Michael Hingson ** 1:01:04 what is the website? What is the website called, again, journey towards excellence. Journey towards excellence.com, okay, and your email address, khwaja.moinuddin@gmail.com and spell that, if you would   Dr Khwaja Moinuddin ** 1:01:21 Yes, please. K, H, W, A, j, A, dot, M, O, I n, u, d, d, I n@gmail.com,   Michael Hingson ** 1:01:32 great. Well, I hope people will reach out. I think you've offered a lot of great insights and inspiration for people. I appreciate hearing all that you had to say, and I knew I was going to learn a lot today and have and I always tell people, if I'm not learning at least as much as everyone else, I'm not doing my job right. So I really appreciate your time, and it's now getting late where you are, so we're going to let you go. But I want to thank you again for being here, and I do want to thank everyone who is listening and watching us today. We really appreciate it. If you would, I'd love it. If you'd give us a five star review. Wherever you're watching us and listening to us, if you'd like to talk to me or email me about the episode and give us your thoughts, feel free to do so. At Michael H, I m, I C, H, A, E, L, H i at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page. Michael Hinkson, that's m, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, love to hear from you if any of you have any thoughts as to someone else who might make a good podcast guest. And quad you as well. Would love it if you let us know we're always looking for more people to come on and be guests on the show. But again, kwaja, I want to thank you for being here. This has been wonderful.   Dr Khwaja Moinuddin ** 1:02:47 Thank you. Thank you so much, Mike, and it's been a real pleasure talking to you, and it's an honor to be part of your podcast. I wish I had met you earlier and learned I would have learned so much from you, I would definitely, definitely, definitely, you know, reach out to you to learn more. And you know, thank you for the opportunity. Thank you definitely for the opportunity.   **Michael Hingson ** 1:03:15   You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to inter

Podcast: Bites & Bytes PodcastEpisode: Securing Food Systems with a Defense Mindset with Brian SchleiferPub date: 2025-04-02Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarization

In today's episode of our CVC series, Andreas Munk Holm and our CVC in-house expert, Jeppe Høier, talk with Ida Christine Brun, Venture Investments and Partnership Director at Maersk Growth. With over 13 years at Maersk under her belt, Ida brings experience from commercial business development and supply chain management to her current role in corporate venturing. She explains how Maersk Growth invests in early-stage startups focused on decarbonizing and digitizing supply chains, using a well-rounded approach that blends equity investments with strategic partnerships.During the conversation, Ida shares how her team leverages Maersk's deep logistics expertise to test and validate innovative solutions in real-world settings. She discusses the value of engaging with both internal teams and external VC partners to drive impactful change, emphasizing the importance of addressing current business challenges and paving the way for future growth. By integrating strategic insights with practical pilot projects, Maersk Growth is working to bridge the gap between groundbreaking technology and sustainable, long-term industry transformation.Go to eu.vc for our core learnings and the full video interview

De tarieven van president Donald Trump zorgen voor wereldwijde chaos op de beurzen. Voor elk land geldt een tarief van 10 procent, sommige worden getrakteerd op een extra tarief. De laatste keer dat de Verenigde Staten zulke stevige importheffingen rekenden was in 1910. Saillant is dat de Amerikaanse beurs het grootste slachtoffer is van Trump. Deze aflevering bespreken we uitgebreid de heftige reactie op de beurs. Is die terecht? En hoe lang blijven die tarieven gelden en heb je er last van als belegger? We helpen je een eindje op weg, want we zoeken naar de aandelen en sectoren die het goed doen ondanks die tarieven. En je leert waarom zelfs onbewoonde eilanden extra moeten betalen, maar Noord-Korea en Rusland niet.Ook hoor je hoe een bedrijf als Apple moet ontsnappen. Topman Tim Cook slijmde flink bij de Chinese regering en gokte op India. Maar die constructie komt Apple nu extra duur te staan. See omnystudio.com/listener for privacy information.

De tarieven van president Donald Trump zorgen voor wereldwijde chaos op de beurzen. Voor elk land geldt een tarief van 10 procent, sommige worden getrakteerd op een extra tarief. De laatste keer dat de Verenigde Staten zulke stevige importheffingen rekenden was in 1910. Saillant is dat de Amerikaanse beurs het grootste slachtoffer is van Trump. Deze aflevering bespreken we uitgebreid de heftige reactie op de beurs. Is die terecht? En hoe lang blijven die tarieven gelden en heb je er last van als belegger? We helpen je een eindje op weg, want we zoeken naar de aandelen en sectoren die het goed doen ondanks die tarieven. En je leert waarom zelfs onbewoonde eilanden extra moeten betalen, maar Noord-Korea en Rusland niet.Ook hoor je hoe een bedrijf als Apple moet ontsnappen. Topman Tim Cook slijmde flink bij de Chinese regering en gokte op India. Maar die constructie komt Apple nu extra duur te staan. See omnystudio.com/listener for privacy information.

Analizamos el comportamiento de Mercedes-Benz, Credit Agricole, BPM, UniCredit, Ryanair, Maersk y Svitzer, con Alberto Roldán, profesor de finanzas y economía y consejero de New Growth Capital.

Once seen as the promising power duo of India’s renewables and EV story, Gensol Engineering and BluSmart Mobility are now at the center of a high-stakes corporate unraveling. Gensol, a key lessor and vehicle supplier for BluSmart, is battling a severe liquidity crisis, with its stock crashing 65%, credit rating slashed to unprecedented lows, and allegations of financial mismanagement emerging. Now, in a desperate move, Gensol is trying to pare ties with BluSmart and sell 3,000 vehicles from its fleet. But this isn’t just about one company’s cash crunch. Host Anirban Chowdhury talks about a business model under stress, a web of related-party deals, and the larger implications for India’s EV ecosystem. Was BluSmart too dependent on Gensol to begin with? Did Gensol’s investors get the short end of the deal? And what does this turmoil mean for the future of EV ride-hailing and clean energy startups?Check out other interesting episodes from the host like: Corner Office Conversation with Maersk’s Keith Svendsen and Chris Cook, Tata, Airtel’s DTH merger: Will 2 Negatives make a Positive?, Tesla Tug-of-War: Maha, AP woo Elon Musk, and more! You can follow Anirban Chowdhury on his social media: Twitter and Linkedin Catch the latest episode of ‘The Morning Brief’ on ET Play, The Economic Times Online, Spotify, Apple Podcasts, JioSaavn, Amazon Music and Youtube.See omnystudio.com/listener for privacy information.

