Leading Change in a Global Context

How I Led a 2,500+ Person Tech Org Across 6 Countries Leading at global scale isn’t about control — it’s about clarity, culture, and connection. Here’s what I learned managing product & engineering teams across the US, Europe, India, LATAM, and the Middle East: ✅ Local autonomy > global uniformity You need frameworks, not fences. Empower regional leaders to execute in-market. ✅ Communication is everything All-hands, 1:1s, local forums — alignment happens through intentional dialogue. ✅ Culture doesn’t scale by default It needs rituals: demo days, peer awards, shared principles. Protect it actively. ✅ Build local leaders, don’t just export talent Leadership acceleration was our unfair advantage. ✅ Focus on outcomes, not activity From “what are we doing?” → “what impact are we driving?” Leading 2,500+ across 6 countries was less about scale — and more about orchestrating purpose at every layer. Let’s stop managing people and start enabling globally distributed ownership. #Leadership #TechnologyLeadership #GlobalTeams #ExecutiveInsights #AILeadership #EnterpriseTech #ScaleWithPurpose

Leaders think that global #diversity, #equity, and #inclusion work means imposing the same one-size-fits-all programs onto everyone and calling that progress. This couldn't be more wrong. Global work done right means ensuring the same HIGH STANDARDS for everyone, achieved by uniquely understanding the contexts different audiences operate in. Your workers in Mumbai should feel just as much a sense of fairness at work as your workers in Stockholm, Austin, and Lisbon do, even though their contexts couldn't be more different. Your workers in Perth should feel the same high level of respect at work as your workers in Istanbul, Osaka, and São Paulo do, even though their contexts couldn't be more different. How can any global organization achieve this? The answer is certainly not what most do at present, where "global DEI work" most often takes the form of a single centrally-produced event or program, often recorded in the US or occasionally the UK or EU, that later gets shared with other regions after the fact with subtitles in the corresponding language (if that). As if a US-based speaker talking about US issues could remove the unique barriers to equity and inclusion in a Latin American context, or offer guidance that meshes with East Asian workplace norms. Global organizations that do DEI work right set their goals from the top, then push decision making down into each region to solve their unique challenges in their unique contexts. The barriers to fairness in Mumbai are not the same barriers to fairness in Stockholm, Austin, and Lisbon. The barriers to respect in Perth are not the same barriers to respect in Istanbul, Osaka, and São Paulo. To remove those barriers and achieve high standards of thriving, success, and wellbeing, global companies MUST place the power and autonomy into leaders with expertise and skill creating change in their respective contexts, and embolden them to solve problems — even if their solutions may not appear to make sense at first glance to an outsider. The role of global leaders is not to prescribe solutions, but to articulate shared goals, craft a shared narrative for their importance to the business, and coordinate regional leadership to ensure that even as solutions might diverge, the focus on achieving high standards, and doing so according to the organization's values, does not waver. As it turns out, the most critical talent when it comes to global DEI work is NOT a brilliant global leader who understands a little bit about DEI work in every region, but instead many, many brilliant local leaders who understand everything there is to know about DEI work in their specific context. With the proper resourcing and support, it's these local leaders who will solve problems and reimagine workplaces in ways global executives could never imagine. The odds that your global organization has recognized this are low, and that needs to change.

As part of the Oliver Wyman Forum’s Leadership Reimagined series, I had a fascinating conversation with David Schwimmer and Rupal Sachdev Kantaria earlier this week on driving organisational transformation in times of constant disruption. We spoke about the need to balance growth and efficiency as firms navigate the shifts in technology, geopolitics, trade and climate – by revamping supply chains, leveraging the potential of GenAI, modernising workforce strategies, and balancing competing internal and external priorities. My top three takeaways from our discussion on how businesses can tap into the promise that lies within today’s uncertainty and volatility 👉 💡 Leaders need to define a business strategy that endures, while constantly monitoring and adapting to ensure it stays fit for the changing context. At the same time, multi-market companies need to give local teams the flexibility to implement the global strategy rapidly in ways best suited to their context. 💡 Change and adaptability need to be embedded in a firm’s culture, and the culture needs to be embedded via processes and systems. While a lot of Transformation related narrative is focussed on the ‘what’ and the ‘how’; clearly articulating the ‘why’ around the organisation’s strategic priorities and transformation journey is critical for creating excitement, sustaining energy, and preventing change fatigue. 💡 Transitioning from legacy systems to adopting emerging technologies is not just about deploying more tools and pilots, but taking a focused use-case based approach and pro-actively addressing the leadership, skills and culture challenge that defines the success for this shift. Thanks Rupal and Oliver Wyman Forum for inviting me….  

