Podcasts about multinationals

When markets are kind, anyone can look like a genius. The test arrives when conditions turn—your systems, skills, and character decide what happens next.  What are the five drivers every leader must master? The five drivers are: Self Direction, People Skills, Process Skills, Communication, and Accountability. Mastering all five creates resilient performance across cycles. In boom times (think pre-pandemic luxury hotels in Japan) tailwinds mask weak leadership; in shocks (closed borders, supply chain crunches) only strong drivers keep teams delivering. As of 2025, executives in multinationals, SMEs, and startups alike need a balanced "stack": vision and values (Self Direction), talent and trust (People), systems and analytics (Process), clear messaging and questions (Communication), and personal ownership (Accountability). If one leg is shaky, the whole table wobbles. Do now: Score yourself 1–5 on each driver; identify your lowest two and set 30-day improvement actions.  Mini-summary: Five drivers form a complete system; strength in one can't compensate for failure in another. How does Self Direction separate steady leaders from "lucky" ones? Self-directed leaders set vision, goals, and culture—and adjust fast when reality bites. Great conditions or an inherited A-team help, but hope isn't a strategy. As markets shift in APAC, the US, or Europe, leaders with grounded values and a flexible ego change course quickly; rigid, oversized egos drive firms off cliffs faster. The calibration problem is real: we need enough ego to lead, not so much that we ignore evidence. In practice that means owner-dated goals, visible trade-offs, and a willingness to reverse a decision when facts change. Do now: Write a one-page "leader operating system": purpose, top 3 goals, non-negotiable values, and the conditions that trigger a pivot.  Mini-summary: Direction + adaptability beats bravado; values anchor the pivot, not the vanity. Why are People Skills the new performance engine? Complex work killed the "hero leader"; today's results flow from psychologically safe, capability-building teams.Whether you run manufacturing in Aichi, B2B SaaS in Seattle, or retail in Sydney, you need the right people on the bus, in the right seats. Trust is the currency; without it, there is no team—only compliant individuals. Servant leadership isn't slogans; it's practical: career conversations, strengths-based job fit, and coaching cadences. Climbing over bodies might have worked in 1995; in 2025 it destroys engagement, innovation, and retention. Do now: Map your team on fit vs. aspiration. Realign one role this fortnight and schedule two growth conversations per week for the next month.  Mini-summary: Build safety, match talent to roles, and coach growth; teams create the compounding returns, not lone heroes. What Process Skills keep quality high without killing initiative? Well-designed systems prevent good people from failing; poor processes turn stars into "low performers." Leaders must separate skill gaps from system flaws. Mis-fit is common—asking a big-picture creative to live in spreadsheets, or a detail maven to blue-sky strategy all day. Across sectors, involve people in improving the workflow; people support a world they help create. And yes, even "Driver" personalities must wear an Analytical hat for the numbers that matter: current, correct, relevant. Toyota's jidoka lesson applies broadly: stop the line when a defect appears, then fix root causes. Do now: Run a 60-minute process review: map steps, assign owners, check inputs/outputs, and identify one automation or simplification per step.  Mini-summary: Design beats heroics; match roles to wiring, make data accurate, improve the system with the people who run it. How should leaders communicate to create alignment that sticks? Great leaders talk less, listen more, and ask sharper questions—then verify that messages cascade cleanly.Communication isn't a TED Talk; it's a discipline. Listen for what's not said, surface hidden risks, and test understanding down the line. In Japan, nemawashi-style groundwork builds alignment before meetings; in the US/EU, crisp owner-dated action registers keep pace high without rework. In regulated fields (finance, healthcare, aerospace), clarity reduces audit friction; in creative and GTM teams, it accelerates experiments. Do now: Install a weekly "message audit": sample three layers (manager, IC, cross-function) and ask them to restate priorities, risks, and decisions in their own words.  Mini-summary: Listen deeply, question precisely, and ensure the message survives the org chart; alignment is measured at the edges. Where does Accountability start—and how do you make it contagious? Accountability starts at the top: the buck stops with the leader, without excuses—and then cascades through coaching and controls. As of 2025, boards and regulators demand both outcomes and evidence. Strong leaders admit errors quickly, fix them publicly, and maintain systems that track results and compliance. Accountability isn't blame; it's ownership plus support: clear goals, training, checkpoints, and consequences. In startups, this prevents "move fast and break the law"; in enterprises, it fights bureaucratic drift. Do now: Publish a one-page scoreboard each Monday (KPIs, leading indicators, risks) and hold a 15-minute review where owners report facts, not stories.  Mini-summary: Model ownership, build coaching and monitoring into the cadence, and make evidence a habit—not a surprise inspection. How do you integrate the five drivers across markets and company types? Balance is contextual: tighten controls in high-risk/low-competency zones; grant autonomy in low-risk/high-competency zones. Multinationals can borrow playbooks (RACI, stage gates), but SMEs need lightweight equivalents to preserve speed. Startups should resist the "super-doer" trap by delegating outcomes early; listed firms should fight analysis paralysis by protecting experiments inside guardrails. Across Japan, the US, and Europe, leaders who pair people development with process discipline outperform through cycles because capability compounds while compliance holds. Do now: Build a "risk × competency" grid for your top workflows and adjust oversight accordingly within 48 hours. Review monthly as skills rise.  Mini-summary: Tune people and process to context; move oversight with risk and capability, not with habit. Conclusion: strength in all five, not perfection in one Leadership success is engineered, not gifted by luck. When conditions turn, Self Direction provides the compass, People Skills provide power, Process Skills provide traction, Communication provides cohesion, and Accountability provides grip. Work the system, in that order, and your organisation will keep moving—legally, safely, profitably—even when the weather's foul.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

Newly promoted and still stuck in "super-doer" mode? Here's how to rebalance control, culture, and delegation so the whole team scales—safely and fast.  Why do new managers struggle when they're promoted from "star doer" to "leader"? Because your brain stays in production mode while your job has shifted to people, culture, and systems. After promotion, you're accountable not only for your own KPIs but for the entire team's outcomes. It's tempting to cling to tasks you control—dashboards, sequencing, reporting—because they're tangible and quick wins. But 2025 leadership in Japan, Australia, the US, and Europe demands more: setting strategy, articulating vision, and developing capability. The pivot is psychological—move from "I produce" to "I enable production," or you'll cap growth and burn out. Do now: List your top five "leader-only" responsibilities and five tasks to delegate this week; schedule handovers with owners and dates.  Mini-summary: New leaders fail by over-doing; succeed by re-wiring attention from personal output to team capability. What's the practical difference between managing processes and leading people? Managers ensure things are done right; leaders ensure we're doing the right things—and growing people as we go.Processes secure quality, timeliness, budget discipline, and compliance. Leadership adds direction: strategy, culture, talent development, and context setting. Across sectors—manufacturing in Aichi, B2B SaaS in Seattle, retail in Sydney—over-indexing on process alone turns humans into "system attachments," stifling initiative and innovation. Over-indexing on people without controls risks safety, regulatory breaches, and inconsistent delivery. The art is dynamic dosage: tighten or loosen controls as competency, risk, and stakes shift. Do now: For each workflow, rate "risk" and "competency." High risk/low competency → tighter checks; low risk/high competency → more autonomy.  Mini-summary: Processes protect, people propel; leaders tune both based on risk and capability. How much control is "just enough" without killing initiative or risking compliance? Use the guardrail test: prevent safety/compliance violations while leaving room for stretch, accountability, and growth. Post-pandemic supply chains, ESG scrutiny, and Japan's regulator expectations mean leaders can't "set and forget." Too few checks invite fines—or jail time for accountable officers; too many checks create Theory X micromanagement that freezes learning. Borrow from Toyota's jidoka spirit: stop the line when risk spikes, but otherwise let teams problem-solve. In SMEs and startups, standardise the critical few controls (safety, security, data) and keep the rest principle-based to preserve speed. Do now: Write a one-page "controls charter" listing non-negotiables (safety, compliance) and "managed freedoms" (experiments, pilots, scope to improve).  Mini-summary: Guardrails first, freedom second—enough control to stay legal and safe, enough autonomy to develop people. How do I stop doing my team's work and start scaling through delegation? Delegate outcomes, not chores—and accept short-term pain for long-term scale. Many first-time managers keep their player tasks because they distrust others or fear being accountable for mistakes. That works for a quarter, not a year. By FY2026, targets rise while your personal capacity doesn't. Multinationals from Rakuten to Siemens train leaders to assign the "what" and "why," agree on milestones and quality criteria, then coach on the "how." Expect a temporary dip as skills climb; measure trajectory, not perfection. Do now: Pick two tasks you still hoard. Define success, constraints, and checkpoints; delegate by Friday, then coach at the first checkpoint.  Mini-summary: Let go to grow; specify outcomes and coach to capability. How can I balance micro-management and neglect in day-to-day leadership? Replace "hovering" and "hands-off" with scheduled, high-leverage follow-up. Micromanagement announces low trust; neglect announces low care. Instead, run structured check-ins: purpose, progress, problems, pivots. In regulated environments (banks, healthcare, manufacturing), confirm evidence of controls; in creative or GTM teams, probe learning, experiments, and customer signals. Across APAC, leaders who share decision frameworks (RACI/DACI; risk thresholds; escalation paths) cut rework and surprise escalations. Do now: Implement a weekly 20-minute "PPP" per direct report—Progress (facts), Problems (risks), Pivots (next choices)—with artefacts attached in advance.  Mini-summary: Neither smother nor ignore—use predictable, evidence-based check-ins to align and de-risk. When should leaders "lead from the front" versus "get out of the way"? Front-load leadership in ambiguity; step back once clarity, competence, and controls exist. In crises, new markets, or safety-critical launches, visible, directive leadership calms noise and sets pace (think: first 90 days of a turnaround or a factory start-up). As routines stabilise, flip to servant leadership: remove blockers, broker resources, and celebrate small wins. In Japan, Nemawashi-style groundwork before meetings accelerates execution; in the US and Europe, crisp owner-dated action registers keep speed without rework. The best leaders oscillate based on context, not ego. Do now: For each initiative, label its phase (Explore/Build/Run). Explore = lead hands-on; Build = co-pilot; Run = empower with audits.  Mini-summary: Lead hard in fog; empower once the road is clear and guardrails hold. Conclusion: your real job is capability, culture, and controlled freedom Great organisations don't trade people for process or vice-versa—they orchestrate both. As of 2025, the winners grow leaders who tune controls to risk, develop people faster than targets rise, and delegate outcomes with smart follow-up. Stop carrying the team on your back. Build a team that carries the work—safely, compliantly, and proudly.  Optional FAQs Is micromanagement ever right? Only for high-risk, low-competency tasks; use it briefly, with a plan to taper. What if my team is slower than me? That's normal initially; coach cadence and quality, not perfection. How do I avoid regulator trouble? Document controls, evidence checks, and incident response paths; audit monthly. What do I say to ex-peers I now manage? Reset expectations: new role, shared goals, clear decision rights, and escalation routes.  Next steps for leaders/executives Write your one-page controls charter and review it with Legal/Compliance. Convert two "player" tasks into delegated outcomes this week. Install weekly PPP check-ins with artefacts attached in advance. Map each initiative to Explore/Build/Run and adjust your involvement accordingly.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews. 