The crisis at IndusInd Bank is escalating, with an accounting discrepancy in its derivatives portfolio leading to possible loss of Rs 1,500 crore, regulatory investigations, insider trading concerns, and leadership upheaval. As the RBI intervenes, critical questions arise about governance, compliance failures, and financial stability. How did this happen? Who knew? What does it mean for investors and the banking sector? And can IndusInd Bank rebuild trust? Host Anirban Chowdhury, along with Krishna Appala of Capital Mind, Reena Zachariah and Saloni Shukla of ET, unpacks the controversy, key players, and the road ahead for the bank.Check out other interesting episodes from the host like: Corner Office Conversation with Maersk’s Keith Svendsen and Chris Cook, Tata, Airtel’s DTH merger: Will 2 Negatives make a Positive?, Tesla Tug-of-War: Maha, AP woo Elon Musk, and more! You can follow Anirban Chowdhury on his social media: Twitter and Linkedin Catch the latest episode of ‘The Morning Brief’ on ET Play, The Economic Times Online, Spotify, Apple Podcasts, JioSaavn, Amazon Music and Youtube.See omnystudio.com/listener for privacy information.

A parliamentary committee report highlights a severe staff shortage at AIIMS, with over 2,500 vacancies across faculty and medical staff, severely impacting patient care. The report urges the health ministry to expedite recruitment by offering competitive compensation packages and streamlining the hiring process. Additionally, AIIMS’ ambitious master plan faces delays due to land acquisition and budgetary constraints, with concerns over underutilization of allocated funds. Host Anirban Chowdhury and Teena Thacker of ET are joined by a senior doctor and official at AIIMS to tell a story of delays, inadequacy, misuse of power and neglect.Check out other interesting episodes from the host like: Corner Office Conversation with Maersk’s Keith Svendsen and Chris Cook, Tata, Airtel’s DTH merger: Will 2 Negatives make a Positive?, Tesla Tug-of-War: Maha, AP woo Elon Musk, and more! You can follow Anirban Chowdhury on his social media: Twitter and Linkedin Catch the latest episode of ‘The Morning Brief’ on ET Play, The Economic Times Online, Spotify, Apple Podcasts, JioSaavn, Amazon Music and Youtube.See omnystudio.com/listener for privacy information.

What is common to Amitabh Bachchan, Arijit Singh, Anil Kapoor, Jackie Shroff? They have all acquired legal approvals to protect their personality rights? That is to protect their voices, body scans, any other kind of likeness or personality trait from AI misuse, and read AI cloning for commercial use. A-list celebrities in India are incorporating clauses in their legal contracts with film producers to protect themselves from the harmful impact of synthetic media. Are these enough in a space with scant rules and awareness? Host Anirban Chowdhury talks to Sameer Nair, Managing Director at Applause Entertainment, Priyanka Sinha, Co-Founder & Partner at A&P Partners and creative consultant Amit A Vermaa.Check out other interesting episodes from the host like: Corner Office Conversation with Maersk’s Keith Svendsen and Chris Cook, Tata, Airtel’s DTH merger: Will 2 Negatives make a Positive?, Tesla Tug-of-War: Maha, AP woo Elon Musk, and more! You can follow Anirban Chowdhury on his social media: Twitter and Linkedin Catch the latest episode of ‘The Morning Brief’ on ET Play, The Economic Times Online, Spotify, Apple Podcasts, JioSaavn, Amazon Music and Youtube.See omnystudio.com/listener for privacy information.

Are you ready to learn how to successfully bridge the knowing-doing gap during change in your organisation? In this episode of The Business of Being Brilliant, join me, Helen Beedham, as I engage in a thought-provoking conversation with Rupert Brown, Chief People Officer and author of the forthcoming leadership book "Mind the Gap." Together, we explore the fascinating world of organisational change and uncover strategies to navigate the complexities of transformation in today's dynamic business landscape.During our discussion, we discuss: ⭐️ Bridging the knowing-doing gap in leadership to enhance change management success.⭐️ Understanding the emotional and relational dimensions of change, beyond just the logical aspects. ⭐️ Building change resilience within an organisation and the vital role of empathy and trust in leadership.Rupert shares his journey and insights from extensive experience in leading major change initiatives across various industries. He emphasises the importance of fostering environments where open conversations, vulnerability, and empathy are prioritised to guide organisations through successful transitions. Listen in for practical advice on closing the gap between knowing what change needs to occur and effectively executing it.About Rupert Brown:Rupert Brown is a Chief People Officer with deep organisational change experience including mergers, acquisitions, digital transformation, joint ventures and turnarounds. He has worked across a variety of industries including consumer goods, supply chain, software, telecoms and education with global multinationals like Procter & Gamble, Maersk, Virgin Media O2 as well as smaller, private-equity-backed and family-owned businesses. Rupert now lives in his native England having spent 15 years of his career living overseas in Switzerland, Singapore, Denmark and the United Arab Emirates. Rupert's first book "Mind the Gap - bridging the knowing-doing gap in leadership during change" is due to be published in the summer of 2025.Connect with Rubert: https://www.linkedin.com/in/rupert-brown-3613361/Links:Visit Helen's website www.helenbeedham.com.Check out Helen's award-winning business book: The Future of Time: how 're-working' time can help you boost productivity, diversity and wellbeing.Leave a book review on Amazon here.Get in touch about Helen's Time-Intelligent Teams workshops or view/download a flier here.Join her mailing list here.What does freedom at work mean to you? Take my short survey here.Pre-order my new book People Glue: hold on to your best people by setting them free  (out Jan 2026) and become a book supporter to gain exclusive book-related invitations and offers. 