Leading change isn't just about having a compelling vision or a well-crafted strategy. Through my years as a transformation leader, I've discovered that the most challenging aspect lies in understanding and addressing the human elements that often go unnoticed. The fundamental mistake many leaders make is assuming people resist change itself. People don't resist change - they resist loss. Research shows that the pain of losing something is twice as powerful as the pleasure of gaining something new. This insight completely transforms how we should approach change management. When implementing change, we must recognize five core types of loss that drive resistance. * First, there's the loss of safety and security - our basic need for predictability and stability. * Second, we face the potential loss of freedom and autonomy - our ability to control our circumstances.  * Third, there's the fear of losing status and recognition - particularly relevant in organizational hierarchies.  * Fourth, we confront the possible loss of belonging and connection - our vital social bonds. * Finally, there's the concern about fairness and justice - our fundamental need for equitable treatment. What makes these losses particularly challenging is their connection to identity.  When change threatens these aspects of our work life, it doesn't just challenge our routines and who we think we are. This is why seemingly simple changes can trigger such profound resistance. As leaders, our role must evolve. We need to be both champions of change and anchors of stability.  Research shows that people are four times more likely to accept change when they clearly understand what will remain constant. This insight should fundamentally shift our approach to change communication. The path forward requires a more nuanced approach. We must acknowledge losses openly, create space for processing transition and highlight what remains stable. Most importantly, we need to help our teams maintain their sense of identity while embracing new possibilities. In my experience, the most successful transformations occur when leaders understand these hidden dynamics. We must also honour the present and past. This means creating an environment where both loss and possibility can coexist. The key is to approach resistance with curiosity rather than frustration. When we encounter pushback, it's often signaling important concerns that need addressing. By listening to this wisdom and addressing the underlying losses, we can build stronger foundations for change. These insights become even more crucial as we navigate an increasingly dynamic business environment. The future belongs to leaders who can balance the drive for transformation with the human need for stability and meaning. True transformation isn't just about changing what we do - it's about evolving who we are while honouring who we've been. #leadership #leadwithrajeev

One of the hardest parts of leading change is this: You’re expected to drive transformation, while also keeping people grounded. On one hand, you’re introducing new systems, new ways of working, and possibly a whole new direction. On the other, people are looking to you for clarity, consistency, and calm. That’s the paradox. You have to lead disruption, without making everything feel uncertain. Leaders who lean too far into transformation can create chaos. Everything becomes urgent. Priorities shift too fast and teams start to feel like nothing is stable, so they hold back. Leaders who lean too far into stability can stall progress. They wait for certainty. They try to protect the old way and change loses momentum. The real work is in holding both. You need to be clear about what’s changing and what isn’t. You need to communicate the vision for the future and reinforce the strengths that still matter now. You need to push for progress and create space for people to process and adapt. Leading change isn’t about choosing between stability and transformation. It’s about helping people move forward, without feeling like the ground is falling out from under them.

