CEO Today - June 2022

June 2022

@ceotodaymag @ceotodaymag CEO Today Magazine /ceo-today f t y l n Connect with the Powerful and In uential. Follow uson social media to receive the latest updates, news and online features on the go. EO T O D A Y

C EO T O D A Y For more information, contact Jacob Mallinder 0044 (0) 1543 255 537 CEO Today Magazine is a premium aspirational lifestyle and business magazine. We seek to inspire, motivate and inform the world’s most successful business leaders, executives, and entrepreneurs through our content. Our magazine provides news, interviews and features about the most inuential leaders in the business world and beyond, focusing on topical stories, exclusive content and indepth articles that motivate our readers. Subscribe to receive a monthly hard copy. Price on application for subcriptions outside of the UK £395 *+ VAT if applicable *includes postage & packaging

5 EDITOR’S NOTE STAY CONNECTED! Follow us on: EDITOR’S NOTE UN I V E R S A L ME D I A Katina Hristova Editor All of this and so much more - I hope you enjoy the content in CEO Today’s June 2022 issue! Make sure you check out the full list of features and exclusive interviews over the next pages. If you want to stay connected with us until our next edition, visit our website for more, join the conversation on our Twitter (@ CEOTodayMag) and follow our LinkedIn, Facebook and Instagram pages. Best wishes, KATINA HRISTOVA Editor CEO TODAY Copyright 2022 Circulation details can be found at The views expressed in the articles within CEO Today are the contributors’ own, nothing within the announcements or articles should be construed as a profit forecast. All rights reserved. Material contained within this publication is not to be reproduced in whole or part without the prior permission of CEO Today. Disclaimer: Images used in this edition have been done so under the creative commons licenses. For details, see links below. by-sa/3.0/legalcode by-sa/2.0/legalcode by-sa/4.0/legalcode Hello and welcome to the June 2022 edition of CEO Today! As we excitingly enter the summer months, I’m thrilled to present to you CEO Today’s June collection of inspiration from some of the world’s most successful leaders, as well as our monthly dose of travel and lifestyle content! Here are some of our favourite stories from CEO Today’s June 2022 issue: What The Queen Can Teach Us about Modern Leadership 4 Steps to Develop Mental Agility & Thrive in Uncertainty 32 48 52 36 5 Brands Leading the Way as Truly Radical Organisations Elon Musk & Twitter: Can a CEO Retain Control During a Takeover?

6 CONTENTS Dr Daniel Moses’ Road to Success 10 THE CEO INTERVIEW 12. Dr Daniel Moses’ Road to Success 18. Web Scraping Explained 22. Simplifying & Redefining Logistics CONTENTS 8 Monthly-Round-Up 12 26 40 THE DISRUPTORS EXECUTIVE COACHING 28. Secrets of Success: How Did Elon Musk’s Tesla Make it to the Top? 32. What The Queen Can Teach Us about Modern Leadership 36. 5 Brands Leading the Way as Truly Radical Organisations 42. The CEO’s Caddy 48 Elon Musk & Twitter: Can a CEO Retain Control During a Takeover?

7 32 What The Queen Can Teach Us about Modern Leadership 46 68 VISION & STRATEGY TRAVEL & LIFESTYLE 48. Elon Musk & Twitter: Can a CEO Retain Confidence and Control During a Takeover 52. 4 Steps to Develop Mental Agility & Thrive in Uncertainty 56. Mental Health Awareness Week: It’s Lonely at the Top 60. Team Chemistry - The Key to a Positive Work Culture 64. The Steps to Successful Leadership Legacy & Transition 70. Amilla Maldives Joins SLH Considerate Collection 60 Team Chemistry - The Key to a Positive Work Culture 70 Amilla Maldives Joins SLH Considerate Collection The Steps to Successful Leadership Legacy & Transition 64 8 MONTHLY ROUND - UP N EWS The Stories Everyone’s been Talking about Chanel 2021 Sales Exceed $15 Billion In 2021, luxury French fashion house Chanel recorded $15.6 billion in sales, according to figures it shared with Business of Fashion. The figuremarks a 50%increase over its 2020 sales and a 23% increase over its 2019 sales. The fashion house achieved these impressive results despite the COVID-19 pandemic, rising inflation, and spending $1.8 billion on marketing in 2021. Chanel’sCFOPatrickBlondiaux credited the company’s growth to a “balanced” mix of price increases and higher volumes. In 2021, Chanel put its prices up on three occasions and once again in 2022. While the COVID-19 pandemic accelerated the popularity of online shopping, and many fashion houses now sell their goods online, Chanel has vowed to keep its sale within stores. “We are not, and will not, sell fashion or watches online,” Blondiaux said, though noted that digital platforms play “a key role in customer interaction. We are making a lot of investments in digital tools to connect with consumers and offer services online.”