Every once in a while, I meet someone whose story reminds me why inclusion and communication go hand in hand. My guest this week, Shabnam Asthana, is one of those people. She's a global PR leader, entrepreneur, and author who has spent her life turning words into bridges that connect people and purpose. We talk about her journey from teaching and lecturing at India's National Defence Academy to leading global communications for major brands—and what it taught her about empathy, leadership, and real inclusion. Shabnam shares how storytelling can turn data into emotion, and why true diversity is less about representation and more about respect. Her message is powerful and deeply human: being unstoppable begins with an open heart, quiet courage, and the willingness to rise again. If you're ready to lead with empathy and communicate with purpose, this conversation will stay with you long after it ends. Highlights: 00:43 – Hear how early role models and a working mother raised ambitions and set a path toward leadership. 03:39 – Learn why strong communication skills pointed her toward PR and how debates built confidence. 05:24 – See why teaching became the first step when women in PR roles were rare in smaller cities. 08:12 – Discover what it took to lecture at India's National Defence Academy and earn respect in a rigid setting. 12:09 – Understand the leap from academia to corporate PR after being scouted for communication excellence. 15:50 – Learn how serving as a spokesperson shaped internal and external messaging at a Swedish-Indian firm. 17:01 – Gain a humble view of global work and why inclusion means moving from tokenism to listening. 21:08 – Compare India and Sweden and see how representation differs from real inclusion in practice. 24:18 – Learn how small, specific acts like adding sign to slides can make people feel genuinely seen. 34:24 – Find out how storytelling turns CSR spreadsheets into human change that inspires action. 43:22 – Explore the choice to found Empowered Solutions and why entrepreneurship kept growth alive. 53:06 – Take a fresh definition of an unstoppable mindset rooted in resilience and an open heart. About the Guest: A multi-faceted Professional, who has fast tracked from being a reputed National name to a well-respected and emulated global one! Shabnam Asthana has added new dimensions to Global PR and Communications. She has to her credit, post graduate degrees in English Literature, Public Relations and Advertising, an MBA in Marketing Management & several International certifications including a prestigious Hon. Doctorate in Business Administration from the National American University USA (NAU). She has over 25 years of rich professional experience. She started her career in the educational field as a high school teacher and then moved on to the role of a Lecturer at the prestigious National Defence Academy, Khadkwasla. She was the only civilian who compered for the Passing out parades, PT & Equestrian display and the Graduation ceremony of the NDA for 3 consecutive years. This was covered live on Doordarshan. It was after one of the Passing out Parades that she was compering at the NDA, that a senior position in a reputed company was offered to her and thus began her foray into the corporate world. After her successful corporate stint in senior positions with reputed companies including Multinationals in India and abroad and reputed real estate businesses, she started her own PR and communications firm, Empowered Solutions in 2005 which has been running successfully since then. Adding offices in USA and Canada as part of its international expansion. Ways to connect with Jan: Wikipedia - https://en.wikipedia.org/wiki/Shabnam_Asthana Instagram https://www.instagram.com/shabnamasthana/?hl=en Linked in - https://in.linkedin.com/in/dr-shabnam-asthana-7b174a5 Facebook - https://www.facebook.com/ShabnamAsthana/ X - https://x.com/shabnamasthana VyaapaarNiti Expert Profile - https://www.vyaapaarniti.com/expert/dr-shabnam-asthana- Tring Celebrity Platform - https://www.tring.co.in/shabnam-asthana 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, Hi again, everyone. I am your host, Michael Hingson, and you are here listening to or watching or both, unstoppable mindset today, our guest is a person of many talents, and I think you're going to be as amazed about her as I am. Shabnam Asthana is a person who has been involved in she was a teacher for a while. She's been very heavily involved in a variety of things at the corporate level. She started her own marketing firm in 2005 and I don't know what all my gosh, she's got so many things, it's really hard to keep up, but I'm sure she's going to tell us all about it, and I am looking forward to that. And I really appreciate all of you being here with us. So Shabnam, I want to welcome you to unstoppable mindset. And thank you for being here.   Shabnam Asthana ** 02:15 Thank you, Michael, truly wonderful to be with here, and thank you for that amazing introduction. You make me feel as if I've worn a professional cape of so many accolades and so many things. It's wonderful to be here with you.   Michael Hingson ** 02:32 Michael, well, you do have lots of awards and lots of accolades.   Shabnam Asthana ** 02:38 That's just one part of the journey. The true reward is in the, you know, work that I do, these stories, that I shape, the narratives that spring in that is the true reward. And of course, accolades are always welcome, and they are a way of encouragement, which do ensure that, yes, I continue doing the good work.   Michael Hingson ** 03:00 Well, why don't we start back at the beginning, which is always fun to do. Why don't you tell us about the early Shabnam growing up?   Shabnam Asthana ** 03:08 Okay, that's something which is very close to my heart. I was born in India in a small city called Bokaro, Steel City. It was a Steel City. It was an industrial town, and we were a very close knit community, and we had lots of, you know, interaction with people. I came from a background where both my parents, my mother and my father were working, and at that point of time, a working woman was sort of seen as a novelty, not something I'm talking way, way back. And now the people will also guess my age, I guess because it's pretty way back. And that was the time when we weren't India was still developing, and women were still not seen as the working class, you know, especially in senior corporate positions. And my mother was a senior officer in the steel plant, so that set my aspirations and ambitions very high. And I wanted to emulate her. I wanted to be someone who was working now what I would do I was not very sure of, but yes, I wanted to be working. And then later on, my sister, my both my sisters, were also working, my older siblings, and of course, that set the tone for me to also hop into the professional shoes, and, you know, chart out a career path for myself. So,   Michael Hingson ** 04:44 so what? What did you do? As far as schooling? Did you go to college?   Shabnam Asthana ** 04:51 Yes, I went to the local school there, which was an English medium good school called sin Xavier School. And that was some. Thing which really groomed me for the future, that set the foundations for my career. And after that, I did my schooling in the my college, sorry, in the capital city of India, which is Delhi. And then on, I moved to a place which is close to Mumbai, which is Pune, and I continued my education there. And of course, my career started in Pune. That is when I got into academics, and then henceforth,   Michael Hingson ** 05:34 so when you were in college, and as you were coming out of it, what did you want to do with your life? What was your plan? Or did you have one?   Shabnam Asthana ** 05:43 Yes, I did have one. Like I said, I was always good in communications, and people used to tell me that you are a good communicator. I used to win all the debates. I used to win elocution competitions. And I said, Well, yes, communication does seem to be my forte, so why don't I build on that? And then I saw my father, he was in the public relations industry, and I somehow at the back of my mind, I said, Yes, that is something I would surely want to do. So why not try my hand at PR? And that's how the seeds of my career was planted in my mind, and then it developed there on.   Michael Hingson ** 06:30 But you started out in education and in teaching.   Shabnam Asthana ** 06:34 Yes, that's very interesting. I'll tell you. I wanted to start my career in PR, but I was in a place which was a small city, and it was a place called Jamshedpur, before I moved on to Pune, and there, the career scope was very limited. We didn't have women in the PR. In fact, it was unheard of. So the best thing, or the easiest thing that a woman could do was to hop on the bandwagon of academics. And not saying that it was something you know, that was not looked up to. But yes, I did enjoy my role as a school teacher. That was my first job in Jamshedpur, a small it was, again, a steel city in India, and I became a high school teacher, and quite enjoyed it, because that was also communication. It was the way you communicated with your students, and, you know, sort of got them into, got them interested in what they were learning. So that was, again a stepping stone, and it was the area of communications which expanded later on.   Michael Hingson ** 07:47 So how long did you stay in teaching?   Shabnam Asthana ** 07:51 I was there for about two years in Jamshedpur, and then I moved on to Pune. And guess what the next opportunity I got was as a lecturer in the National Defense Academy. That was a place where the future generals were being groomed, and I was a civilian who, sort of, I was the only civilian, probably, who got into the teaching profession there and there I spent a good four years truly memorable. Worth remembering recounting. There was so many incidents, and I loved teaching. That was something which I did at the National Defense Academy too. Although that was at a higher level, it was very different from the school teaching which I had done. This was more, you know, on a national level, where you had to be more, and there was a lot of discipline which came in, because it was the future, you know, Army personnel, Navy personnel, so all that, there was a lot of discipline that came in and that groomed me better. I understood what the world of discipline meant in the true sense, because I lived   Michael Hingson ** 09:10 it right. What? How did you discover the job at the defense Academy? Though that's certainly a whole lot different than teaching high school students or maybe not.   Shabnam Asthana ** 09:23 It is a whole lot intimidating. Let me tell you that it's very intimidating to walk into a room full of, you know, future generals, army people you don't know who you know who you are, I mean, who they are, and you sort of get very intimidated by the kind the aura is very, very intimidating.   Michael Hingson ** 09:46 How did you discover that job? Yes,   Shabnam Asthana ** 09:49 that was done. We in India, we have something which is called the employment exchange. So you register there and you give your qualify. You list down your qualifications, and you know whatever you are planning to do, and they invite you for certain vacancies. So one fine day, I was just sitting and having my lunch at home when I received a letter, and the letter was an interview call for the National Defense Academy. I literally jumped out of my skin because I was a school teacher, and then being asked to appear for an interview in the National Defense Academy itself was a big leap for me. Whether I got it or not was a different thing. But then to sort of come on board and go and sort of appear for an interview was also something very exciting. And when I went there, I was like, I said, the only civilian The rest were army officers, wives and daughters, you know, related to the working personnel there. So when I went, I was interviewed by the three representatives from all the three wings, that is the Navy, the Air Force and Army. And that was a very good experience. They asked me a lot of questions, and I believe it was later on I was told that it was my confidence that got me in. So thanks to that, I   Michael Hingson ** 11:23 was going to ask you why you why you got in, or why you think you got in. And yes,   Shabnam Asthana ** 11:30 yeah, I did ask them that later, and unofficially, I was told that. Well, it was the way you carried yourself, the confidence and, you know, the excitement and enthusiasm that you shared, which was very, very refreshing.   Michael Hingson ** 11:48 So what exactly did you do at the academy?   Shabnam Asthana ** 11:53 I was teaching them English, and I was teaching them literature. I don't know how interested they were in literature, but then the feedback that I got, which was, you know, the it was a routine feedback, which we have the teachers get. So I used to get good marks, and people used to say, yes, that, you know, your classes are engrossing. It's good. And then, apart from that, there was something very interesting I did, which was I compared for their passing out parades, and I compared for all their shows. And that was something which was covered on television, and that gave me a different kind of foothold in my profession, where I was being seen, where I was being heard, and my confidence grew by leaps and bounds. I was being accepted as a woman. I was being accepted as a civilian. And that was something which was very, very heartwarming for me,   Michael Hingson ** 13:01 and I would assume, very difficult to achieve,   Shabnam Asthana ** 13:05 I think so I do yes, in retrospect, yes.   Michael Hingson ** 13:09 So you did that for roughly four years. Yes. And why did you leave that? What was your? Was your thought about that,   Shabnam Asthana ** 13:21 okay, I would have gone on. It was such a glorious part of my career. But, you know, change, they say, is constant, and that is something which happened. I was comparing for a passing out parade when the chairman of a corporate company which was doing rather well, heard me, and he was impressed by my communication, my speaking abilities, my, you know, the way I was presenting things. And he said he offered me a job, and he said, Why don't you come and join my office and come in as a PR person for my company, and that's exactly I was actually, you know, not very sure whether I wanted to leave this an industry and career where I was already established, where people knew me, and just hop on to the corporate world. But if you remember, that was my ambition. That was what I had always won right at the start. So the moment it came, it almost felt as if it fell into my laps. And I said, Why don't I do that? Yes, and this is a good opportunity, and I must take it up. My I spoke to my family, and they too, felt that it was a good stepping stone to move on. And so I accepted it, and that was my entry into the world of PR, in the corporate   Michael Hingson ** 14:48 world. So what year was that this   Shabnam Asthana ** 14:53 was way back on now you are prompting me to give away my age, which is like. Like ancient, I'd be a fossil. Okay, yes, this was way back in the 90s,   Michael Hingson ** 15:06 okay, and that was kind of what I was curious about. So at that time, industry was a little bit more stable than it was later on, but, but still, you You did it, and you so you stepped into that goal, into that role, and so you became part of the PR world, which is, as you said, what you wanted to do initially, anyway. So, so how long did you stay at that company? I   Shabnam Asthana ** 15:39 stayed there for about four years, and then the chairman of the company passed away. Unfortunately, he was on a trip to China, and he suffered a massive cardiac arrest, so I was working very closely with him in his office, and as is the norm of the industry, once the leader is not there things you know, sort of crumble, and you know, there's reorganization. New faces come in, and normally the new people bring their own teams. So I felt as if, you know, before they told me to sort of move out or something. I don't know why I pre empted that. I said, Why don't I myself make a shift and join some other industry? I mean, join some other company, which I did. Again, I applied. It was a Swedish company, and again, it was one of the best moves that I could have made. I spent a good 12 years in that company, which Hogan is India Limited, I must name them. They were brilliant. And I spent a very, very good part of my career with that company.   Michael Hingson ** 16:56 And so again, you did primarily PR, or what did you Yes, it was   Shabnam Asthana ** 17:02 PR and it was handling the chairman and managing director's office. So the entire communication was handled through me, the internal as well as the external communication. I was a spokesperson, yes,   Michael Hingson ** 17:18 so you became so in a sense, sort of the face of the company.   Shabnam Asthana ** 17:21 Yes, I did. It's nice to feel that yes, that it was a good many years that I was the face of the company in terms of communication, yes,   Michael Hingson ** 17:33 right, right. And, and where were you doing this?   Shabnam Asthana ** 17:38 This was in Pune, and their head office was in Sweden. I used to sort of move between the two. It was a very global company. The subsidiary was an Indian subsidiary, but the parent company was Swedish. So we had a lot of global travel   17:56 that kept you busy. That did so   Shabnam Asthana ** 17:59 there were conferences, and there were so many meetings which were happening,   Michael Hingson ** 18:03 yes, right? So what did, what did you? What did you learn from all of that? Do you think   Shabnam Asthana ** 18:12 it was a very humbling experience? You know, more than the excitement, I was armed with a lot of excitement, because that would have been one of my first trips outside India. I was I had a lot of excitement, lots of things were on my mind, but then ultimately, when one does travel and work in a global company, it's a very humbling experience, because you are exposed to your strengths and also your blind spots, your strengths, your weaknesses, everything comes to you and then you feel that diversity is not always about representation. It's about respect and inclusion is moving from tokenism to listening. That is what I felt, you know, adapting various voices to your workplace, working in unison, trying to empathize with people from different cultures, different streams, different departments, all that really broadened my horizon. So that was something which I learned.   Michael Hingson ** 19:30 So what was the culture like, in terms of since you were at a global company, as it were, how was it different when you were dealing with Sweden, as opposed to when you were dealing with India.   Shabnam Asthana ** 19:45 In India, we don't have diversity as a choice. In India, we are served diversity on a platter because you are born with being diverse. You have. Are numerous religions, you have culture. So we are adaptable people in that sense. But strangely enough, it's a paradox. If I would tell you that inclusion is still a work in progress. Inclusion isn't automatic. It doesn't come to you like that. You have to work for it. Now there is a big change, but I'm talking of the days, way back in the 90s when women in boardrooms were a novelty. So sometimes it was just purely for ornamental value. Sad to say that. But gradually you had to open up, you have to open the doors, and you have to say, look, we are here for a reason. And please listen to our voices too. And that's how we started. I started sort of, I remember once when I was moving in India. I mean, not in Sweden, but once when I was in India, and I was in a strategic board meeting. I was the only woman in the room, and the people were sort of, I could sense the expressions. People were curious, people were dismissing. People were sort of, you know, not sort of prepared to take or listen to me, that was a little bit of a setback. But then gradually, when I started moving abroad, and I started seeing more women, and then gradually, when I was moving so were the others, and they too saw the kind of change that was happening. And so it was pretty difficult in India, initially, if I were to be very honest, Sweden was more inclusive. I could see a lot of women in the workforce. And gradually, since we were sort of interacting with each other, we absorbed each other's cultures and values, and the company became very, very inclusive. So it was a pleasure to work there.   Michael Hingson ** 22:08 Okay, so in a sense, there were, there are parts of Sweden that made you happier than what you were in the East initially experiencing in India.   Shabnam Asthana ** 22:19 Absolutely, absolutely, and I have no hesitation in saying that, because they were welcoming. They were welcoming. And the not necessarily my company, but any company in India, the representation of women, especially in PR, was very, very limited. Now we have evolved, and it's a world of difference, and I'm so happy to see that.   Michael Hingson ** 22:48 How about you, may or may not have a lot of expertise in this, but how about if we're going to talk about inclusion and so on, people with disabilities, both in India and in Sweden and so on and again. I don't know whether you really had much experience or exposure to that. I   Shabnam Asthana ** 23:06 do. I did have my share of exposure, maybe not extensive, but yes, I do. I remember there's this one incident I'd like to talk to you about. It was in Paris. I was in a conference, and there was a deaf girl in the conference room. I could see people making presentations and knowing fully well, because we had the list of participants, and we had their intros, their introductions with us, my team. And you know, of course, I headed that team. We made a special endeavor to include sign in our presentation. And she was so happy because she said, you know, she came to me and she expressed to me that although I have participated so many times in meetings, and especially corporate meetings, I am so happy to see. It was the first time that I felt I was seen and I was not just a presence. So she was very happy with the kind of, you know, preparation that we did for her especially. So I believe it's very nice if people learn to respect each other and learn to believe that not everybody is similar. You may have so many strengths which I don't have. I do not see any physical disability as a handicap. I'm very, very sure about that, I do not see anybody who appears different or who doesn't have the same listening capacity, hearing capacity, to be different from me. They have their own strengths. So I truly believe that, you know, disability. In that sense, is something which does not put a person in the back seat. How.   Michael Hingson ** 25:09 How was that attitude received? Well, both at the company, when you were when you were in the room with her, and you were signing and so on. How did other people receive that? And how was that kind of attitude received initially in India?   Shabnam Asthana ** 25:29 Well, to be very honest, Michael, it wasn't something that is the done thing. People do not accept that. They are like, well, it's a general presentation. We really don't have to make specific I do remember a person who came up to me and said, Shabnam, why did you make a very specific presentation? It was a very general presentation by you doing that, you have set a precedent for others to sort of make them feel small, you know. So he took it in a very negative way. Said, you've made us feel very small. I said, no, please do not look at it that way. It is something where we have made her feel a part of us. It is not trying to belittle anybody, trying not to, you know, get a an edge over others. All of us are the same. It's just that I made it a little easier for her. That's what I just told him, and probably he did, walk away with a smile. I don't know whether it was a sarcastic one or whether it was a smile of acceptance, but then I got my   Michael Hingson ** 26:38 point. I took was this was this in Sweden or India. This was in Paris. In Paris, okay, yes,   Shabnam Asthana ** 26:46 okay, this was a conference, which was   Michael Hingson ** 26:49 she said that, right? Well, you know, the reality is that's all part of the inclusive mindset and the inclusion mindset, and it is so true that most people don't tend to realize it Yes. So I hear what you're saying,   Shabnam Asthana ** 27:10 yes, and realization and sort of acceptance has evolved. People are more accepting. People are more flexible. You know, the rigidity earlier, people were very rigid. Now there is a lot of flexibility. I believe that, right?   Michael Hingson ** 27:32 Well, I think it's better. I'm I think there are still all too many people who tend not to really have an overly inclusive mindset. And it is, it is something that that will be with us for a while, and hopefully over time, people will become more open and realize the value of inclusion. In this country, we have, well and around the world, we have a significant number of people who have these so called physical disabilities, and the reality is that the disability is more caused by inaction mostly than it is by real action.   Shabnam Asthana ** 28:12 Absolutely yes. And I also seriously believe that diversity enriches the outcomes. I have some I have practical experience, and I've seen that. So inclusion enriches outcomes in many ways, right?   Michael Hingson ** 28:35 How has all of your traveling and all of your exposure in various places around the world. How has that tended to shape your understanding of diversity and inclusion?   Shabnam Asthana ** 28:50 Okay, yes, that's a very interesting question. I have seen that challenges are real, biases, stereotypes and expectations that women need to prove themselves twice as much also exists in many, many parts of the world. So they have been. I mean, there have been certain cultures, certain countries, which are very easy to breeze through when you are at work meetings or you're talking to people. But there are certain countries in the let's say in the Middle East, the Far East, which are still not very open to, you know, women taking on lead roles, women strategizing, women talking things that would influence decisions. So sometimes there's also a word I'd like to put in here that sometimes it is not country specific. Specific. It is very individual, specific. So there, like you said, you know, there are certain mindsets which still exist. There are people who may be residing in countries that are very open and very receptive, but their own mindset is limiting. And it is a mindset which is closed, it is rigid. So that stops and that prevents any inclusion. You know that, if I were to put it that way, so I would say it's not merely, not always country specific. Yes, individuals have to evolve themselves and change their mindsets. So it's sometimes I've seen it's countries are good, but some individuals are rigid. I've seen some individuals that are good, but the countries that are rigid. So it sort of works both ways.   Michael Hingson ** 30:54 And it's not just about women, it is about anybody who is different. Yes, then the so called norm, whatever that happens to be, absolutely   Shabnam Asthana ** 31:03 inclusion is not limited to women. So again, I'd like to clarify that it's inclusion is a broad spectrum. So yes, of course, we are a small part of it. But yes,   Michael Hingson ** 31:17 you have written a book, yes, romancing your career and and also you've done a lot of mentoring, obviously, and so on. But what do you mean when you talk about women? And I would say anybody who's different need to define success on their own terms. Tell me more about that.   Shabnam Asthana ** 31:41 So women, or anybody, let's not be very specific about women, because then it would be detracting from the main subject of inclusion. Anybody who wants to be heard has to believe in one thing, that silence is not the answer. Courage is so you have to move from silence to courage. Try and portray your point of view. Speak to people if they listen to you good enough if they don't, it's not as if the doors are closed. If the doors are closed, you can surely open a window for yourself, and it works. So just being silent or being very subdued or being very you know sad that your point of view, or being upset, for that matter, that your point of view is not being listened to is not the answer. You have to show courage. You have to do your homework, right? Remember that value is something that takes anybody places. It's not about being a woman, it's not about being any nationality, any ethnicity. It's just that you have to carry value in whatever you are trying to bring to the table. Once people see value, they will forget whether you are of XYZ nationality or you're an Indian, or you are of any other you're any other gender, if I may say that. So it's the value that a person should work towards. Everybody should work towards bringing value to the table. That is what will get you noticed, and that is what will see you going places. Yes, it did.   Michael Hingson ** 33:43 And again, I think one of the important things is that, from my standpoint, and I keep pushing it, but it's there is that it also is the same for for so called disabilities. One of the things that I maintain is that everybody on the planet has a disability, and the disability for most people is that you depend on light in order to function, and when suddenly light disappears, you have a big problem, unless you have a way to get light back on demand. But we are. We're not ready to accept that as a as a race yet, so people think that's cute, but, but they're not ready to accept it. It doesn't change the fact that it's really there. But the fact of the matter is that that people do have to speak up for themselves, and there are ways to do that, and there are ways not to do that. It isn't a matter of being obnoxious and demanding, but it is all about, as you expressed it earlier, being confident and showing that confidence and showing your knowledge and showing what you bring to the table absolutely well. You've been involved in PR for a long time, and I'm sure that you would agree, one of the main tools that people in the public relations world and elsewhere have to offer is storytelling. I believe the best salespeople are people who can tell stories and can help relate. But my question would be to ask you, how can storytelling bridge communities and bring people together?   Shabnam Asthana ** 35:31 Storytelling is a very, very strong element of PR. Storytelling humanizes everything. It brings in a lot of connection. So people connect automatically, if your storytelling is good, so like I keep telling all my juniors as well or new interns who join in corporate fact sheets can be informative. They can give you facts, but storytelling will transform everything. So you move from information to transformation. Storytelling is the human angle to everything. All of us love you a human angle. For example, let me tell you I was in a meeting which was quite a few years ago, and the CEO of the company was telling me they've done a lot of work in corporate social responsibility. So he wanted to tell me about all the expenditure that they've done. They've uplifted so many schools. They've done so much. They've spent so much on education, they've spent so much on water, on sanitation and so many other things, which has improved the lives of the citizens there. I told him, could you tell me one story of one life that has been affected. So he was at a loss because he had not he did not dive deep into that. He didn't look beyond the numbers and the figures. So his HR person stepped in and he told me a story of a girl. She was an Indian girl. Her name was Aarti. How they had transformed her life, and she had moved on to studying in Howard, and she was being employed in one of the top American companies there. So that was something, a story of transformation. So that is so you know, I believe the power of storytelling and that connected everybody, even his own people, were not aware. The employees were not aware. They were just sort of working like robos, putting in their number of hours, doing their work, not going beyond their call of duty to actually see what was happening to the effects, the efforts of their activities. This was something which we brought out in all their corporate brochures, in all the marketing that they were doing, in all the marketing collaterals that worked wonders. We had lots of inquiries for people who wanted to support them in many ways. We had an interview of the girl, and it was something which was very we added a human angle. So like I said, storytelling humanizes the entire concept, and that is something which connects people. So, yes, it's very   Michael Hingson ** 38:42 interesting. Did he learn to tell stories after that?   Shabnam Asthana ** 38:46 I believe so, because he was so he was really taken aback. And he said, Wow, I never really thought about it. And you told me, You changed my perspective. You made me see it differently. And if I were to say we got a good retainership After that, because he was very happy and my contract was renewed. So that was something which sort of affected the contract too well.   Speaker 1 ** 39:19 The reality is that when you tell a story, it is telling stories is something that most everyone can truly relate to, and when you tell a story that someone listens to or hears and reacts to it,   Michael Hingson ** 39:40 there's nothing better than that, and it's really important that that kind of thing happens. So I'm really glad to hear that you like storytelling. I think it is so important that we have that   39:51 absolutely,   Michael Hingson ** 39:54 yeah, it's so important to be able to do that. Well, you've told us a little bit. About inclusion and diversity and so on in India and in other countries. Do you think it's changing, both in India and in other countries? And how is it changing?   Shabnam Asthana ** 40:15 It is changing. If you go back to the 90s to the present day, you will see that people have become I think it has a lot to do with travel. It has a lot to do with interaction. So people are interacting with each other. I speak to you, you speak to me, you tell me something about you, and I say, Hey, is that worth listening to? Yes, it is. And I try and change my mindset. I become more receptive. I try and tell you my viewpoint. You listen to me. You hear me out. So I have seen companies that have moved beyond check boxes of how many women, how many people with disabilities they've, you know, inducted in the employment stream, in their jobs, and it's become more of the CEOs or the top management asking their people, how many voices have we listened to? How many decisions have been made by these people whom we have taken in. You know, how have we evolved as a company? So that has made me see in boardrooms, in various meetings, that the top management is also very aware of what kind of decisions, what policies, are being framed with people as a diverse group. And it's not funneled or restricted to just the top few. It trickles down and it goes to the people they've hired from diverse groups, and it becomes like a voice of the company. So I have seen that changing, and I have seen that diversion is now diversity sort of is moving more towards the corporate DNA. So it is not a demand anymore. It's not a checkbox. It's more as if it is flowing in naturally, and people are more aware of it. So that's what I've seen.   Michael Hingson ** 42:32 It's a mindset, it is, and people are starting to adopt that. How is it changing in India? You said that in India there's a lot more diversity. But you said inclusion isn't so much there.   Shabnam Asthana ** 42:46 Yes, it is in see in India, it was globally, I saw that diversion was backed by policies, and there was a certain framework which had a set of rules. It had a set of code of conduct. But in India, it was more based on individual goodwill. So we had people, if the CEO or the top management was pro diversity, it would happen automatically, because the ones at the junior level had no choice. They had to naturally comply. But here now in India, it's become more organized, more structured, and people, there are departments now which look into issues of diversity and inclusion, and they try and make the organization work towards that. So they are big companies. They are small companies in India, all are trying to absorb this in the corporate DNA, like I said. So people are conscious. And there are conscious. There are seminars which are happening. People are being spoken to. There is workplace, you know sensitization that follows. People talk about it, people discuss it, and there is a lot of exchange of dialog which happens. So people talk, people learn, people adapt   Michael Hingson ** 44:15 well. So you you work for the Swedish company, for you said, like, 12 years, and then what did you   Shabnam Asthana ** 44:25 do after that? I moved on to, you know, start my own company, which was empowered solutions. That's my brain child, and it's a communications PR and communications company, and I, sort of, I'm the founder director for that the Empowered solutions is my company now, and we are completed. It was set up in 2005 October.   Michael Hingson ** 44:50 2005 what? What made you decide to leave the bigger corporate world and take on all of the challenges of entrepreneur? Leadership and starting your own company, because that certainly is a major change.   Shabnam Asthana ** 45:04 It is I was in the top management. I had a set job, I had the name, the recognition, everything that comes with that. But somehow there was still that kind of, I would say, curiosity, to experiment and to try on newer things. And I am a person who gets a little bored of stagnation, and I had almost reached the height of my career in these companies, and there was nothing more I could do unless I bought over those companies and sort of, you know, became the president and the chairman, which I would I could not do. So I said, Why don't I sort of diversify and take all this learning that I have, all the goodwill that I've earned over the years with the people that have been my clients, with my colleagues, with the people I've met in my business conferences. Why don't I take all this and try and set up something on of my own where I am at liberty to do whatever I want to do without the time pressure, you know, without a pressure of morning meetings and you know, things which have to be a nine to five kind of a role here, I do agree that it is a 24 by seven job that I'm doing at present, because I'm always available. And, you know, I believe that accessibility is very important if you have to be successful, you can't sort of close off and say, no, no, I'm, you know, if somebody needs you, you can't say, Okay, I'm just closing my door and my office. So that was the the, you know, the excitement of experimenting once again and seeing, of course, entrepreneurship is something which is very exciting, and that was something which I wanted to experiment and try and see how I could change that. And, you know, get it into my career. And, you know, get off the normal nine to five job. So that's what I did. I wanted to experiment.   Michael Hingson ** 47:21 So tell me a little bit more about if you would what your company does and how you serve clients and so on. And where are your clients?   Shabnam Asthana ** 47:29 Okay, so basically, it is a PR and communications company, and we have clients now globally. I have primarily in India, because that is where my office is. But I do have clients in Europe, in us, in Canada, where I am currently. And yes, it is more about public relations and communications, and that's what we do. So it's essentially a diversification of I have also taken on writing as part of one of my services. So I do a lot of book writing. I take on people who want to be either who want to tell a story, and who don't have either the time or the expertise. I write for them. I ghost right for them. We also do events. So we have done a couple of events globally, not on a very large scale, but yes, we do have. So it's events, it's public relations, it's communications, it's training, and it's writing.   Michael Hingson ** 48:39 So that's it, right? Well, so you have written one book. Are you looking at doing any more books? By any chance?   Shabnam Asthana ** 48:49 Now I have ghost written about 16 books. So they're all ghost written and under a contract where I don't disclose the names of the books. But yes, I've authored three books, and the first one was romancing your career, a very interesting and fascinating book. That was my first book, and later on, I went on to do two biographies, and yes, I'm doing a couple more correctly, where they are being authored by me. So I'm writing the biographies.   Michael Hingson ** 49:26 So today, in all the work that that you're, that you're doing, do you, do you get involved with many international projects?   Shabnam Asthana ** 49:39 Yes, not many, but yes, we are doing a slow and steady progress there. And we do, I do, keep getting a lot of inquiries. And I must say that I have got a couple of inquiries recently which are very interesting. And I. Working on those. Maybe it's a little premature to tell you that, but yes, there is one big project that has come my way, and we're planning to expand from there. Well.   Michael Hingson ** 50:12 So you have experienced a lot of different countries and so on, and India is certainly becoming more of an economic and a world power in the in terms of what all is happening. Do you think that that the attitudes of India and the way India deals with inclusion and so on is making a difference, and Will that continue to happen?   Shabnam Asthana ** 50:43 Well, Michael, it will, because we are moving out of our country, and we have, you know, taken spots in so many other countries. So if we want to be included, it's high time we practice the same. So we have to welcome other cultures. We have to welcome other nationalities if we hope to be welcomed in other countries as well. So that is something which has really influenced the thinking of people, because we can't be rigid. We can't be, you know, thinking in our own way. And say, Well, let's not do it, because we have to welcome other countries if we have to work and move out of India. So yes, Michael, I will say that very hard. It's very heartening to note that it is changing, and it will continue to do so. In fact, you know, India is moving from being seen as an outsourced to something which people sort of welcome with open arms. But then, yes, things are changing. There are things which are happening which may limit the movement of people, or it may increase the flow of people. But then, well, we have to adopt, adapt and move on.   Michael Hingson ** 52:04 Yeah, well, there's always going to be some of that which makes which makes sense. Yes. What kind of advice would you give to someone, especially young professionals, women and others who are different? What advice would you give to someone who may feel excluded or undervalued in their careers.   Shabnam Asthana ** 52:25 The best thing that I would like to say is that if you hear a no, don't let it bog you down, because be sure that tomorrow you will hear a better yes, it will be something that is shaping the way for your future. So you must not let any naysayers or any projects that fail bog you down just because you're a woman or because you're different or anybody you know. You have to show your courage, you have to be resilient, and you have to lean on your inner strengths. The best magic, the you know, time tried and tested formula, which I would advocate, is leaning on your inner strengths. All of us have a lot of strengths, believe you me, we may not know it, but all of us have a lot of strengths. So when you see a situation that is not to your liking, just lean on your inner strengths. Take a deep breath and say today's no will be a yes tomorrow, and that is the courage that you must move ahead with anybody, irrespective of whether you are a woman or you are any person who is stepping into the corporate world. Just value yourself. Always Be confident. Wear the confidence. And that's the best accessory that you would have.   Michael Hingson ** 54:03 How would you define unstoppable mindset?   Shabnam Asthana ** 54:08 Unstoppable mindset is not something which is something which rises beyond limitations. And by limitations, I don't mean only individual limitations. It may be the limitations of the other people. Let that not define your limitation. Your the term unstoppable, to me, is a term which shows resilience. It shows something where you can fumble. It's very natural to fumble, to stumble, to fall down, to face challenges, to face, you know, rejections. It's very normal, but unstoppable is. Being able to get up again with greater strength, with a better mindset, more courageously, and more importantly, with an open heart, which says, Yes, I will do it. You cannot say you cannot. You know, sort of put me down in any way. My courage is there, my inner strength is there. I am unstoppable in that sense.   Michael Hingson ** 55:28 I think the most important thing that you just said is that you have to do it with an open heart. I think everyone should do that you may learn that your idea may not be the best solution, and it might be the best solution, but you won't know that until you truly have an open heart and an open mind.   Shabnam Asthana ** 55:46 Truly, yes, absolutely, an open heart, I would say, is really, really key. It's very, very important.   Michael Hingson ** 55:56 What keeps you motivated as you continue to advocate for adverse diversity and inclusion and equity and so on.   Shabnam Asthana ** 56:04 What keeps me motivated? Michael, are many things, but then what i If I could just zero down on a couple of them, I would say that what keeps me motivated is the trust that people had in me, and, you know, to give me certain jobs, roles, the trust that they had to sort of say, okay, you can do it. And then I did it. And the people, what keeps me motivated is something also very nice, which somebody came up to me at a recent conference in Germany, and they said, you know, the reason why I didn't give up is because of you. That is me, because I motivated them to do something, and that was your motivation for me, I was like, Okay, if I can motivate you, I too can stay motivated for a long, long time to come. And that's something which I do. I try to inspire and I try to inspire myself as well in the process.   Michael Hingson ** 57:07 Well, if you could leave everyone who is involved in hearing this podcast and so on today, if you could leave them with one powerful message about embracing diversity and so on. What would that message be?   Shabnam Asthana ** 57:23 Well, that message would be that whatever is happening today, if you feel that there is even a little bit of acceptability, that is because somebody else has worked towards it, so now it is your chance to give it back to society, to keep working, to keep opening doors for people, for a better tomorrow, for a more inclusive tomorrow. And diversity doesn't and inclusivity doesn't happen overnight. You have to work towards it. There is a it's the whole process, and you have to work towards it relentlessly. Continue working. Somebody else has worked. They have pushed you forward. They have done a whole lot of things. Now it's your turn to do your bit and ensure that the people who are coming after you come to a better tomorrow, a more inclusive tomorrow.   Michael Hingson ** 58:27 It also, by definition, means that we need to learn how to work with each other and support and help each other,   Shabnam Asthana ** 58:34 of course. And empathy. Empathy is the key, empathy, sensitivity, all that.   Michael Hingson ** 58:41 So if people would like to reach out to you, maybe use your company services or talk with you. How can they do that?   Shabnam Asthana ** 58:48 They could contact me. You can write to me at my email id, which is Shabnam, S, H, A, B n, a m, at empowered solutions, my company name, E, M, P, O, W, E, R, E, D, S, o, l, U, T, I O, N, S, dot, I n, that's my name. The emails will reach me. That's an inbox which you know I'm monitoring myself, and be sure that you will receive a reply. I'd love to hear from people, and I love to communicate. I love to write back. So very welcome.   Michael Hingson ** 59:30 And I would ask, just sort of on principle, if anyone reaches out to Shabnam, who has heard this podcast, please mention that, just so that she knows where you where you discovered her, and I think that would be a good thing to do. Well, I want to thank you for being here. I think this has been absolutely wonderful. I think we've learned a lot I have and I value the insights that you bring. So I hope that other people will take the. Those same insights away, there's there's a lot to learn here, and there's a lot to gain from this. So I want to thank you again for being here, and maybe we'll have to do this again in the future.   Shabnam Asthana ** 1:00:12 I'd love to do that. And Michael, I'd like to thank you for hosting this wonderful, wonderful show. I have seen your episodes. They are brilliant, and it's really nice. I was so looking forward to this. It's been an absolute pleasure to interact with you, and I hope that we'll be doing more of this in the near future.   Michael Hingson ** 1:00:35 Well, we'll have to explore that, and I want to thank all of you who are out there watching and listening. I want to thank you for being here. We appreciate you very much. Wherever you're listening or watching. Please give us a five star review. We value that very highly. We really would appreciate you saying good things about us. A five star review is always a wonderful thing. I'd like to hear from you as well. I'd like to hear what your thoughts are about this podcast. Feel free to email me at Michael M, I, C, H, A, E, L, H, I at accessibe, A, C, C, E, S, S, i, b, e.com, love to hear from you. Love to hear your thoughts. We value them, and we take all the comments that we get from people very much to heart. So we appreciate you doing that. And if you know anyone else who ought to be a guest on our podcast, who you think ought to be a guest, let us know. Introduce us. Shabnam, that's also true for you, please. If you know anyone who ought to be a guest, we'd love to meet people and have them come on the podcast and also help us show how we're all more unstoppable than we think we are, or we thought we were. So once again, though, I want to thank you for being here. Shabnam, this has been wonderful. Thank you very much.   Shabnam Asthana ** 1:01:51 Thank you, Michael, thank you to all the listeners.   **Michael Hingson ** 1:01:59 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 interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