Elon Musk’s SpaceX has partnered with Bharti Airtel and Reliance Jio to bring Starlink’s satellite communication services to India. This landmark collaboration between a global space-tech pioneer and India’s telecom giants could redefine connectivity, bridging gaps in areas with limited land-based infrastructure and bringing mobile connectivity to the 400 million people who are unconnected or under connected. But what led to this partnership between companies that were bickering over spectrum allocation weeks back? What makes this low-earth orbit satellite technology so revolutionary, and how might it transform India’s telecom sector? And will this tie up, which clearly has larger geopolitical implications, hasten regulatory nods for satcom in India? Host Anirban Chowdhury along with ET’s telecom expert Kalyan Parbat decodes it all. Tune in. Check out other interesting episodes from the host like: Corner Office Conversation with Maersk’s Keith Svendsen and Chris Cook, Tata, Airtel’s DTH merger: Will 2 Negatives make a Positive?, Tesla Tug-of-War: Maha, AP woo Elon Musk, and more! You can follow Anirban Chowdhury on his social media: Twitter and Linkedin Catch the latest episode of ‘The Morning Brief’ on ET Play, The Economic Times Online, Spotify, Apple Podcasts, JioSaavn, Amazon Music and Youtube.See omnystudio.com/listener for privacy information.

Global shipping company Maersk remains complicit in Israeli war crimes.

What does a trade deal with the US really mean for India? How can we strengthen our global trade position while keeping crucial partnerships in defense, technology, and space safe from political crossfire? In this candid conversation, host Anirban Chowdhury sits down with ET’s Pranab Dhal Samanta to break down the brewing US-India trade tensions sparked by Trump’s latest move on reciprocal tariffs. They unpack the bigger picture: the geopolitics at play, the domestic pressures driving Trump’s decisions, and the tough calls India now faces, from rethinking its WTO commitments to negotiating a bilateral trade deal. With sharp insights into China’s economic strategies and the urgent need for trade reforms, this is a timely, no-nonsense look at what lies ahead for Indo-US relations.Check out other interesting episodes from the host like: Corner Office Conversation with Maersk’s Keith Svendsen and Chris Cook, Tata, Airtel’s DTH merger: Will 2 Negatives make a Positive?, Tesla Tug-of-War: Maha, AP woo Elon Musk, and more! You can follow Anirban Chowdhury on his social media: Twitter and Linkedin Catch the latest episode of ‘The Morning Brief’ on ET Play, The Economic Times Online, Spotify, Apple Podcasts, JioSaavn, Amazon Music and Youtube. Credits: India TodaySee omnystudio.com/listener for privacy information.

Trump’s trade war is heating up, and India’s now in the crosshairs. With hefty tariffs already slapped on China, Mexico, and Canada, India’s trade relationship with the U.S. hangs in the balance. What does this mean for India’s booming exports—tech talent, generic drugs, textiles, and more? And can Trump’s tariff gamble really pay off? Host Anirban Chowdhury teams up with noted economist Nilanjan Banik to unpack the ripple effects of this global trade showdown and what’s at stake for India. Tune in. Check out other interesting episodes from the host like: Corner Office Conversation with Maersk’s Keith Svendsen and Chris Cook, Tata, Airtel’s DTH merger: Will 2 Negatives make a Positive?, Tesla Tug-of-War: Maha, AP woo Elon Musk, and more! You can follow Anirban Chowdhury on his social media: Twitter and Linkedin Catch the latest episode of ‘The Morning Brief’ on ET Play, The Economic Times Online, Spotify, Apple Podcasts, JioSaavn, Amazon Music and Youtube. Credits: India TodaySee omnystudio.com/listener for privacy information.

This is Part 2 of our mini-series on Asset-Backed Trading. In the previous episode, we covered the key  reasons and decision points in creating asset-backed trading organizations. In this episode, we draw on the experience of Savvas Manousos and Niels Henrik Lindegaard on the key learnings and challenges that arise in implementation. From the inevitable challenges and even crises that arise and, ultimately, the two key roles of any leader - how to build a high -performing team and how to execute on a strategy with the flexibility and resilience needed in a more volatile world. Savvas Manousos spent 25 years with BP before developing global Asset-Backed Trading platforms at Reliance, Maersk and CEPSA. Savvas is now an Enco Insight Partner at HC Group's sister company Enco Insights, providing independent, peer-to-peer, advisory to organizations embarking on this journey. Niels Henrik Lindegaard spent 40 years with Maersk and spent a decade leading their trading transformation through Maersk Oil Trading.For more on Enco Insights visit www.encoinsights.com 

Seafarers jailed for 30 years are guilty until proven innocent, going nuclear, and how about paying an extra $1.5 million to call a US port if your ship is built in China. These are just some of the stories that are covered in the latest episode of Maritime in Minutes.Seatrade Maritime News' Marcus Hand and Gary Howard reflect on the month of February, with their highlights from the news in maritime and shipping, from the biggest stories to those that simply piqued their interest.Hear more about:Trump's Mexico and Canada tariffs – what's at stake for shipping?Red Sea crisis drives Maersk to 3rd most profitable ever yearQatar's North Field expansion faces crewing and newbuilding challengesNo net zero in maritime without nuclear – ABS chiefIMO GHG levy and fuel standard present trade-offs for AfricaSeafarers jailed for 30 years ‘guilty until proven innocent' says ITFIMO working group fails to achieve consensus on GHG levyIf you own a Chinese built ship calling US ports could get expensiveIf you enjoyed this episode, please subscribe to ensure you don't miss our latest uploads. Feel free also to recommend the show to a friend or colleague that you think would enjoy it. For the latest news on the shipping and maritime industries make sure you visit www.searade-maritime.com or subscribe to our newsletter.Connect with Marcus Hand:Follow him on Twitter: https://twitter.com/marcushand1 Connect with him on LinkedIn: https://www.linkedin.com/in/marcus-hand-b00a317/Connect with Gary Howard:Follow him on Twitter: https://twitter.com/GaryLeeHoward Connect with him on LinkedIn: https://www.linkedin.com/in/garyleehoward/Don't forget to join the conversation and let us...

