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ChristianaCare also ranks as No. 1 overall employer for diversity and inclusion in Delaware, No. 14 among U.S. health systems (WILMINGTON, Del. – April 23) magazine ranked ChristianaCare as one of the best employers for diversity and inclusion in the United States in its list of Best Employers for Diversity 2021. ChristianaCare also ranked as the No. 1 employer for diversity in Delaware and the No. 14 health system for diversity in the nation. ChristianaCare ranked 121st out of the 500 employers that were recognized. “At ChristianaCare, our mission is simple, but profound – we take care of people,” said Janice Nevin, M.D., MPH, president and CEO of ChristianaCare, which is Delaware’s largest private employer. “And caring for people means that we work together, guided by our values of love and excellence, to bring equity and inclusion to everyone we serve, including our own caregivers. We are committed to building a workforce that reflects the diverse communities we serve, as we aspire to deliver high-quality, accessible care and achieve health equity.” ChristianaCare has committed to being an anti-racism organization and works to ensure that commitment is reflected through the organization’s policies, programs, and practices. (Read more about ChristianaCare’s anti-racism commitment here.) ChristianaCare’s inclusion efforts also include the launch of 10 employee resource groups, which connect caregivers who have a common interest or bond with one another. Formed by employees across all demographics – such as disability, gender, race, military status, national origin, sexual orientation, etc. – these voluntary grassroots groups work to improve inclusion and diversity at ChristianaCare. More than 750 caregivers at ChristianaCare participate in employee resource groups. ChristianaCare also recently launched LeadershipDNA, a new leadership development program that is specifically targeted to underrepresented, diverse populations and is designed to foster professional and career development. “We are grateful for this recognition, which affirms that our organization is committed to taking on the meaningful work to help our caregivers be exceptional today and even better tomorrow,” said Pamela Ridgeway, chief diversity officer and vice president of Inclusion and Diversity at ChristianaCare. “The fact that our caregivers can see the value and feel the impact of our inclusion and diversity efforts illustrates the importance for us to continue to push onward.” Forbes’ Best Employers for Diversity were identified from an independent survey of more than 50,000 U.S. employees working for companies employing at least 1,000 people in their U.S. operations. The employees were asked to give their opinion on a series of statements surrounding the topic of age, gender equality, ethnicity, disability, LGBTQ+, and general diversity concerning their own employer. The survey also gave survey participants the chance to evaluate other employers in their respective industries that stand out with regard to diversity. Only the recommendations of minority groups were considered. Also factored in was diversity engagement amongst managers and diversity among leadership. About ChristianaCare Headquartered in Wilmington, Delaware, ChristianaCare is one of the country’s most dynamic health care organizations, centered on improving health outcomes, making high-quality care more accessible and lowering health care costs. ChristianaCare includes an extensive network of primary care and outpatient services, home health care, urgent care centers, three hospitals (1,299 beds), a freestanding emergency department, a Level I trauma center and a Level III neonatal intensive care unit, a comprehensive stroke center and regional centers of excellence in heart and vascular care, cancer care and women’s health. It also includes the pioneering Gene Editing Institute. ChristianaCare is nationally recognized as a great place to work, rated by Forbes as the 5th best health system to work for in the United States and by IDG Computerworld as one of the nation’s Best Places to Work in IT. ChristianaCare is rated by HealthGrades as one of America’s 50 Best Hospitals and continually ranked among the nation’s best by U.S. News & World Report, Newsweek and other national quality ratings. ChristianaCare is a nonprofit teaching health system with more than 260 residents and fellows. With the unique CareVio™ data-powered care coordination service and a focus on population health and value-based care, ChristianaCare is shaping the future of health care. ####