Pay for Female CEOs Rose 26% in 2021 In 2021, the pay packages for the womenwho run S&P 500 companies rose amid economic recovery and improving stock prices. Median pay for top female business leaders rose to almost $16million, according to Equilar’s annual survey for The Associated Press. Out of the 340 CEOs in Equilar’s most recent survey of S&P 500 companies, 18 were women, an increase of 2 since 2020. Median pay for these women was up 26.4% in 2021, reaching $15.8 million, with 15 of the 18 female CEOs surveyed receiving a rise. These figures represent a larger increase than that of male CEOs’ median pay, which rose 17.7% to $14.4 million in the same year. Nonetheless, the pay gap between men and women is still significant. Speaking to The Independent, Vice-Chair of Korn Ferry, Jane Stevenson, said that while the pay increase for female CEOs is a positive thing, there is still a lot to be done. “I think the danger is to look at those cases of CEOs making more than their peers and see a message about the pay gap being closed – it’s not,” Stevenson said. “Pay tells a story. We have more stories of some women getting ahead […] It’s great, but it does not make a system. What we do not have is a systemic path forward for women, generally speaking, in a sustainable way, to be on the path to top roles and top pay.” 9 MONTHLY ROUND - UP The World’s Largest Bottle of Whisky Sells for £1.1 Million According to The Scotsman, the world’s largest bottle of whisky — a 311-litre bottle of Macallan single-malt Scotch — has sold for £1.1 million at a live auction overseen by Edinburgh-based auction house Lyon & Turnbull. The 5ft 11in tall bottle, called the Intrepid, holds Scotch from two sister casks that were aged for 32 years at Macallan’s Speyside distillery. Last September, the whisky was vatted and bottled by Duncan Taylor Scotch Whisky and was soon after recognised as the largest bottle of whisky in the world by the Guinness World Records. Speaking to The Spirits Business, managing director of Lyon & Turnbull Gavin Strang said, “The Intrepid Collection, led by the world’s largest bottle of Scotch whisky, has attracted so much global interest. It has been an incredibly exciting project to be involved in and we at Lyon & Turnbull are delighted the auction has been such a success.” Meanwhile, The Intrepid Project founder Daniel Monk commented: “For me and the whole team, The Intrepid project has always been about more than money. This is a passion project to celebrate the life of my late father, Captain Stanley Monk, who was himself an explorer and achieved many amazing things during his life.”

THE CEO INTERVIEW 12 Dr Daniel Moses’ Road to Success 18 Web Scraping Explained 22 Simplifying & Redefining Logistics

THE CEO INTERVIEW 12 Dr Daniel Moses’ Road to Success We speak with Dr Daniel Moses on success, failure, work-life balance and the importance of family.


THE CEO INTERVIEW 14 What does a typical day look like for Dr Daniel Moses? I think over the years, one thing I did actually struggle with was how to really structure myself. How I have learned to structure myself is by getting into a very serious morning routine. So normally, when I get out of bed in the morning, I say my prayers to God, for giving me another opportunity to live my life to wake up to see my lovely wife and my kids. After I will just go downstairs, have a sit down by the dining table, whilst I have a glass of water. I will then get a 5k run in and by the time I’m done, what I used to do until recently was to get my daughter ready for school and drop her off there. As of April however, when my wife quit her 9-5 job after a 25-year career she now does the morning school drop-offs, I get some extra time to listen to a podcast, watch a motivational video on YouTube, or anything else that will feed my mind. I tend to also map out the five major tasks to complete for the day and plan my delegation to my team. So this is how I normally start my busy day. Once in a while, every other three months, I usually will have a property project ongoing. Most of my projects are very local to where I live. So normally I would visit my sites three times a week as well. A typical day in my life is usually very hectic but I think at the moment I’m trying to get into speaking with investors almost every single day and doing sales calls every other day. But for now, it’s basically still me on the come up where I’m really trying to structure myself to have a more productive day. What do you think is the biggest reason for your success? I think the biggest reason for my success is my family. I’m one of the youngest in my family (brothers and sisters) and in the past few years a lot of them look up to me, even the older ones. I’ve also got my amazing son and daughter and of course, my wife who is the greatest human I’ve ever come across. People say that charity begins at home, right? If you’re not able to inspire those that are very close to you, then who are you going to inspire outside? Success is something I’m very passionate about and I’m so glad that I can show my family that if I can achieve it, they can achieve it too. Why do you think people fail? Why do you think people fail? I think the reason why people fail in life is a lack of purpose. Purpose has always been very important to me. I’ve been on an entrepreneurial journey for over 17 years now. For the very first 12 years, I did not “ My biggest regret in business was not knowing that successful people buy themselves a seat on the table. And it took me a long, long, long time to discover that successful people don’t wait to become successful. They make success happen. “