This might be one of the most dangerous phrases a global leader can bring to their foreign posting. I’ve seen it derail integration efforts, erode trust, and undermine otherwise brilliant expertise. When leaders cling to homegrown ways of doing things, they’re not just protecting what’s familiar. They are missing the point of why they were sent abroad in the first place. 🧭 If you are leading a global team, it’s not about proving your way is right. It is about learning how to work with what you've got: a mix of people, processes, and perspectives that don’t always mirror your own. As I’ve told many clients: You can either keep doing what’s always worked for you at home. Or you can be successful globally. You typically can’t have both. Here’s what works instead: ✔️ Cultivate ACE-Q – Your AQ (adaptability intelligence) – Your EQ (emotional intelligence) – Your CQ (cultural intelligence) ✔️ Practice behavioral flexibility – Lead your diverse and/or multinational team members differently. Because they are different. ✔️ Avoid assumptions about hierarchy, age, or “equal treatment” – Leadership is never one-size-fits-all, especially across cultures. So, next time you’re tempted to say, “Well, back home we…” — pause. Then ask yourself: “How can I learn from the way it’s done here?” Share your thoughts on this below 👇🏼

🖥️ Leading Global Teams Through Digital Transformation and Change 🖥️ Digital transformation is not just a buzzword; it’s a necessity. Leading global teams through this transformation requires a strategic approach, empathy, and a clear vision. Here are some key strategies for successfully navigating this journey and handling objections from those who prefer maintaining the status quo. 🗣️ Establish a Clear Vision and Communicate It Effectively A successful digital transformation starts with a clear vision. Leaders must articulate the transformation's benefits, such as increased efficiency, better customer experiences, and market competitiveness. 📚 Foster a Culture of Innovation and Continuous Learning Encourage a culture where innovation is celebrated and continuous learning is the norm. Provide opportunities for team members to upskill and reskill through training programs, workshops, and online courses. 🛠️ Empower Teams with the Right Tools and Resources Equip your teams with the tools and resources to succeed in the digital age. This includes investing in the latest technology, software, and platforms that facilitate collaboration and productivity. Ensure that these tools are user-friendly and provide adequate support for their adoption. 🎖️ Lead by Example Leaders must embody the change they wish to see. Demonstrate your commitment to digital transformation by actively using new technologies and processes. Show your team that you are willing to learn and adapt, inspiring them to do the same. 📊 Measure and Celebrate Success Measure the progress of your digital transformation initiatives regularly and celebrate milestones. Recognize and reward teams and individuals who contribute to the transformation's success. This boosts morale and reinforces the positive impact of embracing change. Call to Action 🗝️ Leading global teams through digital transformation is a challenging yet rewarding endeavor. Leaders can guide their organizations toward a successful digital future by establishing a clear vision, fostering a culture of innovation, empowering teams, leading by example, and effectively handling objections. Embrace the journey and remember that change is an opportunity for growth and improvement. #ChangeManagement #Leadership #DigitalTransformation #EmployeeEngagement

🌟 15+ Years of Global Leadership: What Future Insurance Leaders Need to Know Leading in today’s dynamic insurance industry isn’t just about strategy—it’s about adaptability, innovation, and embracing diverse perspectives. 🌍 After more than 15 years of insurance leadership across various global markets here are the key lessons that have shaped my approach: 🌱 Prepare for climate change impacts Extreme weather events are transforming risk models. Leaders must champion sustainable solutions and explore innovations like parametric insurance for faster, more efficient payouts. 🤖 Prioritize digital transformation From claims automation to AI-driven analytics, embracing tech isn’t optional anymore. It’s the foundation for enhancing customer experiences and streamlining operations. 🌎 Value diverse perspectives Cultural awareness is a game-changer. Whether building trust in LatAm or navigating Europe’s compliance focus, diverse approaches create stronger strategies. 📈 Focus on emerging markets Regions like LatAm and APAC are growth hotspots. Understanding their unique challenges and opportunities is essential for staying competitive. 🎯 Final thought for future leaders: Be curious, agile, and collaborative. Innovation thrives when we embrace change with purpose and unite diverse expertise. What lessons have shaped your leadership journey in insurance? Let’s discuss and share insights to drive the industry forward. 💬 #LeadershipLessons #InsuranceInnovation #DiversityInLeadership #DigitalTransformation #ClimateResilience #InsuranceCareersMonth