Spring 2021 begins a season of resiliency. After a long and particularly snowy winter in New York, I look forward to welcoming my favorite cherry blossoms. It’s been a year now since the COVID shutdowns took hold and the pandemic pause has required enormous energy from all of us at Japan Society, from remote work with constant online meetings, to safeguarding our 50-year-old building, to pivoting to online programming and finding new ways to bring in revenue. It’s not really been a “pause” in the traditional sense, it’s been a race for organizational transformation, adaptation to new ways of communicating with our colleagues and our members, and now — a reopening! This spring, we are delighted to celebrate our reopening with When Practice Becomes Form: Carpentry Tools from Japan, a special exhibition that explores the extraordinary, centuries-long tradition of Japanese architecture and woodworking artistry, and features a range of hand tools and models that reflect techniques used for hundreds of years to build and restore Japan’s wooden architectural masterpieces — temples, shrines, and bridges. Philosophy of Japanese woodworking The philosophy that undergirds Japanese woodworking is deeply engrained in Japan Society’s own history. As master woodworker George Nakashima wrote in his book, The Soul of a Tree, “We can walk in step with a tree to release the joy in her grains, to join with her to realize her potentials, to enhance the environments of man.” Fifty years ago, Junzo Yoshimura, the architect of Japan Society’s now-landmarked building, asked that Japanese hinoki cedar be used for the coffered ceilings in the Society’s lobby and selected with his own hands stones to be shipped from Japan for the foyer garden. He also specified furniture to be crafted by Nakashima in his New Hope, Pennsylvania workshop, furniture that has stood the test of time and is still in use today. Precision is a hallmark of the Japanese experience. One of the many ways to view this is through the concept of kodawari — a unique Japanese notion that is difficult to translate — referring to the uncompromising, relentless devotion to one’s art, pursuit, profession, or activity. In a world turned upside down by a pandemic, there has never been a more welcome time to explore this relentless pursuit of precision and quality in one’s work at all levels of kodawari — in the form of Japanese woodworking. Tools of leadership, alliance & innovation The resilient spirit of Japanese craftsmanship resonates, especially in these unusual times. The presence of tools in our galleries and an exploration of their longstanding heritage for a broad audience highlights the persistent strength of U.S.-Japan relations and human ingenuity. As a leader, I take my own inspiration from Nakashima, using the strength of the oak tree in the West and flexibility of bamboo in the East to bring out the strength, resiliency, and innovation of the U.S.-Japan alliance through my own set of tools. These are the tools of leadership, which require the knowledge and precision of a master carpenter, building for the present while planning for the future. As Nakashima writes, “Each cut requires judgments and decisions on what the log should become.” In kigumi — traditional Japanese wooden joinery — each part plays a crucial role since the joints are fitted together without any nails or fasteners. To have structural integrity, the work — whether furniture or architecture — needs to be weight bearing, and with its direct connections, the whole will ultimately be stronger than its separate elements. In an ongoing cycle of repair and renewal, old joints are replaced by new ones, allowing traditional Japanese buildings to stand for hundreds of years. I find a parallel in the U.S.-Japan alliance, where our direct connection is the strength of our relationship — a collective strength where each nation can accomplish more together. Fifty years ago, as Japan Society’s new building was preparing to open to the public, Deputy Executive Director Daniel J. Meloy wrote to George Nakashima: “Your first shipment to us arrived safely today with all pieces in good shape. We have unwrapped them, dusted them, carried them to their respective rooms, and we love them.” This spring, I invite you to visit When Practice Becomes Form, and help us celebrate our reopening. Let’s work together, using the tools of tradition and innovation, to build the next 50 years of our alliance. Given the challenges the world has faced this past year, the U.S.-Japan alliance has never been more necessary — as acknowledged by the fact that the first world leader to visit President Biden’s White House will be Japanese Prime Minister Yoshihide Suga. The personification of the importance of this relationship through this visit, along with the elevation of the “Quad” meeting between the leaders of Australia, India, Japan, and the United States, indicates a new emphasis in American foreign policy. In addition to the geopolitical challenges confronting our nations, Americans have been struggling domestically with the rise in anti-Asian hate crimes and harassment — a powerful reminder of critical battles still to be fought at home. The Japanese American experience, including forced relocation to internment camps during World War II and the 1980s discrimination triggered by economic tensions with Japan, are only two examples of the long history of anti-Asian racism we continue to confront as a country and community. Now, more than ever, we must bring our collective strength to bear to fight hate and bigotry — and build a stronger and more resilient society. Joshua Walker (@drjwalk) is president and CEO of Japan Society. Follow @japansociety. The views expressed in this article are the writer’s own.