THE CEO INTERVIEW 15 make it a success. How do you balance family life and running a business? First of all, I need to give my wife a lot of credit and thank her for everything she does. My busy life means I’m always somewhere and she’s had to sacrifice a lot to make it all work. I discovered the true meaning of work-life balance in 2021 and the thing is that it looks different for different people. After 17 years of grafting, I now have my goals aligned with being able to enjoy my life too. I’m starting to introduce my family to the business too – after 25 years in the corporate world, my wife has now joined my company. My children on the other hand come to business meetings, dinners and networking events with me and so I’m able to interact with the even more on a daily basis. The delegation of tasks to my growing team means that I get some of my weekends and evenings back, and I even get to enjoy important date nights or frequent short breaks away with my beautiful wife, and family time away with the kids doing what they want to do. Has there been a time when you were ready to give up? What kept you going? have clarity. I did a little bit of anything that anyone can think of - from selling cars to selling clothes, to having an internet café, to working as an Uber driver. I lost my business in the oil & gas sector in Nigeria but I think losing everything back in 2015 is what motivated me to seek clarity and purpose. My faith in God helped me majorly. I did not know exactly who or what I wanted to become. I wanted to be successful but initially, I didn’t understand the vehicle that was going to lead me there. But then I discovered property. I started with rent to rent – or renting other people’s property with their permission. I also began deal sourcing, where you find people who are looking for property opportunities and you trade it for cash. Then I started acquiring properties by learning how to find investors’ finance, and through that process, I was able to buy, refurbish and refinance properties which allowed me to pay my investors and continue buying properties. Which very quickly allowed me to grow my property portfolio from £1.5 million to £2 million, and then from £2 million to £2.5 million. Gradually, the numbers just kept increasing and increasing, and they keep increasing as we speak. I think a lot of entrepreneurs make that same mistake all the time, because most of them start off doing too much and not focusing on one particular business for long enough. They’re never giving one thing enough time to actually Absolutely. Many times. In 2015, after losing my business, I nearly gave up and became a delivery driver. I felt like I’d tried so many times and I felt defeated. I felt like someone who’s gone to battle and lost everything. I was in that job for about two months and I then became an Uber driver. I kept asking God to show me the way and after some time, I suddenly got my fire back to look for new opportunities. And the rest is history. Keep believing and keep fighting – I promise you’ll get to where you want to be eventually. What’s a lesson you learned in 2021 that you have brought with you into 2022? 2022 is a massive year for me and it will be a year of reset. We went crazy during all the lockdowns. We worked extremely long hours with no breaks and it did pay off. 2021 was extremely successful but we had to sacrifice our sanity. Because of how hectic everything was, we never revisited things so this year, we need to focus on playing catch-up with our success. 2022 is the year of revisiting and remapping for greater success in 2023. 2021 showed me that planning and structure are key, and this is what we’re doing now – restructuring and revamping our operations in preparation for bigger things.

THE CEO INTERVIEW 16 If you had to start all over again, what is the one thing you’d change? Personal development - spiritually, physically and mentally. I never understood the importance of personal development until I started developing myself as an individual. Everything changed. What’s your biggest regret in business? My biggest regret in business was not knowing that successful people buy themselves a seat on the table. And it took me a long, long, long time to discover that successful people don’t wait to become successful. They make success happen. Why did you choose property as a vehicle for wealth? It’s so simple. Property is the one thing that stands the test of time - we all need a house to live in. Is there another sector you’re interested in? I’m passionate about speaking about success and I’m very passionate about talking about wealth. I would love to be a keynote speaker talking about how anyone can become successful in life, the core principles of success, family well-being, health, spirituality and freedom. What motivates you? The very first thing that motivates me is being able to wake up every morning next to my wife and see my kids around me. This motivates me to do something more creative every day that will challenge me so that I come back home and feel fulfilled. I also love to create opportunities. I’m a creator. So being able to have a conversation that leads to something that creates an opportunity or a great relationship is something I’m very passionate about. And finally, what motivates me every day is the people outside of my family who support me, especially on social media. Me and my business partner connected through social media. A lot of my friends today are people I met thanks to social media. So being able to inspire these people every single day to be the best version of themselves is the reason why I do what I do. My biggest goal in life is to grow myself to become one of the biggest and most influential Nigerians to inspire and transform others’ lives. What’s your favourite book? The best book I’ve read is the 10x Rule. It’s a book that tells you that everything you do in life is good, if you really want to be successful, you should do it 10 times better. If you’re thinking about something once, think about it 10 times. Think about the effort you put into it and multiply it by 10. This is when success will find you. It’s a great book and a great life rule to live by. What advice would you give to your 18-year-old self? Don’t be in a rush and develop yourself. Learn from successful people and ask questions about what they did to become successful and how they did it. What’s one thing that you wish you were better at? I wish I could streamline everything I do and delegate more so other people can fully run my business. I amworking hard at trying to remove myself from being so hands-on. I’m finding it difficult but I’ll get there. Does money equal happiness? Well, I think it’s quite a contradicting topic. The truth is that it’s a no and a yes. The obvious truth is we all get up in the morning, have our showers and go to work to get paid. Right? An entrepreneur sells their product to get paid. So, the realistic truth is that money plays a huge part in your happiness. But I do believe that money has a significant part to play if you want to be happy because you’re not happy when you can’t afford the basic things in life. Nobody’s ever happy that they can’t buy the truly deserved meal that they actually wanted to eat. So overall money plays a part in your happiness but it should never be the end goal. Money can buy you a house but a wife, children, laughter and love are what make it a home. You can find Daniel on Instagram @dr.danielmoses and find out more about what he does at