In this episode we interview Janick Marina Schaufelbuehl about her new book Crusading for Globalization: US Multinationals and Their Opponents Since 1945. From the publisher: “The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda over the last eight decades. Crusading for Globalization tells the story of an extraordinarily influential group of business executives at the helms of the largest US multinational corporations and their quest to drive globalization forward over the last eight decades. Janick Marina Schaufelbuehl argues that the spectacular expansion of international investment, trade, and production after 1945 cannot be understood without considering the role played by these corporate globalizers and the organization they created, the US Council (today's United States Council for International Business). By shaping governmental policy through their congressional lobbying and close connections to successive presidential administrations, US Council members, including executives from General Electric, Coca Cola, and IBM, among others, consistently fought for ever more market deregulation, culminating in the creation of the World Trade Organization in 1995. Crusading for Globalization is also a book about those who opposed the growing might of multinationals. In the years immediately after World War II, resistance came from business protectionists, before labor and policymakers from the Global South joined the effort in the early 1970s. Schaufelbuehl breaks new ground by offering a panorama of this early anti-globalization movement, and by showing how the leaders of multinationals organized to limit its political influence. She also examines continuities between this early movement and the opposition to globalization that emerged at the beginning of the twenty-first century from the left and the populist right and discusses how business responded by promoting corporate social responsibility and voluntary guidelines. The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda and to examine their methods for dealing with their opponents, Crusading for Globalization reveals the historical roots of today's disparities in wealth and income distribution.”