Rhiannon is joined by two organizers from the Palestinian Youth Movement to talk about the Mask off Maersk campaign which targets logistics giant: Maersk. Maersk has delivered millions of pounds of military cargo to Israel over the course of the genocide. We talk about Maersk's bloody history, the reporting that exposed Maersk's role in genocide and the disruption that caused in the supply chain, and how longterm, sustained organizing like the Mask Off Maersk campaign is needed to confront the structures upholding zionism and build a people's arms embargo. The Mask Off Maersk campaign employs a diversity of tactics which have already led to tangible wins. Just this past week, protesters blocked and occupied Maersk headquarters in Copenhagen, demanding that Maersk stop transporting military cargo to Israel and end all contracts with the Israeli Ministry of Defense. To keep up to date with the Mask Off Maersk campaign and learn how you can get involved, follow @maskoff_maersk on instagram and visit the campaign website at www.maskoffmaersk.com

Global supply chains are under pressure as geopolitical tensions, tariffs, and potential trade challenges reshape international commerce. In this first episode of the new Beyond The Box season, we explore how businesses in retail and automotive are changing and adapting to the new challenges in global trade and logistics. Joining the discussion are Toni Fondevilla, Maersk's Global Automotive Vertical Lead, and Neil Ashby, Maersk's Global Vertical Head for Retail. Together, they dive into: 

In Part One of our miniseries on Asset-Backed Trading, Savvas Manouson and Niels Henrik Lindegaard  join us to discuss why commodity producers, refiners and wholesalers are developing value-chain optimization through trading and the basic building blocks.  What are the key drivers behind this global trend? What are the key decision points around people, platform and operating model? What approaches and resources best ensure success? Savvas Manousos spent 25 years with BP before developing global Asset-Backed Trading platforms at Reliance, Maersk and CEPSA. Savvas is now an Enco Insight Partner at HC Group's sister company Enco Insights, providing independent, peer-to-peer, advisory to organizations embarking on this journey. Niels Henrik Lindegaard spent 40 years with Maersk and spent a decade leading their trading transformation through Maersk Oil Trading. For more information on Enco Insights visit www.encoinsights.com 

Hydrogen vs. Battery Trucks: Which Will Dominate Long-Haul Freight? Welcome to The Hydrogen Podcast!

Hier geht's zum nächsten Live-Podcast am 26.02: https://berlin.premiumkino.de/film/ohne-aktien-wird-schwer-live-podcast-in-berlin Aktien + Whatsapp = Hier anmelden. Lieber als Newsletter? Geht auch. Das Buch zum Podcast? Jetzt lesen. Reziproke Zölle und 1.000 Milliarden aus Japan. Das gab's bei Trump. Starke Zahlen - die gab's bei Affirm, Pinterest, Doximity & Expedia. Schwache Zahlen - die gab's bei e.l.f. Beauty und Skechers. Investoren - die gibt's bei Uber, BP und Gerresheimer. 9.500 € für einen Artikel kriegen, den man nichtmal selbst geschrieben hat. Das ist das geniale Business von Springer Nature (WKN: SPG100). Fast 20% des Börsenwerts schüttet Maersk (WKN: 861929) 2025 an Aktionäre aus. Wieso steigt die Aktie nicht? Weil das Rote Meer den Gewinn pusht und MSC immer mehr Schiffe in den Markt pusht. Die einzige Hoffnung: Hapag-Lloyd & Pünktlichkeit. Diesen Podcast vom 10.02.2025, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

Join Michelle Martin on her tour of markets! Asia-Pacific markets are trading mixed as investors digest major earnings reports. Hosted by Michelle Martin with Ryan Huang, this episode breaks down Amazon’s AI-driven growth challenges, Peloton’s surprise earnings beat, and Yum Brands’ AI-powered fast-food expansion. Discover how Tapestry, Roblox, Maersk, and Honeywell fared in their latest earnings, plus key insights on ST Engineering’s $4 billion contract wins. Get the latest on the STI, currency moves, and trade tensions shaping the market.See omnystudio.com/listener for privacy information.

APAC stocks followed suit to the gains on Wall St where sentiment was underpinned amid a softer yield environment and the lack of trade war escalation.US Treasury Secretary Bessent said Trump wants lower 10-year yields; is not calling for the Fed to lower rates.European equity futures indicate a positive cash open with Euro Stoxx 50 future up 0.5% after the cash market closed with gains of 0.1% on Wednesday.DXY is sub-108, antipodeans lag, EUR/USD has returned to a 1.04 handle, JPY supported by hawkish BoJ comments.Looking ahead, highlights include Swedish CPI, EZ Retail Sales, US Jobless Claims, BoE, CNB & Banxico Policy Announcements, BoE DMP, BoE Governor Bailey, Fed's Waller, Daly, Jefferson & BoC's Macklem, Supply from Spain & France.Earnings from ING, ArcelorMittal, Oersted, Carlsberg, Maersk. Compass, AstraZeneca, Société Generale, Vinci, L'Oréal, Eli Lilly, Roblox, Amazon & Affirm.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

Even voorstellen. Het begon als sms-verwerker voor discotheken, inmiddels is het de grootste ticketverkoper van ons land. We hebben het over CM.com uit Breda. Dat bedrijf belooft met AI werknemers te vervangen. Iets waarmee ze de concurrentie aangaan met het grote Microsoft. Deze aflevering hoor je of dat haalbaar is of dat het een kansloze missie gaat worden. Dan hoor je óók over ING. De winst is in elkaar gezakt en toch is de topman vrolijk. Uitstekend gaan de zaken, zo zegt 'ie. Minder goed gaan de zaken bij Volvo. Eigenlijk is Volvo een klikspaan, want de autobouwer zegt dat het bedrijf (en alle andere concurrenten) een heel slecht jaar tegemoet gaat. Ook hoor je over het Belgische succesverhaal Lotus. Die koekjes lijken wel van goud.See omnystudio.com/listener for privacy information.