Much like the cherry blossoms that are reaching peak in DC and are just starting to bloom here in NYC, U.S.-Japan relations seem set to hit their peak with Prime Minister Yoshihide Suga set to become the first world leader to meet with President Biden at the White House this week. This marks the first time a Japanese leader—or any Asian leader—is the first to meet with a U.S. president, since traditionally this honor has been reserved for a neighboring country like Canada or Mexico, or a European ally such as the UK. What does this mean for geopolitics? How does this shift our relationship with Japan and other allies? What does this mean for the balance of global power in a world of ever-shifting alliances? According to Joshua Walker, President & CEO of Japan Society, this historic visit indicates the following: This visit highlights the shift from a Western Transatlantic to an Eastern Transpacific Asian century, where Japan plays a critical role as a frontline security ally of the United States against China as this competition dominates geopolitics. It emphasizes the importance of democratic allies like Japan, specifically the Quad formation of Australia, India, Japan, and the U.S. as a new multilateral framing of America’s engagement in Asia. Japanese leadership inaugurated this concept in the last decade, which has now been embraced by the Biden administration. Brings into focus the 70 years of security treaty alliance between the United States and Japan, where Biden and Suga have been key players for the last half century—since the opening to China that changed the character of U.S.-Japan relations. Represents a key bilateral opportunity for both new administrations to get to know each other on the world stage in advance of the G7 summit in England this summer, and a time to coordinate strategies between the first and third largest economies, from domestic COVID responses and infrastructure investment to global responses to climate change and authoritarian regimes from North Korea and Myanmar to Iran. As host of the Summer Olympics in Tokyo, Japan elevates global aspirations and hopes for a successful, albeit different, competition of the human spirit that, through its resiliency, can overcome COVID. America represents the largest Olympic delegation and TV market, while Japan is the only Asian country to host two Summer Olympics even as China plans for its own Winter Games in 2022.
Villanova Expert Reflects on Historic Number of Golden Globe-Nominated Female Directors
For the first time in the Golden Globes Awards’ history, three women were nominated for best director. "We went from barely getting one in a category to a majority," said Teresa Boyer, EdD, founding director of Villanova University's Anne Welsh McNulty Institute for Women's Leadership. But why are we seeing this change in narrative in 2021? "One wonders if this is in response to the pushback from so many past years, a growth in dogged pursuit of success of the women in the field or a change in both how we may have viewed movies and television in the past year," said Dr. Boyer. "While likely all of the above, one would think that the way we viewed our screen-based entertainment, with the majority being streaming activities, might have allowed audiences to explore films they would not have been as likely to pursue in the traditional 'group-goes-to-a-theater' method." Not only is there more to watch using streaming services, but online platforms could also allow for more diversity in options. "When we have the opportunity to choose anything we like, without being beholden to others in our social groups, we may find that the directors’ lenses are a better match to those of their audience." Increased options could also help more people see themselves represented on screen. "There is a reason why we say, 'representation matters.' For young women and people of color with an interest in the field, being able to see people who look like them lauded in the most highly prized mainstream award ceremonies sends the message that they too are welcome... and their leadership potential is not limited. It may also open the eyes of their peers and others in the field who previously discounted the value of their work and potential based solely on their perceptions of who should be making films."