Contact us today to find out more. Visit or call 0207 186 8090 Analysing company information and identifying links with individuals is time consuming. REVEAL interprets data from trusted sources including Companies House Direct and Companies House Beta and turns it into an interactive workspace making it faster and simpler to analyse. At the touch of a button, REVEAL makes analysis beautifully simple, reducing the process by hours. REVEAL: corporate structures simplified, beautifully. Company Shareholder Director

THE CEO INTERVIEW 18 WEB SCRAPING EXPLAINED Web scraping is an emerging technology that’s swiftly gaining popularity across the globe. Businesses use it to improve decision-making processes, academia has begun employing it for research purposes, and NGOs use it to look for ways to improve the greater good. Julius Černiauskas, the CEO of Oxylabs, one of the most prominent companies that offer web scraping solutions in the world, sheds light on the practice, how it has developed over the years, and what lies ahead. Julius Černiauskas CEO of Oxylabs


THE CEO INTERVIEW 20 Let’s start from the beginning. How has web scraping evolved to its current state? Web scraping, in some sense of the word, began with the first attempts to index pages scattered across the internet. While it wasn’t automated public data collection in the way we understand now, crawling across the web does much of the same as scraping. So, I would say that web scraping began almost with the advent of the World Wide Web, likely sometime in the early 90s, depending on who you ask. It may look surprising to some as web scraping still seems like something completely novel, but the technology and its underlying core principles have been with us for an incredibly long time. Naturally, many people would then ask about the changes that must have occurred for web scraping to go from something few know about to a nearly household name. There are a few important steps in evolution, I think, that both, directly and indirectly, impacted scraping. First, the digitalisation of businesses has probably had the most significant impact. Businesses thrive on competition, and competition is all about knowing what to do next for the best results. It would follow that any information on industry peers would be of great benefit. As such, there has always been an implicit drive for data acquisition technologies to develop. Second, as these technologies developed, they changed from being something accessible to the select few to a much wider audience. Looking through the same competition lens, demand for public data acquisition spurred companies to improve these technologies and lower operating costs. In fact, we were surprised by how deeply web scraping has entrenched itself in some industries. We recently conducted a survey, inquiring about data management practices in the UK and US finance sectors, which revealed that web scraping is about as popular as internal data acquisition practices. Finally, the prominence and importance of data in all fields, even outside business, has greatly increased. As a side effect, any collection method that purports to ease a usually complicated and drawn out process gets attention. So, could you expand upon how the perception of web scraping has changed over the years? Of course, as I’ve mentioned, web scraping had long been in the shadows as doing anything similar had been extremely resourceintensive and complicated. In fact, many people, even today, don’t know that search engines are founded upon web scraping. They couldn’t exist otherwise. As it moved more towards mainstream consciousness, there had been a certain air of suspicion as with all new technologies. Unfortunately, it still hasn’t passed, partly because there is no industry- It may look surprising to some as web scraping still seems like something completely novel, but the technology and its underlying core principles have been with us for an incredibly long time. “ “

THE CEO INTERVIEW 21 wide regulation and legislation. So, a lot of rules and best practices exist in somewhat of a gray area. We are doing our best to push web scraping out of it through sharing our extensive legal knowledge and ethical best practices. So, now it exists at a mid-way point where, on the one hand, it’s widely accepted for business use. On the other hand, public perception is still far away from how we see it internally as it’s still considered something slightly unusual. You’ve mentioned the complicated legal side of web scraping. Could you expand a bit on that? There has been no direct legislation on web scraping. We closely follow case law and data related regulations and legislation. These, however, are not exhaustive, which makes the entire process quite fraught with challenges. The case law so far has pointed us in the direction of an understanding that most publicly accessible data is fair game for web scraping. Even that, however, comes with numerous caveats, buts, and ifs. For example, data containing personallyidentifying information is very likely to fall under GDPR, so even if it is publicly accessible, its collection would be subject to additional privacy law requirements. Then come in all the copyright and intellectual property laws and regulations, which, again, may forbid the usage of such materials for commercial purposes without acquiring a license. What falls under copyright law is also quite a complicated subject, making web scraping something akin to navigating a dark maze with lots of traps strewn about. Recent rulings have stated much of the same as we knew already. Some outlets wrote impressive headlines that all web scraping has been legitimised by the HiQ Labs vs LinkedIn case, but, as our Head of Legal Denas Grybauskas put it, the real result was much milder as this decision essentially said that a certain US computer hacking law couldn’t be applied to cases of web scraping. There’s really only one best practice - to have a legal professional, or a team of them, on hand at all times. Each new source or idea should be carefully processed and analysed by legal professionals to ensure no potential risks are involved. We understand how murky and complicated the legal landscape of web scraping is, so we’re doing our best to share everything we know through conferences and providing commentary. We press onwards for more clarity regarding legal matters by promoting the idea of selfregulatory practices. So, even after all of these risks and difficulties, web scraping is still worthwhile to businesses? Certainly. In fact, some business models depend upon web scraping for their entire existence. A great example would be various price comparison websites, including travel and hotel fare aggregators, such as trivago. There’s no other way to run such a business other than web scraping. Resource costs would be too intensive if manual data collection was the backbone of the business. Other businesses significantly improve their decision making through web scraping. Ecommerce and retail companies, for example, frequently employ such practices for pricing and business intelligence. In a sector where competition is incredibly fierce, every bit helps. For-profit organisations aren’t the only ones benefiting from web scraping either. There has been a multitude of great uses for web scraping that have turned out to further social good. For example, the Billion Prices Project, a macroeconomic research initiative, used web scraping to collect product pricing data at a huge scale, allowing them to measure inflation. In the end, web scraping is a tool for public data collection. As data has always been incredibly useful, there’s no reason to believe web scraping is going to disappear any time soon. Our goal at Oxylabs, right now at least, is to further expand the industry through innovation and to bring it closer to complete legitimacy. Everyone should be able to benefit from web scraping without fear. For more information, visit:

THE CEO INTERVIEW 22 Simplifying & Redefining Logistics We speak with Bahtiyar Nomozbaev, the CEO of Delta Global Solutions, a logistics and supply chain management company headquartered in Tashkent, Uzbekistan, with offices in Singapore and London. Delta Global Solutions is all about bringing creative solutions to supply chain problems. Bahtiyar Nomozbaev CEO of Delta Global Solutions

THE CEO INTERVIEW 24 What makes Delta Global Solutions stand out? Our work requires commitment, organisation skills and a lot of stamina as we work under enormous pressure most of the time to move goods, manage information and allocate financial resources globally, when and where our customers need them. Today’s customers increasingly demand not just off-the-shelf services but out-ofbox solutions to optimise their operations and save costs. That means our work involves digging deep in our customers’ supply chain operations to uncover inefficiencies and develop solutions to eliminate them. Delta Global Solutions is primarily an air freight solutions provider, partnering with major air carriers and international cargo agents to link our customers to global markets. That being said, our full portfolio encompasses all modes of transport and vertical logistics solutions designed to meet the needs of sectors as diverse as healthcare and aerospace industries. We combine our people, processes, technology and organisation capabilities to create an efficient control tower and one-stop solution to meet our customers’ varying supply chain needs, from procurement, transportation, customs clearance, first and last-mile services. In 2020, our quality management system at Delta Global Solutions was certified by Germany’s TÜV Thüringen e.V. to conform to the requirements of ISO 9001:2015. This is a testimony to our team’s commitment to high-quality and consistent logistics services that meet our customers’ requirements. Being an ISOcertified freight forwarder also means we proactively manage risks in our business and our customer’s supply chains, and regularly train our people at all levels to meet evolving business challenges. That’s one reason why we have put Kaizen philosophy front and centre of our business culture. Another milestone was achieved in 2021 when Delta Global Solutions became the first and only company in Uzbekistan to be certified by IATA (International Air Transport Association) to promote, sell and handle international air cargo transportation. Being an IATA Cargo Agent provides us with industry recognition as a freight forwarder and makes us a reliable part of an industry successfully transporting $5.3 trillion worth of goods every year. What are Delta Global Solutions’ vision and key values? Our vision is to simplify and redefine logistics for our customers through technology leverage, process approach and outstanding service. Our core values of passion, ownership and integrity reflect our team’s unique identity and serve as a guiding compass for our business. Passion is what drives us to be our best every day, persevere in the face of challenges and consistently deliver impeccable results for all stakeholders - employees, customers and the greater society. Ownership means we empower people at all levels of our organisation to make decisions in the best interests of our company and be accountable for the results. Integrity is about ensuring that our business practices are guided by transparency for all stakeholders and complete compliance with existing laws and regulations. We hold ourselves to the highest ethical standards in all our business dealings. What are some of the biggest air freight supply chain challenges you or your customers are facing today? There are two key issues all stakeholders in the air cargo supply chain are facing today: price volatility and capacity shortage on multiple routes around the world. This is mainly caused by the extremely high demand for air cargo as postCovid recovery efforts continue worldwide and more recently,