There's less optimism from Mainfreight over the impacts of global shipping changes. Two of the world's largest shipping companies Hapag-Lloyd and Maersk are joining forces, a move some commentators believe will reduce freight prices and provide arrival time reliability. But Mainfreight Managing Director Don Braid told Mike Hosking he's not sure it will mean cheaper freight rates, adding it mostly operates on the East to West corridors anyway. He says it's possible for cheaper freight to result from the Red Sea opening, meaning quicker shipping. However, Braid says, the chances of this happening are low. LISTEN ABOVE See omnystudio.com/listener for privacy information.

Welcome to episode #968 of Six Pixels of Separation - The ThinkersOne Podcast. Mehak Gandhi, co-author of Triple Fit Strategy - How To Build Lasting Customer Relationships And Boost Growth (along with Christoph Senn), is the Head of Research at Valuecreator in Switzerland, where she designs and implements B2B growth accelerator programs and next-generation sales strategies. With extensive experience conducting research and training for global giants like Allianz, Maersk, Konica Minolta, and Schneider Electric, Mehak has developed a reputation for merging data-driven insights with actionable strategies that drive sustainable growth. In our conversation, Mehak outlined the transformative potential of the Triple Fit Strategy, a framework designed to move beyond transactional buyer-seller dynamics toward deep, collaborative partnerships that create exponential value (which includes over 10,000 case studies). Drawing on decades of research and her work with companies like Microsoft, Coca-Cola, and GE, Mehak emphasizes the importance of aligning planning, execution, and resources to foster mutual growth. She shared powerful insights into how businesses can operationalize collaboration, simplify complex relationships, and engage customers early to drive innovation and new revenue streams. We also explored the critical balance between human decision-making and AI in optimizing these strategies, alongside the legal and operational challenges of fostering trust and data sharing in supplier-customer partnerships. Mehak's passion for helping businesses adopt a 360° customer-centric approach is evident as she shares examples of companies unlocking millions of dollars in opportunities through collaboration. If you've ever wondered how to future-proof your sales processes while building lasting partnerships, this episode is a must-listen. Enjoy the conversation! Running time: 59:35. Hello from beautiful Montreal. Listen and subscribe over at Apple Podcasts. Listen and subscribe over at Spotify. Please visit and leave comments on the blog - Six Pixels of Separation. Feel free to connect to me directly on Facebook here: Mitch Joel on Facebook. Check out ThinkersOne. or you can connect on LinkedIn. ...or on Twitter. Here is my conversation with Mehak Gandhi. Triple Fit Strategy - How To Build Lasting Customer Relationships And Boost Growth. Valuecreator. Follow Mehak on LinkedIn. This week's music: David Usher 'St. Lawrence River'. Chapters: (00:00) - Introduction to Mehak Gandhi and Triple Fit Strategy. (02:50) - The Importance of Customer Centricity. (06:01) - Aligning Business Strategies for Mutual Growth. (08:57) - Navigating Supplier-Customer Relationships. (12:13) - Sustainability and Long-Term Partnerships. (15:06) - The Role of Collaboration in Business. (17:48) - Innovating Through Customer Engagement. (20:52) - Operationalizing the Triple Fit Strategy. (23:53) - The Complexity of Legal and Data Sharing. (27:01) - The Future of Business Relationships. (30:09) - The Role of Human Decision-Making in AI. (32:27) - Visionaries and Market Disruption. (35:20) - Building Relationships in Business. (37:49) - Navigating Procurement Challenges. (40:26) - Transitioning from Transactional to Collaborative Relationships. (42:04) - The Service vs. Product Paradigm. (45:13) - Unlocking Value through Service Innovation. (46:47) - Sustaining Partnerships Over Time. (48:29) - Managing Change in Business Relationships. (52:31) - Growth in an Uncertain Economy.

#supplychain #logistics #procurement #risk #business #continuity  Welcome to the Supply Chain Pioneers Podcast. In this episode, host Ulf discusses with Zera Zheng, the Global Head of Business Resilience Consulting at Maersk. Zera shares her journey from studying business and economics to specializing in business resilience, detailing her diverse experiences across various roles. She sheds light on the importance of proactive risk management, the complexities of modern supply chain challenges, and the significance of breaking silos within organizations. Zera also talks about the evolving landscape of supply chain resilience and offers practical advice for businesses aiming to enhance their resilience strategies. Don't miss her insights on the interconnectedness of geopolitical risks, the necessity for alternative solutions, and the growing trend of leveraging external expertise for better risk management. 00:00 Introduction to Supply Chain Pioneers 00:35 Meet Zera Zheng: Global Head of Business Resilience at Maersk 01:38 Zera's Career Journey: From Business and Economics to Health and Safety 05:32 The Importance of Green Logistics 08:13 Building a Resilience Framework at Damco 13:44 The Role of Resilience in Modern Supply Chains 18:34 Mergers and New Opportunities at Maersk 22:02 Advising Clients on Risk Management 22:50 The Growing Importance of Supply Chain Resilience 29:47 Monitoring Supply Chain Risks: Insights from Zera Zheng 35:59 Art and Supply Chain Resilience: A Unique Perspective 39:38 Conclusion and Farewell