About the Guest(s):Paula M. Jones has been practicing law for almost 25 years. After a decade at large international law firms, she opened her own practice in 2016.LinkedIn - Paula M Jones, EsqHer domestic estate work includes wills, trusts, powers of attorney, living wills and beneficiary designations. She employs marital, residuary, disclaimer, dynasty, asset protection, grantor-retained annuity and intentionally defective grantor trusts, as well as family corporations to protect and preserve assets for many generations. She represents trustees and beneficiaries of trusts in trust-related matters. Her Orphans' Court practice includes trust reformations, trust mergers and divisions, terminations, accountings and audits. She represents parties in negotiations to avoid fiduciary litigation.Her work with international clients includes efficient planning in regard to U.S. estate and gift taxation, qualified domestic trusts, residency determinations, tax treaty applications, pre-immigration planning for non-resident aliens coming to the United States, expatriation tax planning for residents and citizens leaving the United States, administration of estates of foreign individuals with U.S. property and other related matters. She has represented many individuals in regard to foreign account and asset compliance issues.Paula is currently an adjunct professor at Western New England University School of Law where she teaches International Estate Planning. She has guest lectured at Columbia University, Temple University School of Law's Masters of Laws Program and Rutgers University School of Law. She lectures frequently for organizations such as the American Immigration Lawyers Association, Society for Human Resource Management and the American Bar Association, as well as local estate planning councils.Paula has authored several articles in respected industry journals such as Trusts and Estates, AICPA's Tax Advisor and the ABA's Practical Tax Lawyer. In addition, she developed a workshop on estate planning basics, titled “Will Power: Wealthy or Not, Your Estate Matters.” The companion book was published by The Graduate Group.Paula is admitted to practice in the State of New York, the Commonwealth of Pennsylvania, the State of New Jersey, the U.S. Tax Court and the U.S. District Court, Eastern District of Pennsylvania.Episode Summary:In this episode of the Money Roots podcast, host Amy Irvine engages in an enlightening discussion with Paula Jones, the esteemed owner of Jones Estate Group. With a robust background in international and domestic estate law, Paula delves into the intricacies of cross-border estate planning. She offers valuable insights into the roles her firm plays in estate planning, particularly emphasizing the importance of having a qualified team comprising estate attorneys, financial planners, and immigration lawyers when considering dual citizenship or cross-border living.Throughout the podcast, Paula addresses key issues associated with holding assets across different countries and the complex scenarios faced by individuals with multinational ties. Her discussion includes an exploration of residency determinations, tax treaty applications, and the vital significance of qualified domestic trusts in safeguarding assets. Paula's practical advice caters to a growing audience interested in international living, offering concrete steps to ensure seamless estate planning while navigating diverse legal systems.Key Takeaways:Having a qualified team of advisors, including an estate attorney, financial planner, and immigration lawyer, is crucial for...