As Flexible Voting Options Scrutinized, Expert Says Online Voting Not a Safe Alternative
The popularity of — and controversies surrounding — early voting and mail-in ballots demonstrates a demand for more flexible voting options. But online voting shouldn’t be up for consideration, according to James Hendler, the head of the Institute for Data Exploration and Applications at Rensselaer Polytechnic Institute. Hendler also chairs the U.S. Technology Policy Committee of the Association for Computing Machinery, the world’s largest and oldest society of individuals involved in all aspects of computing. In public statements expressing his own opinion and on behalf of the ACM, Hendler has discussed the vulnerabilities of online voting and the organization’s effort to press against its adoption. Hendler argues that online voting is not, and cannot be made to be, secure against malware and denial of service attacks — and that no app or underlying technology, including blockchain, holds potential to overcome those challenges. "The current state of mobile voting is that we are not ready to deploy it at scale, that it has significant technical and socio-technical aspects, particularly cybersecurity, that we need to worry about, and that there are alternatives,” Hendler said. “The ACM has worked hard as an organization to explain our evidence-based reasoning, and to express the hope that online-voting won’t be used now and in the foreseeable future.” In explaining why online voting is more complicated than online banking, shopping and other common internet activities, Hendler said, “The main reason that online voting is more complex is that it must maintain anonymity, no one is allowed to know how you voted. Securing online voting without providing access to identity is extremely difficult. There are other reasons as well including the staggering cost and the lack of a centralized US authority, but identity management remains the number one.” Under his leadership, the ACM’s U.S. Technology Policy Committee, along with leading organizations and experts in cybersecurity and computing, sent a letter to all governors, secretaries of state and other state election directors urging them not to allow the use of internet or voting app systems. Hendler has extensive experience in policy and advisory positions that consider aspects of artificial intelligence, cybersecurity and internet and web technologies as they impact issues such as online voting and the regulation of social media and powerful technologies including facial recognition and artificial intelligence. In light of ongoing political unrest, Hendler is available to speak to diverse aspects of information technology as related to the election, AI in applications like policing, and the politics related to social media.
COVID-19 has raised the stakes for boards, argues Brunswick’s Paddy McGuinness, former UK Deputy National Security Adviser. We now live with COVID-19. Fewer business leaders are making the mistake of talking about “post-COVID” or “when this is over.” The better of them have factored in COVID-19 related constraints to their medium-term plans and are even thinking about how the world may change in the long-term. They are building capacity to take advantage of an early recovery within months, yet they are modeling and encouraging grit for current and indeed harder conditions to last much longer. In the past, when health emergencies—say the Spanish Flu pandemic of a century ago—subsided, there was a greater return to economic normality than had been expected during the crisis. Extreme events often heighten or even distort our perception of wider risks. That old journalistic cliché “one thing is certain, nothing will be the same again” is rarely true. But the pandemic has created the expectation that businesses will be resilient—that they will be able to respond to an event and recover to the state prior to the event, incorporating the lessons learned into business practice. Many business leaders feel they have not done too badly responding to a once-in-a-hundred-years event. Business Continuity Plans (BCPs), which were understandably sketchy for pandemics, were pulled out of second-line risk management and owned and improved in real-time by executive committees. The transition to remote working and, at least in Asia and some of Europe, the gradual return to offices again, has been managed. Services and even vital production have been maintained. Leaders have absorbed the personal and collective strain of this. Good reason then for some satisfaction as they delegate certain COVID-19 responses and focus on the economic tsunami that follows the pandemic. The public seems to largely agree with business leaders’ assessments. While many national and scientific leaders find themselves beset by “blamestorming,” corporate executives have been given more slack. They weren’t expected to have foreseen a pandemic. Their sometimes scrabbling responses are understood. However, behind this lucky pass lurks an expectation that businesses will now be more prepared for crises and foreseeable risks. Resilience cannot be relegated to BCPs and traditional risk-management structures. It is categorically a board issue—regulators, lawyers, politicians and the public say so. The reputations of individual board members and the collective are at stake. Think how fast leaders have been expected to respond to the issues raised by the Black Lives Matter movement. Alacrity will be required. The speed and scale of decisions in response to the pandemic leaves board committees playing catch up to assure themselves that risks have been managed. The move to working from home has been rapid, so too the digitization of the business. Some see these as new, streamlined ways of working, yet the negative consequences are not yet fully apparent. Working from home, for instance, is attractive to some employees as well as chief financial officers, who may relish the chance to reduce fixed costs. Concerns about the impact on the coherence of the business’s culture, its productivity and innovation, the security of data held at home, hardships for those in difficult home conditions, and, indeed, the needs of the younger demographic