Toca hablar de índices europeos con Eduardo Bolinches, analista técnico de Invertia/El Español, que pone el foco en Rio Tinto, Glencore, Maersk, Barclays, Lloyds y Renault.

https://youtu.be/V-kyXGA_KpwMatt and Sean talk about corporations trying to improve on sustainability efforts. Where are they moving forward, and where are they falling behind?Watch the Undecided with Matt Ferrell episode, Can Companies like Apple Save the Planet? https://youtu.be/dD3KgWiMlPs?list=PLnTSM-ORSgi7uzySCXq8VXhodHB5B5OiQYouTube version of the podcast: https://www.youtube.com/stilltbdpodcastGet in touch: https://undecidedmf.com/podcast-feedbackSupport the show: https://pod.fan/still-to-be-determinedFollow us on X: @stilltbdfm @byseanferrell @mattferrell or @undecidedmfUndecided with Matt Ferrell: https://www.youtube.com/undecidedmf ★ Support this podcast ★

How to Build Lasting Customer Relationships and Boost Growth Christoph Senn and Mehak Gandhi propose that B2B companies rethink their growth logic in their recent book Triple Fit Strategy. They lay out the Triple Fit Strategy framework to help companies escape the product-centric mindset and put customers at the heart of their business strategy. Companies using this framework can contribute 10x more to their customers' success and potentially double account values in less than three years. Summary of Triple Fit Strategy Senn and Gandhi suggest a bold new way of doing business that shifts the focus from traditional product selling to a fully customer-centric approach. Their Triple Fit Strategy challenges the old "us and them" mentality, encouraging suppliers and customers to collaborate as if they were a single entity. The result? Businesses that grow far beyond what either party could achieve alone. One Company? At its core, the Triple Fit Strategy puts customers at the centre of three critical areas: planning, execution, and resources. The strategy revolves around a simple and powerful question: What if we - supplier and customer - were one company? Drawing on over two decades of research, the authors argue that companies adopting this framework can contribute ten times more to their customers' success while doubling account values in under three years. Proven Results This isn't just theory. The book shares lessons from global giants like BASF, GE, Microsoft, and Danish shipping leader Maersk, which used the strategy to unlock hundreds of millions of dollars in new opportunities with a New Zealand partner. Backed by a database of over 10,000 cases, the Triple Fit Strategy offers practical tools to bring customers into your company's internal processes, helping to redefine customer relationships, allocate resources wisely, and achieve faster, more meaningful breakthroughs. Business cases The book includes real-life business cases from 3M, Agrana, BASF, Best Buy, BMW, Danone, db Audio, DSM, Evonik, Hillebrand Gori, Indicia, Konica Minolta, Maersk, Marriott, MUREX, Natura, P&G, Sonos, Thermo Fisher, Unilever, Vodafone, and WMF/Schaerer. For Companies Without Large Budgets? Senn and Gandhi outline three practical steps for businesses without a large budget for external consultancy: 1. Create a total business view by analysing business relationships within the Triple Fit canvas. 2. Understand internal politics and identify which stakeholders on both sides will support your case. 3. Foster a mindset of strategic alignment between supplier and customer. For businesses ready to step away from the "product-first" mindset, this book is a game-changer. See more about the book here. About the Authors Christoph Senn Christoph is Adjunct Professor of Marketing at INSEAD and founder/CEO of Valuecreator, a global provider of B2B growth tools and programs. He has taught at leading institutions such as Columbia Business School and the University of St. Gallen. His work has been published in journals, including California Management Review and Harvard Business Review. Mehak Gandhi Mehak is Head of Research & Training at Valuecreator, designing B2B growth accelerator programs and sales strategies for global companies. Her experience spans industries, having worked with Allianz, Maersk, Schindler, Thermo Fisher, and others. She applies the Triple Fit tools to achieve strategic alignment and growth for her clients. TRIPLE FIT STRATEGY: How to Build Lasting Customer Relationships and Boost Growth by Christoph Senn and Mehak Gandhi. Published by Harvard Business Press, ISBN No: 9781647827144 Billy Linehan Billy Linehan is an experienced consultant and advisor, currently serving as Partnership Director at Target Integration, where he leads the Business Connector programme. This initiative builds a network of professionals to drive digital transformation and IT solutions across diverse sectors. As the founder of Celtar Advisers, Billy has guided nu...

The 34th Alaska Legislature doesn't convene until Jan. 21. But some state lawmakers are already getting to work. Next month will be the last time a Maersk-branded vessel stops in Alaska.

Navantia Cádiz reune hoy a las partes implicadas para tratar de alcanzar un acurdo sobre el descanso en la industria auxiliar que evite la perdida de la reparacion de cruceros. La naviera Maersk elimina la escala en el puerto de Algeciras en su servicio entre Oriente Medio y EEUU. Y en deportes el Cádiz empató a 0 contra el Levante, aunque se mantiene, de momento fuera del descensoY hasta las 9 ampliamos estas y otras noticias, y en Crónicas gustativas, el espacio que dedicamos a nuestra gastronomía, hoy conocemos la historia de un ultramarino, con más de un siglo de funcionamiento, "La Diana", en El Puerto de Santa MaríaEscuchar audio

From the BBC World Service: U.K. government borrowing costs are hovering near a 16-year high, as bond yields have surged, inflation is proving sticky, and the value of the pound has drooped. What’s causing the uncertainty? Plus, Ethiopia has a stock exchange again after 50 years. And later: Shipping giant Maersk warns that only half of its ships are arriving on time and warns of more volatility on the way.

From the BBC World Service: U.K. government borrowing costs are hovering near a 16-year high, as bond yields have surged, inflation is proving sticky, and the value of the pound has drooped. What’s causing the uncertainty? Plus, Ethiopia has a stock exchange again after 50 years. And later: Shipping giant Maersk warns that only half of its ships are arriving on time and warns of more volatility on the way.