THE CEO INTERVIEW 25 providing services to airlines operating regular or charter flights to Uzbekistan, from ground handling, obtaining flight permits to air cargo sales and marketing support. While we are not necessarily new to this business - as our core members come from an aviation background - this specific area requires deeper aviation expertise and the ability to forge and maintain strong strategic partnerships with key players, from civil aviation authorities, airports and government agencies to airlines and cargo agents. In emerging markets such as Uzbekistan, coordination with local authorities could be challenging due to poor knowledge of the legal environment or the overly complex process. Our job as an aviation services broker is to bring together a host of disparate government services into a single interface for our airline customers, thus simplifying the entire permit application and coordination process. As part of this project, we have recently partnered with MNG Airlines of Turkey to support their international cargo flight operations between China and Europe via Navoi International Airport in Central Uzbekistan. In another major project, we are leveraging Delta Global Solutions’ regional trucking capabilities to build a Central Asian road feeder network for Turkish Airlines. This involves linking Turkish Airlines’ air the ongoing military conflict between Russia and Ukraine. At Delta Global Solutions, we leverage our strategic partnerships with major carriers so that our customers have continuous access to passenger belly and cargo main deck capacity at reasonable prices while we continue to work tirelessly on expanding our global network through a combination of interline agreements and air+trucking multimodal solutions to bring online more destinations. What are you currently working on? What’s on Delta Global Solutions’ agenda for the next 12 months? Today’s competitive environment requires us to be flexible in our strategic approach, able to think ahead and focus on the bigger picture beyond the “businessas-usual”. We continuously track market trends and strive to respond to emerging opportunities with speed and prudence. In 2022 and going into 2023, we plan to continue working with our entire team to bring our services to a wider audience, strengthen our core capabilities and deliver on the commitments we took on ourselves. One exciting project we are now working on is aviation brokerage services. This involves cargo hubs at Tashkent and Navoi airports with regional airports and bonded warehouses across Central Asia - Uzbekistan, Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan and Afghanistan. By simple definition, road feeder service is the last mile for air shipments executed on the ground. It is about delivering air cargo to remote destinations where an airline does not operate direct flights due to a variety of reasons - economic infeasibility or lack of appropriate airport infrastructure. Road feeder services of Delta Global Solutions allow airlines to capture more value by extending their reach beyond the tarmac while ensuring visibility and safety of air cargo while it travels inland. This also means increased efficiency and costsaving opportunities for airline customers - end recipients of the air cargo - since our services eliminate the need for them to travel to big air hubs to directly pick up the goods. Earlier in 2022, the UN World Food Program chose Delta Global Solutions as a logistics vendor to deliver critical aid supplies to the people of Afghanistan. This allows us to work alongside WFP to support the people of Afghanistan, leveraging our regional network and logistics capabilities.

THE DISRUPTORS 28 Secrets of Success: How Did Elon Musk’s Tesla Make it to the Top? 32 What The Queen Can Teach Us about Modern Leadership 36 5 Brands Leading the Way as Truly Radical Organisations

Rachel Makinson Photo: Wikicommons - Rajasekharan Parameswaran Secrets of Success: HowDid Elon Musk’s Tesla Make it to the Top? In the early 2000s, Elon Musk co-founded Tesla “to accelerate the advent of sustainable transport by bringing compelling mass-market electric cars to market as soon as possible.” Fast-forward to 2021, and the company’s earnings sat at a mighty $53.82 billion, with its CEO’s net wealth currently at approximately $262.9 billion. For many years now, Tesla has been hailed as the most successful electric vehicle company in the world. But, with so many EV competitors on the market, how exactly did Tesla make it to the top?

What makes Tesla different? While many car companies attempted to deliver relatively affordable products that could be mass-produced and easily marketed, Tesla went in the opposite direction, focussing on creating captivating and luxurious cars that would glorify electrification. Speaking about Tesla’s mission in a 2013 company post, Elon Musk wrote: “Our goal when we created Tesla a decade ago was the same as it is today: to accelerate the advent of sustainable transport by bringing compelling mass-market electric cars to market as soon as possible. If we could have done that with our first product, we would have, but that was simply impossible to achieve for a startup company that had never built a car and that had one technology iteration and no economies of scale. Our first product was going to be expensive no matter what it looked like, so we decided to build a sports car, as that seemed like it had the best chance of being competitive with its gasoline alternatives.” In 2008, Tesla released its first vehicle, the allelectric Roadster, which achieved 245 miles on a single charge in company tests. The Roadster set an unprecedented range for a production electric car. Additional company tests showed its performance was comparable to that of many petrol-fueled sports cars, capable of reaching 0 to 60 miles per hour in 3.9 seconds. Furthermore, Tesla took the lead by being the first company to use the sort of lithiumion batteries found in laptop computers. Its engineers created their own innovative battery packs — unlike anything else yet to be seen in the industry. And it was these battery packs that gave the Roadster its immense range and power. With a top speed of 125 miles per hour, the Roadster was faster, sleeker, and more desirable than any other EV on the market at the time. Between 2008 and 2011, Tesla sold approximately 2,500 of its Roadsters, with prices ranging from $109,000 to $170,000. How Tesla solidified its success Having established its brand and delivered its concept car to the marketplace, Tesla reinforced its business model, focusing on a tripartite approach to selling, serving, and charging its electric vehicles. Direct sales While other car manufacturers sold through franchised dealerships, Tesla opted to cut out the middle man by selling its vehicles directly to its customers. Over the years, Tesla has created an impressive intentional network of over 400 own-brand showrooms and galleries across the globe, which it believes enables faster product development and an improved customer buying experience. Home services Cars going wrong is never fun, but Tesla’s repair process is as streamlined as possible. In some regions, Tesla employs “Tesla Rangers” — mobile technicians who can make home calls upon request, though, in some cases, the service can even be delivered remotely. The Tesla Model S, for instance, can wirelessly upload data, meaning Tesla Rangers can view and resolve some issues without even seeing the vehicle in person. Supercharger network A major concern surrounding electric vehicles is how and where to charge them, a concern which Tesla has addressed with the creation of its own network of “supercharger stations”. These innovative charging stations allow Tesla drivers to charge their vehicles in approximately 30 minutes, and completely free of charge. Can Tesla maintain its momentum? For the first quarter of 2022, Tesla reported earnings that trumped analysts’ expectations, with revenue coming in at $18.76 billion compared to a predicted figure of $17.80 billion. And Musk remains optimistic that this success will continue throughout the rest of the year, stating that it seems likely that Tesla will be able to produce one and a half million cars in 2022. Furthermore, in 2023, Tesla plans to release a new version of its classic Roadster model, offering a 0-60mph time of 1.9 sec with 737 lb ft of torque. Tesla’s Cybertruck is also set to go into production next year, built with a unique and attention-grabbing exterior shell for ultimate durability and passenger protection. According to Tesla investor Gary Black, Tesla’s market capitalisation may well reach a mind-boggling $4 trillion in the coming years, as he predicts that global electric-vehicle penetration will hit 60% by 2030. To break this figure down, Black estimates that Tesla will have an EV share of 20% and, with worldwide vehicle sales at 85 million units, Tesla would be delivering approximately 10 million cars per year. Black predicts that these deliveries, plus service sales related to Tesla’s existing fleet of vehicles, would bring in around $140 billion for the EV company, or approximately $100 per share. Black then puts a 30 price-to-earnings multiple to earnings of $100 per share, giving a $3,000 price target. With 1.4 billion shares remaining, Tesla’s market capitalisation would be upwards of $4 trillion, indeed suggesting that Tesla will be able to maintain its momentum as one of the world’s most successful electric vehicles companies in the years, and even decades, to come. THE DISRUPTORS