Multinationals Leave Pakistan in Dozens | OpSindoor 2.0 Threat Creates Panic | Trump Warns Munir

10/3/25: MTA Pres Max Page: tax the multinationals & free speech for educators. Clare Higgins: her careers as Mayor & Ex Dir, Community Action Pioneer Valley. Jennifer Jacobson & Morgan Sheehan: Straw Dog Writer's Guild WriteAngles Conference. UMass Athletic Dir Ryan Bamford: the football program & $. Donnabelle Casis w/ Mischa Roy Bennett: the Great N'ton Haunt.

Crusading for Globalization: US Multinationals and Their Opponents Since 1945 (University of Pennsylvania Press, 2025) tells the story of an extraordinarily influential group of business executives at the helms of the largest US multinational corporations and their quest to drive globalization forward over the last eight decades. Janick Marina Schaufelbuehl argues that the spectacular expansion of international investment, trade, and production after 1945 cannot be understood without considering the role played by these corporate globalizers and the organization they created, the US Council (today's United States Council for International Business). By shaping governmental policy through their congressional lobbying and close connections to successive presidential administrations, US Council members, including executives from General Electric, Coca Cola, and IBM, among others, consistently fought for ever more market deregulation, culminating in the creation of the World Trade Organization in 1995. Crusading for Globalization is also a book about those who opposed the growing might of multinationals. In the years immediately after World War II, resistance came from business protectionists, before labor and policymakers from the Global South joined the effort in the early 1970s. Schaufelbuehl breaks new ground by offering a panorama of this early anti-globalization movement, and by showing how the leaders of multinationals organized to limit its political influence. She also examines continuities between this early movement and the opposition to globalization that emerged at the beginning of the twenty-first century from the left and the populist right and discusses how business responded by promoting corporate social responsibility and voluntary guidelines.The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda and to examine their methods for dealing with their opponents, Crusading for Globalization reveals the historical roots of today's disparities in wealth and income distribution. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Crusading for Globalization: US Multinationals and Their Opponents Since 1945 (University of Pennsylvania Press, 2025) tells the story of an extraordinarily influential group of business executives at the helms of the largest US multinational corporations and their quest to drive globalization forward over the last eight decades. Janick Marina Schaufelbuehl argues that the spectacular expansion of international investment, trade, and production after 1945 cannot be understood without considering the role played by these corporate globalizers and the organization they created, the US Council (today's United States Council for International Business). By shaping governmental policy through their congressional lobbying and close connections to successive presidential administrations, US Council members, including executives from General Electric, Coca Cola, and IBM, among others, consistently fought for ever more market deregulation, culminating in the creation of the World Trade Organization in 1995. Crusading for Globalization is also a book about those who opposed the growing might of multinationals. In the years immediately after World War II, resistance came from business protectionists, before labor and policymakers from the Global South joined the effort in the early 1970s. Schaufelbuehl breaks new ground by offering a panorama of this early anti-globalization movement, and by showing how the leaders of multinationals organized to limit its political influence. She also examines continuities between this early movement and the opposition to globalization that emerged at the beginning of the twenty-first century from the left and the populist right and discusses how business responded by promoting corporate social responsibility and voluntary guidelines.The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda and to examine their methods for dealing with their opponents, Crusading for Globalization reveals the historical roots of today's disparities in wealth and income distribution. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/world-affairs

Crusading for Globalization: US Multinationals and Their Opponents Since 1945 (University of Pennsylvania Press, 2025) tells the story of an extraordinarily influential group of business executives at the helms of the largest US multinational corporations and their quest to drive globalization forward over the last eight decades. Janick Marina Schaufelbuehl argues that the spectacular expansion of international investment, trade, and production after 1945 cannot be understood without considering the role played by these corporate globalizers and the organization they created, the US Council (today's United States Council for International Business). By shaping governmental policy through their congressional lobbying and close connections to successive presidential administrations, US Council members, including executives from General Electric, Coca Cola, and IBM, among others, consistently fought for ever more market deregulation, culminating in the creation of the World Trade Organization in 1995. Crusading for Globalization is also a book about those who opposed the growing might of multinationals. In the years immediately after World War II, resistance came from business protectionists, before labor and policymakers from the Global South joined the effort in the early 1970s. Schaufelbuehl breaks new ground by offering a panorama of this early anti-globalization movement, and by showing how the leaders of multinationals organized to limit its political influence. She also examines continuities between this early movement and the opposition to globalization that emerged at the beginning of the twenty-first century from the left and the populist right and discusses how business responded by promoting corporate social responsibility and voluntary guidelines.The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda and to examine their methods for dealing with their opponents, Crusading for Globalization reveals the historical roots of today's disparities in wealth and income distribution. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

Crusading for Globalization: US Multinationals and Their Opponents Since 1945 (University of Pennsylvania Press, 2025) tells the story of an extraordinarily influential group of business executives at the helms of the largest US multinational corporations and their quest to drive globalization forward over the last eight decades. Janick Marina Schaufelbuehl argues that the spectacular expansion of international investment, trade, and production after 1945 cannot be understood without considering the role played by these corporate globalizers and the organization they created, the US Council (today's United States Council for International Business). By shaping governmental policy through their congressional lobbying and close connections to successive presidential administrations, US Council members, including executives from General Electric, Coca Cola, and IBM, among others, consistently fought for ever more market deregulation, culminating in the creation of the World Trade Organization in 1995. Crusading for Globalization is also a book about those who opposed the growing might of multinationals. In the years immediately after World War II, resistance came from business protectionists, before labor and policymakers from the Global South joined the effort in the early 1970s. Schaufelbuehl breaks new ground by offering a panorama of this early anti-globalization movement, and by showing how the leaders of multinationals organized to limit its political influence. She also examines continuities between this early movement and the opposition to globalization that emerged at the beginning of the twenty-first century from the left and the populist right and discusses how business responded by promoting corporate social responsibility and voluntary guidelines.The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda and to examine their methods for dealing with their opponents, Crusading for Globalization reveals the historical roots of today's disparities in wealth and income distribution. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/economics

Crusading for Globalization: US Multinationals and Their Opponents Since 1945 (University of Pennsylvania Press, 2025) tells the story of an extraordinarily influential group of business executives at the helms of the largest US multinational corporations and their quest to drive globalization forward over the last eight decades. Janick Marina Schaufelbuehl argues that the spectacular expansion of international investment, trade, and production after 1945 cannot be understood without considering the role played by these corporate globalizers and the organization they created, the US Council (today's United States Council for International Business). By shaping governmental policy through their congressional lobbying and close connections to successive presidential administrations, US Council members, including executives from General Electric, Coca Cola, and IBM, among others, consistently fought for ever more market deregulation, culminating in the creation of the World Trade Organization in 1995. Crusading for Globalization is also a book about those who opposed the growing might of multinationals. In the years immediately after World War II, resistance came from business protectionists, before labor and policymakers from the Global South joined the effort in the early 1970s. Schaufelbuehl breaks new ground by offering a panorama of this early anti-globalization movement, and by showing how the leaders of multinationals organized to limit its political influence. She also examines continuities between this early movement and the opposition to globalization that emerged at the beginning of the twenty-first century from the left and the populist right and discusses how business responded by promoting corporate social responsibility and voluntary guidelines.The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda and to examine their methods for dealing with their opponents, Crusading for Globalization reveals the historical roots of today's disparities in wealth and income distribution. Learn more about your ad choices. Visit megaphone.fm/adchoices

Crusading for Globalization: US Multinationals and Their Opponents Since 1945 (University of Pennsylvania Press, 2025) tells the story of an extraordinarily influential group of business executives at the helms of the largest US multinational corporations and their quest to drive globalization forward over the last eight decades. Janick Marina Schaufelbuehl argues that the spectacular expansion of international investment, trade, and production after 1945 cannot be understood without considering the role played by these corporate globalizers and the organization they created, the US Council (today's United States Council for International Business). By shaping governmental policy through their congressional lobbying and close connections to successive presidential administrations, US Council members, including executives from General Electric, Coca Cola, and IBM, among others, consistently fought for ever more market deregulation, culminating in the creation of the World Trade Organization in 1995. Crusading for Globalization is also a book about those who opposed the growing might of multinationals. In the years immediately after World War II, resistance came from business protectionists, before labor and policymakers from the Global South joined the effort in the early 1970s. Schaufelbuehl breaks new ground by offering a panorama of this early anti-globalization movement, and by showing how the leaders of multinationals organized to limit its political influence. She also examines continuities between this early movement and the opposition to globalization that emerged at the beginning of the twenty-first century from the left and the populist right and discusses how business responded by promoting corporate social responsibility and voluntary guidelines.The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda and to examine their methods for dealing with their opponents, Crusading for Globalization reveals the historical roots of today's disparities in wealth and income distribution. Learn more about your ad choices. Visit megaphone.fm/adchoices