Aktien hören ist gut. Aktien kaufen ist besser. Bei unserem Partner Scalable Capital geht's unbegrenzt per Trading-Flatrate oder regelmäßig per Sparplan. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Aktien + Whatsapp = Hier anmelden. Lieber als Newsletter? Geht auch. Das Buch zum Podcast? Jetzt lesen. Hapag-Lloyd & Maersk sinken. Grund: Kein Hafenstreik. Fondsmanager verkauft Diageo. Grund: Ozempic. Shop Apotheke steigt. Grund: Wachstum. Außerdem geht's um: LA-Brände, Stada-IPO, Costco-Zahlen & britischen Einzelhandel. Junge Leute wollen gut riechen. Und Parfüm ist ein leistbarer Luxus. Davon profitieren Symrise (WKN: SYM999) & Co. Totgesagte leben länger. Das hat der indonesische Milliardär Low Tuck Kwong mehrmals bewiesen. Heute ist seine Firma PT Bayan Resources (WKN: A0Q7TW) ein vierfaches Decacorn. Diesen Podcast vom 10.01.2025, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

Since October 7th, 2023, the world has borne witness to some of the most horrific images broadcast from Gaza, in what is perhaps the first genocide to be broadcast live across social media. Over the past thirteen months, we have all seen some of the most vile videos and imagery that have brought the brutality of Israeli apartheid in both the Gaza Strip and the West Bank. Likewise, we have also seen a cascade of solidarity with the Palestinian people from across the globe on a level never seen before. At the forefront of this movement has been the Palestinian Youth Movement (PYM), a transnational, independent, grassroots movement of young Palestinians in Palestine and in exile worldwide as a result of the ongoing Zionist colonization and occupation. In today's episode, we're joined by Subrein Tamanhoury, a member of the Palestinian Youth Movement's San Diego chapter who stopped by the show to discuss her experiences as a member and the movement's mission of obtaining justice and liberation which has motivated millions of young people across the diaspora to take an active role in the national struggle for the liberation of occupied Palestine. During our interview with Subrein, we were able to discuss PYM San Diego's involvement with the student-led Gaza solidarity encampment at UCSD last Spring, as well as the ‘Mask Off Maersk' campaign. The Palestinian Youth Movement's campaign to get Maersk, one of the world's largest shipping and logistics companies to end shipping military cargo that facilitate Israel's genocide against the Palestinian people in Gaza and the West Bank. We also discussed how being in San Diego geographically puts the chapter in a very unique position to directly address both militarism and arms manufacturing. The region is home to the nation's largest concentration of military personnel (over  111,000 active-duty service people stationed within the city). It is also home to a litany of manufacturers such as Northrop Grumman and the Maersk which are contracted out by the U.S. military to both produce and ship weaponry across the globe to places like Gaza. All of this and so much more are ahead, so with that said, we are proud to present our conversation with Subrein Tamanhoury of the San Diego Palestinian Youth Movement.

Xavier Brun, responsable de RV europea de Trea AM, lanza su visión sobre Prysmian, Sika, Maersk y los resultados de Tesco y Marks & Spencer.

In this classic episode of Logistics with Purpose, hosts Enrique Alvarez and Kristi Porter are joined by Christelle Delenclos, Senior Director for Aid & Relief for NAM at A.P. Moller-Maersk. Christelle shares her inspiring journey from France to her role today, highlighting pivotal moments and the power of empathy instilled by her grandmother.The conversation delves into the significance of setbacks, diverse experiences, and the vital role logistics plays in humanitarian efforts. Christelle's anecdotes, from delivering winter jackets to aiding Ukraine, showcase the impact of logistics in crisis response.Listen in as Christelle emphasizes the need for evolving supply chains through data analytics, collaboration, and eco-friendly practices, and so much more.Additional Links & Resources:Connect with Christelle: https://www.linkedin.com/in/christelle-delenclos-01a4341b/Learn more about Logistics with Purpose: https://supplychainnow.com/program/logistics-with-purposeLearn more about Vector Global Logistics: https://vectorgl.com/Subscribe to Logistics with Purpose: https://logistics-with-purpose.captivate.fm/listenThis original episode was hosted by Enrique Alvarez and Kristi Porter. For additional information, please visit our dedicated show page at: https://supplychainnow.com/humanitarian-logistics-empathy-action-maersk-project-logistics-lwp94

Happy New Year!The start of the year is such an exciting time – it's a natural opportunity to reset, ground ourselves, and re-align with who we are… and who we want to become.In the spirit of the New Year, we have a very special episode for you today – many of you who listen to the podcast may not be aware that Finding Mastery has a whole other very exciting side to our business. With the help of our very own performance strategists, former Olympians, and mindset coaches, we get the opportunity to work with some of the most influential organizations in the world (like Microsoft, Maersk, Salesforce, and many others) to help them solve some of the world's most dynamic human performance challenges. In this episode, I'm joined by two of our incredible Olympians and Finding Mastery mindset coaches: Dr. Nicole Davis, a two-time Olympic silver medalist in indoor volleyball from the Beijing and London games – and Caroline Burckle, an Olympic bronze medalist swimmer from the Beijing games. Together, we're here to help you shape, and bring to life, a powerful intention to set the stage for the coming year. Olympians are an incredible subset to teach us about intentions and how to bring them to life because their entire journey to success depends on a disciplined, deliberate, and methodical approach to achieving their ambitions.Whether you're setting personal goals, professional aspirations, or just looking to make 2025 your best year yet, Nicole and Caroline have so many gems to offer.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Janet Labuda spent more than 30 years in U.S. Customs before leading up Customs and Trades Issues at Maersk Customs Services. She joins the podcast to talk about how to build a compliance department alongside AI in order to keep your company ahead of regulations, tariffs, and more. It's a fun conversation for the folks who (like me) only have experience with Customs by watching the TV show To Catch a Smuggler (which is also referenced a lot in this episode). Hope you enjoy the convo as much as I did.LINKS:Janet's LinkedInMaersk Customs Services' WebsiteWATCH THE FULL EPISODE HEREFeedback? Ideas for a future episode? Shoot us a text here to let us know.---------------------------------------------THANK YOU TO OUR SPONSORS!Are you experienced in freight sales or already an independent freight agent? Listen to our Freight Agent Trenches interview series powered by SPI Logistics to hear directly from the company's agents on how they took the leap and found a home with SPI freight agent program. Tai TMS is designed to streamline your brokerage operations and propel growth for both FTL and LTL shipment cycles. Book a demo with the Tai team today and tell them Everything is Logistics sent you. Digital Dispatch maximizes your #1 sales tool with a website that establishes trust and builds rock-solid relationships with your leads and customers. Check out our website services here.