This year, the Queen will become the first British monarch to celebrate a platinum jubilee after 70 years of service. It is a longer time in a leadership role than many of us could envisage and brings to mind questions around how leadership has changed in that time. Different problems come to light and are faced by a different world. Indeed, organisations nowadays are confronted with a host of inter-related economic, environmental, and societal challenges, of which spread and scale add a new layer of complexity. In this context, the question of leadership – in terms of what it involves and how it can be reinforced – is brought to the fore. Dr Alexandra Dobra-Kiel Head of Behavioural Research and Insight at Behave What The Queen Can Teach Us about Modern Leadership

Photo: Wikicommons - Joel Rouse/ Ministry of Defence

What is leadership? Zoom on values In the 17th century, Descartes, the French philosopher and mathematician, said that “it is not enough to have a good mind. The main thing is to use it well”. In the context of leadership, what does “using it well” mean? Leadership involves building a sustainable vision to generate value. For a vision to be sustainable, it needs to be valid over a certain length of time and to engage others on both an intellectual and emotional level. There are many configurations of leadership. Trying to pin down leadership to a single configuration would be harmful as it would deplete the richness that each configuration brings. But underpinning each configuration, we can most often identify three values: benevolence, courage, and growth. These three values include an internal dimension (i.e., exercising this value towards yourself) and an external dimension (i.e., exercising this value towards others). Benevolence, internally, involves the hygiene of taking care of yourself because if you burn out, it will likely corrode your capacity to be benevolent towards others and, externally, it involves cultivating relationships with others that are constructive and fruitful. Courage, internally, involves aligning your values with your actions and, externally, involves stepping outside of your comfort zone by putting your team, organisation, or client before your self-interest. Finally, growth, internally, involves growing yourself to seize and navigate novelty rather than opposing it and, externally, involves growing others to optimise the performance of the organisation. Leadership is like a muscle; you need to exercise it. Its underlying values will mature or atrophy depending on your experiences. How do you reinforce leadership? Zoom on emotion regulation strategies Reinforcing leadership means reinforcing its underpinning values. There are close links between values and emotions, as emotions help us gain access to our values. In addition, the role of emotions is also brought to the fore by the very fact that the most pressing challenges requiring leadership tend to be ill-defined and uncertain (Mumford et al., 2000) and, as such, are likely to elicit emotional responses. Given this link between values and emotions, one way to reinforce the values underlying leadership is through emotion regulation strategies. Emotion regulation strategies are the “processes by which individuals influence which emotions they have, when they have them, and how they experience and express these emotions” (Gross, 1998). But not all emotion regulation strategies are equal. There are five types of emotion regulation strategies: 1. Situation selection, which refers to actions (e.g., approach or avoidance) that increase the likelihood that individuals will be in a situation that produces desirable emotions. 2. Situation modification refers to efforts taken by an individual to modify the emotional impact of the situation. 3. Attentional deployment involves influencing emotional responses by refocusing attention to different aspects of a situation. 4. Reappraisal involves altering the emotional meaning of a situation through reappraisal of the emotional stimulus. 5. Suppression involves inhibiting emotional responses after the emotion has been activated. The most effective emotion regulation strategies are situation modification and reappraisal (Torrence and Connelly, 2019). Situation modification is an effective strategy because it involves managing the challenge causing the emotion (Gross, 2002) and it is associated with an increase in positive emotions and decreased levels of negative emotions. Reappraisal is an effective strategy because it involves broadening one’s perspective on a challenge – therefore it improves the ability to address the challenge – and it is associated with an increase in positive emotions and decreased levels of negative emotions. Unsurprisingly, the least effective emotional regulation strategy is suppression (Torrence and Connelly, 2019) because it fails to address the emotional elements that directly impact leaders’ judgment and performance. To create value for organisations and to reach long and successful tenures (if not so long as the Queen and perhaps avoiding some of the problems that ‘The Firm’ has had to deal with over the years) involves reinforcing the underpinning values of leadership: benevolence, courage, growth. One way of doing this is through emotion regulation strategies. THE DISRUPTORS