Crusading for Globalization: US Multinationals and Their Opponents Since 1945 (University of Pennsylvania Press, 2025) tells the story of an extraordinarily influential group of business executives at the helms of the largest US multinational corporations and their quest to drive globalization forward over the last eight decades. Janick Marina Schaufelbuehl argues that the spectacular expansion of international investment, trade, and production after 1945 cannot be understood without considering the role played by these corporate globalizers and the organization they created, the US Council (today's United States Council for International Business). By shaping governmental policy through their congressional lobbying and close connections to successive presidential administrations, US Council members, including executives from General Electric, Coca Cola, and IBM, among others, consistently fought for ever more market deregulation, culminating in the creation of the World Trade Organization in 1995. Crusading for Globalization is also a book about those who opposed the growing might of multinationals. In the years immediately after World War II, resistance came from business protectionists, before labor and policymakers from the Global South joined the effort in the early 1970s. Schaufelbuehl breaks new ground by offering a panorama of this early anti-globalization movement, and by showing how the leaders of multinationals organized to limit its political influence. She also examines continuities between this early movement and the opposition to globalization that emerged at the beginning of the twenty-first century from the left and the populist right and discusses how business responded by promoting corporate social responsibility and voluntary guidelines.The first book to shed light on what caused corporate executives to pursue a pro-globalization agenda and to examine their methods for dealing with their opponents, Crusading for Globalization reveals the historical roots of today's disparities in wealth and income distribution. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/book-of-the-day

There's a view that large tech companies could be challenged to pay more tax. A report from tax expert Nick Miller says companies like Google take payments from a New Zealand subsidiary and then pay them to an offshore section of the business. These are listed as service or licence fees, but Miller says they could be seen as royalties, which come under a withholding tax. Miller says it's not just New Zealand having this issue. He says it's a debate Australia is having at the moment and one that New Zealand can't afford to sidestep. He told Mike Hosking we can learn a lot from what's happening across the ditch, but if we want to obtain more tax from multinationals operating in New Zealand, our courts may have to reach a view on the issues. LISTEN ABOVE See omnystudio.com/listener for privacy information.

https://thecommunists.org/2025/05/01/news/is-britain-going-bust/ Multinationals channel the overwhelming part of their profits through tax havens and countries with low taxation rates. The combined wealth of Britain's 55 richest (known and listed) individuals increased by £35 million per day in 2024, thanks to their ability to extract wealth from the planet and pay little or no tax. Subscribe! Donate! Join us in building a bright future for humanity! www.thecommunists.org www.lalkar.org www.redyouth.org Telegram: t.me/thecommunists Twitter: twitter.com/cpgbml Soundcloud: @proletarianradio Rumble: rumble.com/c/theCommunists Odysee: odysee.com/@proletariantv:2 Facebook: www.facebook.com/cpgbml Online Shop: https://shop.thecommunists.org/ Education Program: Each one teach one! www.londonworker.org/education-programme/ Join the struggle www.thecommunists.org/join/ Donate: www.thecommunists.org/donate/

JC Bonilla and Ardis Kadiu step outside the US "AI bubble" to examine how artificial intelligence adoption varies dramatically across the globe. With 72% global adoption but Latin America trailing at 40%, the hosts reveal a stark digital divide shaped by infrastructure, culture, and economic realities. They explore why agentic AI remains in its "first inning" globally despite executive enthusiasm, how workplace dynamics differ between regions where AI replaces $50K vs $20K salaries, and why countries like China and Singapore are embedding AI into K-12 education while others struggle with basic computer access. This episode provides essential context for understanding AI's uneven global impact and why the US perspective doesn't tell the whole story.Cold open: usage gaps and access (00:00:00)UK undergrads using gen-AI hit ~92% year over year.Latin America's school device and internet gaps slow use.Set up: adoption is uneven and context matters.Bubble vs reality check (00:02:35)Social feeds make AI feel “everywhere,” daily life says otherwise.Travel lens: listen for real-world use outside the tech echo.What we'll cover and why (00:04:49)Four lenses: tool adoption, agents, workplace, education.Aim: move from hype to signals you can act on.Fresh adoption stats and the ROI lens (00:06:07)Global gen-AI usage is high, but real wins come from ROI-tied use.Europe shows ROI-driven enterprise rollouts; region-by-region gaps appear.Consumer vs enterprise, and the labor behind AI (00:08:50)Personal use ≠ business use; keep them separate.Reminder: global labeling and review work trained early systems.Early winners and the pipes (00:11:56)Marketing and coding see fast gains.Bandwidth and devices still gate progress in many countries.Agents: hype, orchestration, and failure modes (00:15:58)Leaders say agents boost productivity, but integration stalls many efforts.Orchestration is critical; few firms have agents fully scaled.Value math and the “first inning” (00:19:03)Wage levels change the payback for automation across regions.Most teams are still testing; scale is rare.Do users care what an “agent” is? (00:21:14)Consumers want outcomes, not labels.Paid features and price sensitivity vary by country.ChatGPT traffic by country shows surprising leaders beyond the US.Workplace reality: trust vs maturity (00:26:07)Managers already ask chatbots before bosses in some markets.Spend plans rise while true maturity stays low.Tool availability is shaped by regulation and data rules.Multinationals as a vector; the US workforce plan (00:30:04)Global firms spread practices across offices.US agencies outline skills, pilots, and faster program updates with AI.Policy map: who has a plan (00:34:26)Fully formed playbooks: US, EU, Singapore, UAE, South Korea, China.Building momentum: UK, Australia, India, Japan, Canada.Why it matters: rules decide who gets which tools, and when.Education: usage, divide, and Asia's lead moves (00:36:59)Student use is high, but access gaps are real in parts of LATAM.Asia embeds AI into K-12 and teacher training at scale.Teaching shift: less “teaching,” more coaching (00:41:25)Study modes and AI tutors push critical thinking support.Open question: who will rewrite pedagogy end-to-end?Wrap: four takeaways for leaders (00:42:53)Adoption is high; scale is hard.Agents need orchestration and clean integration.Policy and pipes set the pace.For higher ed: fund skills, pick focused agent use cases, track ROI, and align with policy early. - - - -Connect With Our Co-Hosts:Ardis Kadiuhttps://www.linkedin.com/in/ardis/https://twitter.com/ardisDr. JC Bonillahttps://www.linkedin.com/in/jcbonilla/https://twitter.com/jbonillxAbout The Enrollify Podcast Network:Generation AI is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com.

KPMG's ASPAC Tax Policy Lead Conrad Turley and Global Tax Policy Lead Grant Wardell-Johnson discuss the Pillar Two approach for multinational entities in the Asia Pacific region in relation to jurisdictional rules and tax incentives, and how the G7's proposed 'side by side' approach could be implemented.   Receive regular updates by subscribing to KPMG Tax Now. 

AI helps cosmetic and personal care brands conduct social listening analysis, identify and respond to trends, personalize product recommendations, support retail service teams, and so much more. Multinationals that own numerous brands and serve markets around the world use AI tech to do all of this at scale and at a very fast pace.  This week on the CosmoFactory podcast, we take a closer look at how AI—augmented intelligence—is being used to keep pace with beauty consumer trends globally. Our guest is Kalindi Mehta, Global Vice President of Consumer Foresight & Predictive Analytics at The Estée Lauder Companies. The New York City – based multinational cosmetics company first began selling skincare in 1946. Today, The Estée Lauder Companies leads 25 brands and reaches consumers in well over 100 markets around the world.  If you appreciated this episode:SHARE it with a friend and SUBSCRIBE to the CosmoFactory podcast so you'll never miss an episode!  And take a moment to leave a review too; with your help, even more cosmetic industry professionals can discover the inspiring interviews we share on CosmoFactory. ABOUT CosmoFactoryBeauty industry stakeholders listen to the CosmoFactory podcast for inspiration and for up-to-date information on concepts, tactics, and solutions that move business forward. CosmoFactory – Ideas to Innovation is a weekly interview series for cosmetics and personal care suppliers, finished product brand leaders, retailers, buyers, importers, and distributors. Each Tuesday, CosmoFactory guests share experiences, insights, and exclusive behind-the-scenes details—which makes this not only a must-listen B2B podcast but an ongoing case study of our dynamic industry. Guests are actively working in hands-on innovation roles along the beauty industry supply chain; they specialize in raw materials, ingredients, manufacturing, packaging, and more. They are designers, R&D or R&I pros, technical experts, product developers, key decision makers, visionary executives. HOST Deanna UtroskeCosmetics and personal care industry observer Deanna Utroske hosts the CosmoFactory podcast. She brings an editorial perspective and a decade of industry expertise to every interview. Deanna is also Editor of the Beauty Insights newsletter and a supply-side positioning consultant. She writes the Global Perspectives column for EuroCosmetics magazine, is a former Editor of CosmeticsDesign, and is known globally for her ability to identify emerging trends, novel technologies, and true innovation in beauty. A PRODUCTION OF Cosmoprof Worldwide BolognaCosmoFactory is the first podcast from Cosmoprof Worldwide Bologna, taking its place among the best B2B podcasts serving the global beauty industry.   Cosmoprof Worldwide Bologna is the most important beauty trade show in the world. Dedicated to all sectors of the industry, Cosmoprof Worldwide Bologna welcomes over 250,000 visitors from 150 countries and regions and nearly 3,000 exhibitors to Bologna, Italy, each year. It's where our diverse and international industry comes together to build business relationships and to discover the best brands and newest innovations across consumer beauty, professional beauty, and the entire supply chain. The trade show includes a robust program of exclusive educational content, featuring  executives and key opinion leaders from every sector of the cosmetics, fragrance, and personal care industry. Cosmoprof Worldwide Bologna is the most important event of the Cosmoprof international network, with exhibitions in Asia (Hong Kong), the US (Las Vegas and Miami), India (Mumbai) and Thailand (Bangkok). Thanks to its global exhibitions Cosmoprof connects a community of more than 500,000 beauty stakeholders and 10,000 companies from 190 countries and regions. Learn more today at Cosmoprof.com   

In this exclusive interview, Africanist Press editor, Dr. Chernoh Alpha Bah talks to journalists Ryan Grim and Emily Jashinsky of the Counter Point Show about "USAID Cuts and the Need to Rethink Future US-Africa Relations.”You can order the book, The Ebola Outbreak in West Africa: Corporate Gangsters, Multinationals, and Rogue Politicians, here: https://www.amazon.com/Ebola-Outbreak-West-Africa-Multinationals/dp/0996973923

Many people have an opinion about Nespresso becoming a Certified B Corporation. But very few have ever heard their side of the story. In this episode with Lucy Bai, Sustainability Manager for Nespresso US, we strive for a balance of genuine curiosity about the things Nespresso is doing well, and tough but fair questions about places where there is concern.View the show notes: https://go.lifteconomy.com/blog/nespresso-b-corpSupport the showWe want to hear from you! Please reach out at beyond@lifteocnomy.com with suggested topics and/or feedback about the show.

PJ gets a business insider view on yesterday's tariff announcement and what might happen next from Conor Healy, the Chief Executive of Cork Chamber Hosted on Acast. See acast.com/privacy for more information.

The Industrial Development Agency has expressed confidence that Clare will hold onto its multinational companies despite "intense" global competition. US President Donald Trump is due to announce tariffs on imports from the EU today including an anticipated 20% blanket tariff on pharmaceuticals and chemicals. Irish exports to the US within this sector are worth an estimated €58 billion annually while roughly 32% of the country's local goods exports are to the US. Speaking at a Shannon Chamber event in Dromoland Castle Hotel, IDA CEO Michael Lohan says this region will weather the storm as long as it looks after its ties with US companies.

In this episode of The Core Report Weekend Edition, Govindraj Ethiraj sits down with Harsh Mariwala, Chairman of Marico, to discuss his incredible journey of building one of India's most successful consumer goods companies. Discover how his passion for innovation and entrepreneurship transformed Marico into a market leader with iconic brands like Parachute and Saffola.SHOW NOTES(00:00) Introduction(01:35) Innovation at Marico(05:20) Innovation in Parachute(07:30) Coconut oil Bottles and Reducing Plastics(11:43) Innovation in Saffola and being a leader in oats(13:48) Differentiation and technology(15:43) Facilitating Organisations and creating business opportunities(20:08) D2C brands and Growth Avenues(25:36) Multinationals v Local Players(28:33) How the name ‘Parachute' came about(30:05) Companies that are exemplary currently(33:00) Entrepreneurs and Talent(35:27) Business problems today and disruptions(38:00) US markets⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Listeners! We await your feedback....⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Core and The Core Report is ad supported and FREE for all readers and listeners. Write in to shiva@thecore.in for sponsorships and brand studio requirementsFor more of our coverage check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecore.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join and Interact anonymously on our whatsapp channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube⁠

Margaret says hygiene products should be marketed on comfort and hearing "I peed my pants" in an ad makes her cringe and feel disrespected Hosted on Acast. See acast.com/privacy for more information.