On this episode of Looking Outside, we explore emerging risk - those issues seemingly in the further out future that we chose not to prioritize, act on, or perhaps even take seriously. Joining us is trained economist turned futurist, and CEO of futures think thank and advisory, the Copenhagen Institute for Futures Studies, Daria (Dasha) Krivonos. Having led strategic risk management at Maersk (up until recently, one of the world's biggest shipping companies), Dasha is no stranger to risk mitigation and anticipation, nor to seeing how bias and emotions feed into how risks are handled. Dasha shares how optimism is normal state of the human condition, but that a false sense of optimism for one safe and preferred future, with blinders on to emerging risks in the periphery, can be detriment to a business, even negligent. ----------More:Looking Outside podcast www.looking-outside.comFollow Dasha on LinkedIn & XCopenhagen Institute for Futures Studies https://cifs.dkCIFS Seminars on YouTube @CIFSonline Connect with host, Jo Lepore----------⭐ Follow, like and rate the show - it makes a difference!----------Looking Outside is a podcast exploring fresh perspectives of familiar topics. Hosted by its creator, futurist and marketer, Jo Lepore. New episodes every 2 weeks. Never the same topic.All views are that of the host and guests and don't necessarily reflect those of their employers. Copyright 2024. Theme song by Azteca X.

Sourcing has been last in line for tech investment and innovation for quite some time. But AI and a wave of new digital technology have the potential to turbocharge the function – if leaders seize the moment now. On this week's podcast, the Zero100 team discuss frameworks and use cases to inspire leaders ready to take the leap. Featuring: VP Research Lauren Acoba, and VP Research Geraint John.Why sourcing has lagged in tech innovation (2:10)Inside Zero100's latest report, “Reinventing the First Mile: AI Powers a New Generation of Digital Sourcing” (4:45)How Tesco, Siemens Energy, Unilever, and Maersk are using AI in sourcing (6:00)The key sourcing “job to be done” during Trump's second term (9:05)Using data mining, process mining, and AI to strengthen your data foundation (11:17)The three main approaches to tech stack building (13:59)From art to science: The new sourcing skill set (18:05)Key imperatives for sourcing leaders in 2025 (21:23)What sourcing leaders can learn from contemporary artists (23:13)

How the Mask off Maersk campaign aims to impose “a people's arms embargo.”

Welcome to an interview with the coauthor of Triple Fit Strategy: How to Build Lasting Customer Relationships and Boost Growth, Christoph Senn.    In this episode, Christoph introduces us to the concept of the "Triple Fit Strategy," a groundbreaking approach to strategy and sales with the power to transform businesses. It replaces the traditional single product-market fit with a three-fold alignment: planning, execution, and resource fit.   Christoph Senn is an adjunct professor of marketing at INSEAD, one of the world's leading and largest graduate business schools. He is also Codirector of the INSEAD Marketing & Sales Excellence Initiative (MSEI). He frequently works with leading companies, including BASF, Coca-Cola, General Electric, Hoffmann-LaRoche, Konica Minolta, Maersk, Microsoft, Otis, Pfizer, Schindler, Sonos, Vodafone, and many more. He is also Chairman of boutique consultancy AMC and the founder and CEO of Valuecreator, a software startup advancing the practice of value co-creation.   Get Christoph's book here: https://shorturl.at/n70UA Triple Fit Strategy: How to Build Lasting Customer Relationships and Boost Growth   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

With multiple reports predicting the disappearance of millions of jobs in the coming years, an urgent need for a reskilling revolution has sparked organisations and governments across the globe. In this episode of the Digital HR Leaders podcast, host David Green dives into this pressing topic with Anish Lalchandani, Global Head of Talent Management at Maersk and author of The Skills Advantage: A Human-Centered, Sustainable, and Scalable Approach to Reskilling. Packed with insights, this episode covers: The “four cornerstones” of reskilling: awareness, application, agility, and alliances, and how they drive sustainable workforce transformation The pivotal role of AI in accelerating reskilling efforts and the importance of balancing technological advancement with human-centered skills Strategies for building partnerships within and beyond the organisation to foster a supportive reskilling ecosystem Key metrics that HR leaders should use to measure the success of their reskilling initiatives and demonstrate value to the business This episode, sponsored by Workday, is essential for HR leaders looking to transform their people strategies through AI-driven talent orchestration and offers practical takeaways on how to leverage these tools for organisational success. Workday is a leading provider of enterprise cloud applications for HR and finance, recognised as a leader in the Gartner Magic Quadrant for Cloud HCM Suites. Organisations ranging from medium-sized businesses to more than 50% of the Fortune 500— including Netflix, Sanofi, AstraZeneca, and Rolls Royce—have chosen Workday to build their HR systems and implement Workforce Analytics solutions. Join them and learn more at workday.com Links to Resources: Anish Lalchandani on LinkedIn: Anish Lalchandani The Skills Advantage: A Human-Centered, Sustainable, and Scalable Approach to Reskilling Workday: Workday MyHRFuture Academy: MyHRFuture Insight222: Insight222 Hosted on Acast. See acast.com/privacy for more information.