John Davis Photo: Wikicommons - Rajasekharan Parameswaran Leading the Way as Truly Radical Organisations Brands 5 What is a radical brand? In other books and articles, I have defined a brand as ‘the entire organisation as experienced by its stakeholders.’ In comparison, a radical brand is ‘an organisation that creates societal good as experienced by its stakeholders.’ The distinction ‘creates societal good’ is important because it means a brand must do more than just sell products and services people want. It must also positively impact society. You might argue that producing things people want is technically good for society since it satisfies a need. But that fails to recognise the adjacent impacts created by the development of those things. It’s important to understand this because the concept of brand has changed significantly in the 21st century. Traditionally, brands were products and services that gained awareness through a combination of ads, slogans, and logos. But that approach often obscured the underlying business practices used to create those products and services, many of which were destructive to the planet and people. I might love my new car and the image it helps me convey (inspired by decades of advertising and image cultivation) but its production activates a chain of connected inputs from suppliers of raw materials, technologies, parts, and logistics, whose respective production requirements initiate their own cycle of activities that contribute to negative environmental impacts.

The world is smarter today. With instant information at our fingertips, we can quickly sniff out organisations over-promising and under-delivering. Converging crises mean that leading organisations can no longer rest on their past reputations because their stakeholders are increasingly pushing for more responsible business practices, from defining why they’re here to overhauling their own internal structures, capital investments, ecosystem partner criteria, and operating processes. That’s why this new definition of a brand is vital to understand and embrace. Here are five organisations leading the way. These are not the typical organisations featured in popular brand surveys, which already get enough exposure. These are lesser-known, emerging organisations making demonstrable progress using radical business practices to develop their brand reputation. Doconomy and Alandsbanken There is a 100-year age difference between these two companies. Alandsbanken, from Finland, was started in 1919 and Doconomy, from Sweden, was founded in 2018. Yet they have a shared interest in fostering societal value by encouraging us to reduce our carbon footprint. Alandsbanken was founded by farmers and sea captains who exuded a ‘can do’ attitude. Their authentic story stands in contrast to the slick corporate marketing of bigger financial players that too often trot out the same soulless blather disguised as ‘feel good’ customer care. Alandsbanken’s values include a focus on long-term sustainability in financial and ESG areas. A financial focus is understandable since they are a bank. Yet by pursuing ESG practices Alandsbanken is also signalling to stakeholders that having a societal impact beyond typical banking is vital to their aspirations. Doconomy aims to future proof life on earth. Using the theme ‘Everyday Climate Action’ the company demonstrates care for the environment through a suite of digital tools that tell consumers the carbon footprint impact of their purchases, in essence educating the public about using money as a force for good. The two companies collaborated to create the Aland Index, which measures CO2 emissions arising from transactions. Using special credit cards and ecosystem partners the itemised carbon impact metrics generated by purchases increases consumer awareness about shifting their spending from high carbon to low carbon purchases. Givingway Givingway, founded in 2015 and based in Israel, started in voluntourism, an approach to travel that helps travellers give back to the places they visit. They enlisted the support of more than 7,500 nonprofits in 144 countries and have grown rapidly, evolving their services along the way. Givingway is now a platform with a mobile app that helps travellers and nonprofits manage their voluntourism and fundraising needs. Their model exemplifies how to create impactful, immersive experiences for stakeholders that help communities in emerging markets. Their unique mission combined with advances in digital technology have the potential to create a super app that benefits travellers, communities in need, and nonprofits through its combination of partners, locations, volunteer management, and fundraising. Vancity Vancity is a Canadian credit union with a reputation as a values-based bank that genuinely cares about the people in the communities it serves. They are pushing ahead on multiple fronts to directly address the key challenges of our time. The pandemic led to lost jobs and sharp declines in small THE DISRUPTORS The world is smarter today. With instant information at our fingertips, we can quickly sniff out organisations overpromising and underdelivering. “ “

RkJQdWJsaXNoZXIy Mjk3Mzkz