David Murphy, Economics and Public Affairs Correspondent, discusses the impact of US President withdrawing support from a global tax pact agreed at the OECD last year.

The incoming Trump presidency in the United States is making multinationals more cautious about hiring here. Multinationals have been cautious about hiring in the last three months of 2024, with the number of professional jobs available in Ireland having fallen by nearly 15 per cent. The push for more onsite work has also clashed with employees' desire for hybrid working. Donald Trump will be officially sworn in as the new US president later today (coverage kicking off around 3.30 pm Irish time). To discuss this further, Alan Morrissey was joined by Shannon Chamber President, Eoin Gavin. Photo (C):geralt via Pixabay, Donald Trump

Our Global Head of Fixed Income & Public Policy Research Michael Zezas discusses how Morgan Stanley's key themes – deglobalization, longevity, the future of energy, and artificial intelligence – will evolve in 2025 and beyond.----- Transcript -----Welcome to Thoughts on the Market. I'm Michael Zezas, Morgan Stanley's Global Head of Fixed Income and Public Policy Research. Today I'll discuss the key investment megatrends Morgan Stanley Research will be following closely in 2025. It's Wednesday, January 15th, at 10am in New York. Short-term trends can offer investors valuable insights into immediate market dynamics. But it's the long-term trends that truly shape the investment landscape. That's why each year, Morgan Stanley Research identifies a short list of megatrends that we believe will provide long-term investment opportunities in an ever-changing world. Three of Morgan Stanley's megatrends—artificial intelligence, longevity, and the future of energy—carry over from last year. A fourth—the rewiring of the global economy—returns to our list after a hiatus in 2024. While none of these megatrends is new, each has evolved in terms of how it applies to investment strategies. Let's start with the rewiring of global commerce for a Multipolar World. As I mentioned, this theme rejoins our list of key megatrends after a year-long break. Why? In short, it's clear that policymakers globally are poised to implement policies that will speed up the breakdown of the post-Cold War globalization trend. Simply put, policymakers are keen to promote their visions of national and economic security through less open commerce and more local control of supply chains and key technologies. Multinationals and sovereigns may have to accelerate their adaptation to this reality. Some will face tougher choices than others, while there are some who may still benefit from facilitating this transition. Knowing who fits into which category—and how this new reality may play out—will be critical for investors. Our next theme—Longevity—remains an essential long-term secular trend, and this year the focus will be on measurable impacts for governments, economies, and corporates. The ripple effects of an aging population, the drive for healthy longevity, and challenging demographics across many geographies continue to impact markets. And in 2025, we see investors focusing on several specific longevity debates: First, innovation across healthcare – especially in an AI world, with obesity medications remaining front and center. Second, impacts on consumer behavior – including the drive for affordable nutrition. Third, the need to reskill aging workforces – especially if retirement ages move higher. And, finally, there's implications for financial planning and retirement – with a bull market for financial advice just starting. Our next theme centers around energy. When we think about the future of energy, our focus for 2025 shifts from decarbonization to the wide range of factors driving the supply, demand, and delivery of energy across geographies. And the common thread here is the potential for rapid evolution. We'll be tracking four key dynamics: First, an increasing focus on energy security. Second, the massive growth in energy demand driven by trillions of dollars of AI infrastructure spend, to be met both by fossil fuel-powered plants and renewables. Third, innovative energy technologies such as carbon capture, energy storage, nuclear power, and power grid optimization. And fourth, increased electrification across many industries. We continue to believe that carbon emissions will likely exceed the targets in various nations' climate pledges. So, we expect focus to shift toward climate adaptation and resilience technologies and business models. Our last key theme is artificial intelligence and tech diffusion. Although it's been two years since the launch of ChatGPT, we're still in the early innings of AI's diffusion across sectors and geographies. However, while 2024 was driven by AI enablers and infrastructure companies, in 2025 we expect the market to focus on early AI downstream use cases that drive efficiency and market share. As you heard yesterday, our Global Head of Thematic Research Ed Stanley, explained that there's alpha in understanding this rate of change. Agentic AI will be center stage, with robust enterprise adoption, stock outperformance for early adopters, positive surprises in model capabilities, greater breadth of monetization, and thus less attention to return-on-investment debates. Before I close, it's worth mentioning that you will likely see connections between these complex themes. As an example, the complexity of a multipolar world makes energy security all the more vital. The demand for energy connects with the enormous power requirements of AI. And AI is set to drive healthcare innovations which could help us lead longer healthier lives. We see these four themes not as static categories but as an interconnected roadmap for investing over the long-term – and we'll be sharing more on specific debates throughout the year. Thanks for listening. If you enjoy the show, please leave us a review wherever you listen and share Thoughts on the Market with a friend or colleague today.

Authors examine the impact of potential repatriation taxes on U.S. multinationals' pre-2018 tax planning actions and capital structure policies. We construct a proxy for exogenous changes to repatriation tax rates and find that repatriation-tax-sensitive multinationals are more likely to pursue tax-free repatriation techniques, with examples provided. We also find a positive relationship between repatriation tax increases and both bond issuance and debt ratios, but only for repatriation-tax-sensitive multinationals. These results are concentrated in firms with lower costs of debt capital, while no increased likelihood of inversions is found. Our findings have important implications for current and proposed U.S. tax policies.

In this exclusive interview with journalist Sam Husseni, Africanist Press editor Dr. Chernoh Alpha Bah discusses his investigation into West Africa's Ebola outbreak, and why there is still need for an independent investigation into the origin of the outbreak. Bah is the author of the book, The Ebola Outbreak in West Africa: Corporate Gangsters, Multinationals, and Rogue Politicians. The book is available here on ⁠⁠Amazon⁠⁠ and ⁠⁠Barnes & Noble.⁠⁠

This evening we look at the markets with PSG Wealth, AG Capital discusses reaction to Tencent being blacklisted in the US, AJM Tax discusses SA's new law regarding the taxing of multinational corporations, independent analyst Tshepo Kgadima speaks to us about Eskom's new exco team, and in our Property Insights segment we get a better understanding of life rights. SAfm Market Update - Podcasts and live stream

Pieter Janse van Rensburg – Director, AJM Tax SAfm Market Update - Podcasts and live stream

In recent months, more voices have emerged demanding a fresh investigation into the origin of West Africa's Ebola outbreak, one of the deadliest human catastrophes in recent history.  In this episode, journalist Ryan Grim interviews Dr. Chernoh Alpha M. Bah about his investigation that challenged the origin story of the outbreak. Dr. Bah's book, The Ebola Outbreak in West Africa: Corporate Gangsters, Multinationals, and Rogues Politicians, published in 2015 was the first indigenous account to question the credibility of the zoonotic theory on the origin of West Africa's Ebola epidemic.  Almost ten years after the publication of his book, more voices are now demanding an investigation into the outbreak. In this episode, Dr. Chernoh Bah discusses his investigation and ongoing threats he has faced in retaliation to his anti-corruption work in Sierra Leone.  The book is available here on ⁠Amazon⁠ and ⁠Barnes & Noble.⁠

Stephen Grootes speaks to Charles de Wet, Executive at ENS in the Tax Practice about the implications of South Africa's new 15% global minimum corporate tax rate for multinationals.See omnystudio.com/listener for privacy information.

Guest speaker: Camilo Pérez, Director, Area of Global Management at EAFIT.Description: In this episode of “Global Issues Explained,” we explore the strategies and challenges of internationalization for Multilatinas and multinational enterprises (MNEs) from emerging markets. Our guest, Camilo Pérez, MSc in International Business and former consultant for ProColombia and the Korean markets, provides valuable insights into what defines emerging markets and how companies from these regions expand globally. We delve into the competitive advantages these firms hold, the barriers they face in their expansion, and how the unique pressures of emerging markets drive them to innovate. Join us for an engaging discussion on the forces shaping the global success of Multilatinas and MNEs from emerging economies.

Our U.S. Public Policy and Valuation, Accounting & Tax strategists assess the possible scenarios in the upcoming elections, and what they could mean for both taxpayers and the market.----- Transcript -----Ariana Salvatore: Welcome to Thoughts on the Market. I'm Ariana Salvatore, Morgan Stanley's US public policy strategist.Todd Castagno: And I'm Todd Costagno, Head of Global Valuation, Accounting, and Tax Research at Morgan Stanley.Ariana Salvatore: With less than a week to go until the US election, the race is still neck and neck. Today, we dig into a key issue voters care about: Taxes.Todd Castagno: It's Tuesday, October 29th at 10am in New York.So, Ariana. Taxes are an issue that impact both businesses and individuals. It's a key component of both candidates plans and proposals. How have they evolved over the campaign?Ariana Salvatore: I'd say in general we do tend to see a lot of overlap between Harris' proposals and the ones that the Democrats were campaigning on before she took over the mantle from President Biden in July. That being said, in some instances, her plans go beyond what was requested in the president's fiscal year [20]25 budget request.For example, that $6,000 credit for newborns and the $25,000 homebuyer tax credit. These are areas where we've seen her campaign go beyond the scope of what Biden was campaigning on while he was still in the race. Of course, it's important to remember that any of these proposals would have to pass muster in a Democrat controlled or a split Congress – meaning that there will be some tempering of these plans at the margin.Todd Castagno: So former President Trump campaigned in his first election on tax policy. He's campaigning on tax policy in his current campaign. What are his plans and views?Ariana Salvatore: We've been talking about the Republican sweep outcome as the most deficit expansionary from tax policy changes because Republicans understandably have more fealty to the 2017 Tax Cuts and Jobs Act.That law is set to expire by the end of next year. So, in a Trump win scenario plus Republican Congress, we think you can get most of that 2017 law extended. While in a Trump win scenario with divided government, it's probably a little bit narrower. In general, as I said, deficits skew larger in Republican win outcomes for that reason, with an asymmetry across the other election scenarios. That being said, we do still expect to see deficit expansion in 2026, regardless of who's in power, because these tax cuts will be extended one way or another.But Todd, you've done a lot of work in this area and there are some substantial impacts from a potential corporate rate increase to think through. Can you give us a little bit of detail on what that kind of increase would mean for stocks and bonds?Todd Castagno: Yeah. So, investors have been very focused on the rate and where it matters and where it does not matter. So, if you really think about it, most companies that are exposed to a rate increase or decrease are domestic oriented, consumer companies, retail companies, you know, hospital facilities, industrials; those are the most exposed to a rate increase.Multinationals this time around are less exposed. So, if we go back to 2017, we think about it; that was a different story. We had $2 trillion of trapped cash on the sidelines that did come back – buybacks, dividends, corporate hiring. You know, this time around, that's a different story. So there is exposure but it's mainly consumer-oriented companies.Ariana Salvatore: That makes sense. And you mentioned the 2017 almost as a blueprint for what we saw last time. You mentioned dividends and buybacks.Do you have any sense of how this time around could be different? What do we think companies would likely spend these tax cuts on?Todd Castagno: Well, there are tax cuts. I do think it's going to be different. I do think the $2 trillion does not exist. That's not going to happen. So, you're going to have fewer buybacks, fewer dividends. But you could see some changes in employment. You could see some changes in investment. Things like upfront expensing could help boost the economy, higher jobs, et cetera.One thing, Ariana. You know, tax cuts are expensive. I think that's what we've all contemplated for almost 10 years now. How are we going to pay for these in this new world?Ariana Salvatore: Well Republicans have proposed a few different pay forwards. But to your point, we're not in the same environment as 2017, and we don't expect to see the same ones that were part of the original Tax Cuts and Jobs Act negotiations this time around. Specifically, former President Trump has talked about not extending the SALT cap, which was a revenue raiser that capped the amount of deductions some individuals could take between state and federal taxes. That provision raised about $900 billion over 10 years.Republicans in general are mainly focused on peeling back some parts of the IRA – or the Inflation Reduction Act – as a cost saving measure, as well as letting some of the tax cuts from the 2017 law roll off.We contrast that with the Democrat sweep outcome, where we could see a corporate rate increase to 25 per cent in our view, in spite of Harris' pledge to bring it up to 28 per cent from the current 21 per cent.Todd Castagno: So, we could talk about the Inflation Reduction Act for a second. You know, that was a bill that was designed to bring energy, clean energy manufacturing back to the United States.It was a very large bill; it was partisan. But what do we think about in this next election outcome of actually repealing some of those items?Ariana Salvatore: It's a great question. And Republicans on the campaign trail have been talking a lot about peeling back the IRA. Importantly, in our view, we don't think a full-scale repeal is likely even in a Republican sweep outcome. There are a few reasons for that, but mainly because if you look at where these projects are being located, it's in Republican held states and districts. And Republicans in the house currently have said that they're not interested in rolling back the law. That being said, there are ways to potentially cap the amount of outstanding money that has not yet been allocated.And the president could work with the treasury or other federal agencies to tighten up some of the criteria or the guidance around accessing some of the tax credits that will limit the overall deployment.Todd Castagno: I think the recent Supreme Court decision also plays into that.With candidates' tax plans – I've run a lot of numbers from a company perspective. You've run a lot of numbers top down from a deficit perspective. What did you come to view?Ariana Salvatore: We do see deficits expanding in 2026 and beyond. That's because, in our view, it's not really in lawmakers' interest to allow all of the tax cuts – both individual and corporate – from 2017 to expire. We think the largest extension, as I mentioned before, comes in a Republican sweep. But in general, in some form or another, we think that at least a portion of these lower tax rates are going to stay around.That adds $2.8 trillion to the deficit over 10 years on the high end per our estimates; and $700 billion over 10 years in our smallest expansion scenario, a Democrat sweep.So finally, Todd, in either win outcome, what's the timeline of key tax-related events that investors should be paying attention to?Todd Castagno: So, this is the trillion-dollar question. So, most of the individual side of the tax cuts and jobs act expires at the end of 2025. There are certain business provisions that have already started to phase out. There are certain provisions that are permanent, like the corporate rate.When will Congress get to this? They will get to it at some point, but we just don't know when that is. Could it be early 2025? Could it be 2026? And I think investors should pay attention to that because Congress doesn't always act on time; and we also don't know what the extensions will look like. Some things could be extended three years, five years, 10 years. Some things could be permanent.So that's the jigsaw puzzle that we'll have to put together after the election.Ariana Salvatore: Great. Well, I guess three things in life are certain – death, taxes, and the fact that we will be following this issue very closely.Todd, thanks so much for taking the time to talk.Todd Castagno: Great to speak with you.Ariana Salvatore: As a reminder, if you enjoy Thoughts on the Market, please take a moment to rate and review us wherever you listen and share the podcast with a friend or colleague today.

