About
Articles by Shujaat
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Embrace Your Home: A Light, Fun Event to Build Global Community in the Virtual Workplace (3 min read)
Embrace Your Home: A Light, Fun Event to Build Global Community in the Virtual Workplace (3 min read)
By Shujaat Ahmad
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Embracing the Workplace as a Platform (5 min read)
Embracing the Workplace as a Platform (5 min read)
By Shujaat Ahmad
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Key to Catan and the War for Talent: Location, Location, Location!
Key to Catan and the War for Talent: Location, Location, Location!
By Shujaat Ahmad
Contributions
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What are some SMART criteria for setting and measuring mentee's progress?
Setting goals, like goals at work, would not mean anything unless there's an accountability check. The mentor should do a pulse check every few sessions, even every session, on how things have gone in terms of the What as well as the How. This is also an opportunity to pause or cancel the engagement if the mentor/mentee feel the relationship is not mutually beneficial and off track from expectations.
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How do you maintain and nurture a long-term mentoring relationship beyond formal programs or sessions?
Always set norms and rules of engagement - what warrants the right use of this time (e.g. this is not meant to be a venting opportunity only), if advice being seeked from mentor's experience to add to the problem being solved by the mentee or coaching for the mentee to think on their own. It has to be mutually beneficial - mentees should make sure to follow up to show how any advice was followed and share how they grew - that's one of the key sources of fulfillment for mentors. Lastly, mentees need to embrace a mindset to take a leap of faith and listen with curiosity to learn, and not listen to object and judge.
Activity
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Something that happened yesterday triggered a funny memory of working with an exec in my early career who never accepted any meeting invites on their…
Something that happened yesterday triggered a funny memory of working with an exec in my early career who never accepted any meeting invites on their…
Liked by Shujaat Ahmad
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What if your leader at work was like Patch Adams from the movie? _______________ For those who know me well, I am a movie buff. I like taking…
What if your leader at work was like Patch Adams from the movie? _______________ For those who know me well, I am a movie buff. I like taking…
Shared by Shujaat Ahmad
Experience & Education
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LinkedIn
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Licenses & Certifications
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Certified Supply Chain Professional (CSCP)
APICS
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Volunteer Experience
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Project Manager & Mentor
ACT (Advising The Community Together) : Pro-bono Strategy Consulting For Non-Profits
- 2 years 6 months
Social Services
ACT is a consortium of volunteer management consultants providing pro-bono strategy consulting services to non-profit organizations.
I serve as a Project Manager, providing pro-bono advisory services to leaders of non-profit organizations, helping them overcome challenges in creating stakeholder value and ultimately fulfill their missions.
In addition, I also mentor junior consultants within ACT for leading ACT projects.
Areas of expertise include: Supply chain network optimization…ACT is a consortium of volunteer management consultants providing pro-bono strategy consulting services to non-profit organizations.
I serve as a Project Manager, providing pro-bono advisory services to leaders of non-profit organizations, helping them overcome challenges in creating stakeholder value and ultimately fulfill their missions.
In addition, I also mentor junior consultants within ACT for leading ACT projects.
Areas of expertise include: Supply chain network optimization, Supply market research, E-Commerce setup, customer service strategy.
Publications
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Approaching Disruption for Growth Performance
Deloitte University Press
Executives often can’t help viewing disruptive forces even those inside the organization—as threats.
Indeed, the biggest risk of disruption is that it tends to send corporate leaders into narrow, defensive
stances. The nature of disruption is such that trying to respond directly can lead to actions that will
challenge the core, awaken the corporate antibodies, and increase the risk of failure.
A better approach is to treat disruption as a catalyst to pursue the significant new…Executives often can’t help viewing disruptive forces even those inside the organization—as threats.
Indeed, the biggest risk of disruption is that it tends to send corporate leaders into narrow, defensive
stances. The nature of disruption is such that trying to respond directly can lead to actions that will
challenge the core, awaken the corporate antibodies, and increase the risk of failure.
A better approach is to treat disruption as a catalyst to pursue the significant new opportunities for
growth and sustained advantage that will inevitably emerge as a result of disruptions restructuring the landscape. These opportunities are at the edges of business as we know it: not in either our current markets or new versions of our existing businesses.Other authors -
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Connect Peers: Leveraging the evolving peer-to-peer digital infrastructure to empower the edge
Deloitte University Press
As the digital infrastructure evolves to provide richer connectivity and new mechanisms for trust and governance, the rationale for centralized intermediation in some arenas will be challenged by new forms of peer-to-peer interaction. As the means for establishing trust-based interactions becomes more widely distributed, coordination costs will decline, and more value can be gained by connecting with others than by providing services in-house or limiting access. Combinations of people…
As the digital infrastructure evolves to provide richer connectivity and new mechanisms for trust and governance, the rationale for centralized intermediation in some arenas will be challenged by new forms of peer-to-peer interaction. As the means for establishing trust-based interactions becomes more widely distributed, coordination costs will decline, and more value can be gained by connecting with others than by providing services in-house or limiting access. Combinations of people, resources, and entities with diverse specializations can now come together to help resolve difficult business challenges and profit from high-impact solutions. Such peer-to-peer models will make public layers of data that were previously controlled by hubs. As a result, many marketplace participants, as well as third-party analytics firms, will have access to potentially valuable information to learn from in order to be able to improve performance, create new value, or discover new opportunities.
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Courses
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Customer Analytics
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Excecutive Leadership
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Rwanda - Leadership, Conflict, and Change. An immersive workshop based on Rwanda's remarkable journey post-genocide.
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Strategy
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