Apple warned the Irish Government this summer that there is a “very real threat” of Ireland pushing away multinationals if we don't provide infrastructure. We discuss this further with Kevin Timoney, Chief Economist at Davy.

On this week's episode of Inside Business we're looking at the Apple tax judgement from the European Court of Justice with Joe Brennan. It was decided on Tuesday that the tech giant had enjoyed illegal State aid and the ECJ determined that Ireland should collect some €13 billion in back tax.Joe Brennan has covered this saga over the past decade and joined host Ciarán Hancock on the line to discuss the story. What is the background to the case? How is the money likely to be spent? Will this impact foreign direct investment here?Also on this week's episode, we hear from Claire Nash who opened Nash 19 restaurant in 1992, going on a rollercoaster ride along with the ups and downs of the Irish economy. In January she pulled down the shutters after a succession of blows dealt by the pandemic, soaring inflation and the cost-of-living crisis. She discusses her reasons for closing, explains why a cup of coffee should really be costing €8 or €9 a pop, and offers her take on how the hospitality sector might be rescued via Government initiatives.Produced by John Casey with JJ Vernon on sound. Hosted on Acast. See acast.com/privacy for more information.

The 5th Qingdao Multinationals Summit is bringing together hundreds of corporate leaders, many of whom from Fortune 500 companies. What are their biggest takeaways from this year's summit? How will they position themselves and their companies in the Chinese market going forward?

05th Sep: Blockchain DXB Podcast

Headlines:- UAE Unveils 2025 Strategy for Three Priorities - Investcorp's Co-CEO Ben-Gacem to Exit Amid Management Shake-Up- Bahrain to Implement 15% Minimum Tax on Multinationals Starting 2025

John Fisher is a constructivist psychologist. He has spent the last 25 years working in change management, personal development, and team and individual coaching. He has a unique blend of experiences across a range of sectors and companies from SMEs to Multinationals. John used his experiences counseling people to develop the "Fisher Change Curve" that has inspired thousands of people worldwide. He believes “organizations don't change – people do!”Mentioned on the ShowFisher Change Curve: https://bit.ly/3Aj34lRTimestamps(2:06) - Welcoming John(2:51) - What is the Fisher Change Curve and how did it come to be?(8:19) - Can you walk through the curve and the steps along the way?(15:39) - What happens before change and how does the curve apply?(31:31) - What have you found is the best way to get people through denial?(33:24) - What are the best practices for getting people off the hump of the other kind of denial?(39:29) - How much of this is positive and how much is overwhelming?(48:46) - Is the hostility internal or external or both?(52:15)   If when going through a change and disillusionment sets in is this where people try to sabotage the process?(53:23) - Is there anything regarding the change curve we missed?(55:15) - How can we use this in our day-to-day lives?

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The Biden administration maintains that China is the only country with both the intent to reshape the international order and the power to do so. One part of China's economic statecraft toolkit involves state-directed investments through high profile projects in the Belt and Road Initiative which are funded by loans through Chinese development banks. But the role and impact of Chinese companies that provide equity funding for FDI often receive less attention. Does Chinese foreign direct investment (FDI) have illiberal effects on recipient countries. And is this goal part of China's economic statecraft and foreign policy strategy.To address these questions and more, host Bonnie Glaser is joined by Dr. Jan Knoerich. He is the author on a chapter of Chinese FDI on the recent Oxford publication “Rising Power, Limited Influence”, a collection of essays on the effects of Chinese investment in Europe. Dr. Knoerich is a senior lecturer on the Chinese economy for the Lau China Institute at King's College in London. He is an expert on the Chinese economy, FDI, and international investment law and policy.  Timestamps[01:38] Evolution of Chinese Foreign Investment Strategies[04:48] Chinese Firms Undertaking Foreign Direct Investment[09:16] Impacts of Chinese FDI: Five Dimensions [18:17] Reasons Why Chinese Firms are Viewed with Suspicion[21:06] Impacts of Chinese FDI Projects in Europe[24:59] Evidence of Chinese FDI Exerting Political Influence

In many parts of the continent, landing a job at a multinational company is a big deal – it promises growth and stability. But what happens when things go wrong? You get made redundant. Do you know what rights and protections you have?That's the scenario that staff members in Ghana's Twitter office found themselves in back in November 2022. Musk tweeted that "everyone" would get three months' severance pay. But it turns out, "everyone" didn't seem to include the Ghanaian staff.Alan Kasujja caught up with Carla Olympio, founder of Agency Seven Seven, the firm backing the Ghanaian staff fighting for their rights under Ghana's Labour Act of 2003. After a year-long battle, the agency successfully negotiated a redundancy settlement for the affected staff members.

While we wait for a global tax body at the United Nations, what are the ways forward for nations desperate to tax multinationals fairly? We talk unitary taxation in a special extended interview with Emeritus Law Professor, coordinator of the BEPS Monitoring Group and Tax Justice Network special advisor Sol Picciotto. Plus: the return of our analysis slot - Taxcast host Naomi Fowler talks to Zorka Milin of the FACT Coalition about the US's new beneficial ownership registry and its shortcomings; and a tale of two crimes: the punishment of a whistleblower versus a magic circle lawyer in a $6000 suit. Transcript available here: https://podcasts.taxjustice.net/wp-content/uploads/2024/02/Feb-2024-Taxcast-Transcript.pdf  Guests: Alison Shultz, Tax Justice Network Zorka Milin, FACT Coalition Sol Picciotto, veteran tax justice champion, emeritus professor of law, coordinator of the BEPS Monitoring Group which analyzes efforts to tackle profit shifting by multinationals, and Tax Justice Network senior advisor Produced and presented by Naomi Fowler of the Tax Justice Network. Further reading: Beneficial Ownership Reporting Begins Under Corporate Transparency Act: https://thefactcoalition.org/u-s-beneficial-ownership-reporting-begins-groundbreaking-anti-bribery-bill-signed-into-law-just-the-facts-1-8-24/ Roadmap to Effective Beneficial Ownership Transparency (Tax Justice Network) https://taxjustice.net/2023/02/07/roadmap-to-effective-beneficial-ownership-transparency-rebot/  Charles Littlejohn pleads guilty to one count of disclosing tax return information https://www.bbc.co.uk/news/world-us-canada-68131435 The Secret IRS Files: Trove of Never-Before-Seen Records Reveal How the Wealthiest Avoid Income Tax (ProPublica) https://www.propublica.org/article/the-secret-irs-files-trove-of-never-before-seen-records-reveal-how-the-wealthiest-avoid-income-tax Former Freshfields partner sentenced to jail for German tax fraud https://www.reuters.com/markets/europe/ex-freshfields-partner-gets-35-year-sentence-german-tax-fraud-2024-01-30/ Ex-Freshfields lawyer convicted over tax fraud received €2mn severance pay (FT paywall) https://www.ft.com/content/28fc06cb-b9db-4af4-a854-297c3ba5b4e4 Beyond the Two Pillar Proposals. A Simplified Approach for Taxing Multinationals https://www.southcentre.int/tax-cooperation-policy-brief-no-36-26-october-2023/  BEPS Monitoring Group: https://www.bepsmonitoringgroup.org/  Our website with further information and more podcasts: https://podcasts.taxjustice.net/   

My guest on the show today is William Crossland, President & CEO of Thermal Energy International, Inc. (TSX-V: TMG) (OTCQB: TMGEF). Thermal Energy International Inc. provides energy efficiency and emissions reduction solutions to Fortune 500 and other large multinational companies. The company's value proposition is to help save their customers money by reducing their fuel use and cutting their carbon emissions. Thermal Energy's proprietary and proven solutions can recover up to 80% of energy lost in typical boiler plant and steam system operations while delivering a high return on investment with a short, compelling payback, according to the company's website. As William jokes in the interview, Thermal Energy is a 20-year overnight success story. When he joined the company and took over as CEO in 2009, William's focus was turning a profit, where, just before the pandemic, was able to accomplish that, 30% compounded annual growth rate and $25 million in revenues. While the pandemic was difficult for all of us, the company had to fight through a challenging environment, which we discuss in the interview, but has since started reporting, in the last few months, more projects and orders coming in. For example, since recording the interview, Thermal Energy announced a, "$3.7 Million Heat Recovery Order from One of Europe's Largest Food and Drink Producers" on December 7, 2023. We also discuss: How Thermal Energy works with their multinational client base Their full suite of solutions, and; William's 3-5 year vision for the company For more information about Thermal Energy, please visit: https://www.thermalenergy.com/ This podcast was recorded and is being made available by SNN, Inc. (together with its affiliates and its and their employees, “SNN”) solely for informational purposes. SNN is not providing or undertaking to provide any financial, economic, legal, accounting, tax, or other advice in or by virtue of this podcast. The information, statements, comments, views, and opinions provided in this podcast are general in nature, and such information, statements, comments, views, and opinions, and the viewing of/listening to this podcast are not intended to be and should not be construed as the provision of investment advice by SNN. The information, statements, comments, views, and opinions expressed in this podcast do not constitute and should not be construed as an offer to buy or sell any securities or to make or consider any investment or other course of action. The information, statements, comments, views, and opinions expressed in this podcast (including by guest speakers who are not officers, employees, or agents of SNN) are not necessarily those of SNN and may not be current. Reference to any specific third-party entity, product, service, materials, or content does not constitute an endorsement or recommendation by the SNN. SNN assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this podcast or the compliance with applicable laws of such materials and/or links referenced herein. The views expressed by guest speakers are their own and their appearance on this podcast does not imply an endorsement of them or any entity they represent. SNN does not make any representation or warranty as to the accuracy or completeness of any of the information, statements, comments, views, or opinions contained in this podcast, which may include forward-looking statements where actual results may differ materially. SNN does not undertake any obligation whatsoever to provide any form of update, amendment, change, or correction to any of the information, statements, comments, views or opinions set forth in this podcast. SNN EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. By accessing this podcast, the listener acknowledges that the entire contents and design of this podcast, are the property of SNN, or used by SNN with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this podcast may save and use information contained in the podcast only for personal or other non-commercial educational purposes. No other use, including without limitation, reproduction, retransmission, or editing of this podcast may be made without the prior written consent of SNN.

Companies can avoid taxes by moving profits from IP royalties offshore. What would happen if that changed?

Following the Rana Plaza factory collapse, foreign companies promised to enforce Bangladesh's new labor law. What happened next?

What happened to workers and others in Costa Rica when global companies imposed new responsible sourcing codes of conduct on their suppliers.