who seem to favor a return to the office, need to be given due consideration. It may be a case of “decide in haste, repent at leisure.” Resilience is categorically a board issue—regulators, lawyers, politicians and the public say so. The reputations of individual board members and the collective are at stake. Boards also need assurance that the business has regained its balance and can manage parallel or interrelated crises. In recent weeks we have been helping several clients respond to major cyber events unrelated to the COVID-19 outbreak. They have probably needed more external support than otherwise because their leadership capacity was inevitably denuded by pandemic response. And they have benefitted from us already knowing each other and having experience of how to work together in crisis. After the Great Financial Crash there was a heavy focus on balance-sheet resilience and having the requisite finance skills on boards. Business leaders are now beset by advice on the heightened obligation to be resilient in much a broader sense of the word. Regulators, lawyers and risk consultants are sharing checklists of factors for executive committees to take into account when managing risks and for boards to oversee. The challenge here is defining what changes your specific business needs and how to actually bring those about. Shareholders will be expecting a judicious move away from “just in time” systems to ones that can endure foreseeable risks. This isn’t just about potential legal liability or reputational risk. This is about setting your business culture for success. Undermanage risks and the business is wide open to damage from foreseeable shocks with all the loss of confidence and capability that follows. Overmanage and the business losses its competitive edge just when there is opportunity in the recovery. In order to track broader resilience, boards and their committees will need access to a wider set of skills and insight. Board membership emerges as an obvious area of focus. Yet each board will take more time and belonging to too many—“over boarding”—may well be unacceptable. Risk methodology and information flows will also have to be reviewed, alongside how to strengthen board members’ awareness and skills. Before the pandemic, chairs and CEOs were already wrestling with this for their difficult-to-price risks, such as data, technology risks and cyber. Individual experts on boards created siloed responsibility for what should have been a shared risk. A focus on process and method often led to a focus on the management, rather than genuine oversight of, risks. External advice didn’t always help (as we have learned from the plethora of competing advice around COVID-19). No single intervention will meet the new standard for resilience. Nor will simple prescription. A broader and more articulated approach is required if governance is to maintain stakeholder confidence and corporate reputation.
Resilience in the Face of COVID-19
Brunswick Senior Advisor Paddy McGuinness, former UK Deputy National Security Adviser, on how businesses can chart a course amid the fear and uncertainty. We are all becoming more familiar with this disease than we care to be—and may become yet more so. Still uncertainty remains. It began even with the terminology. Coronavirus is a descriptor, a general term. Under the microscope, the virus has crown-like spikes, hence corona. The common cold and variances of it are coronaviruses. COVID-19 (as in Corona Virus Disease 2019) is the effect that this particular coronavirus has on the human being—that’s the disease the world’s grappling with. That’s the distinction between the two terms. We’ve now spoken to more than 150 clients about their situation. That has given us a broad view of the corporate response across affected geographies from Asia, through the Middle East and Europe to the Americas, a window into how those responses have played out and the challenges continually unfolding. Here’s what we’ve been advising our clients: First, develop a single view that’s grounded in professional, well-sourced information. In government we called this “a commonly recognized information picture.” That view has to be based on the responsible medical experts: the World Health Organization, the Center for Disease Control, Public Health England and similar bodies. You do not get it from the newspapers, from social media, from friends, or even your local medic. You operate on the basis of informed medical and public health advice. The current vocal challenge to that advice in Europe and the US is not reason to depart from it as your foundation for the actions you take. A leadership team needs to develop the discipline to clarify that generic narrative into a specific frame for their business context and then operate within it. It’s dangerous for leaders to start pretending they’re epidemiologists. Have a single view and stick to it. I’ve been on calls with leadership teams where there’s agreement on that view and then someone says, “But I read that the disease ...” Don’t go there. Don’t work on that basis. The uncertainty is difficult enough to deal with. Don’t add to it. You will be focused first on the safety—the human consequences—of your course of action and then on the resilience of your business. That may cause you to anticipate some of the “Non Pharmaceutical Interventions” that government makes. Brunswick has. Having established your position, think through how you’re going to communicate it to employees, customers, and investors. What about your suppliers and regulators? How might you engage with local public health officials and local authorities? Exaggeration and understatement are equally unhelpful. These engagements need to be tailored, yet aligned within your broader narrative. Leaders also need to plan for reasonable worst-case scenarios. Covid-19 has already spread in a way that we hoped wouldn’t happen, and in a way that standard business continuity planning doesn’t cover. Now, many in the workforce have to work from home. Among other considerations, that produces additional cyber and data vulnerability. What if schools close and your employees have children at home they have to look after? What will your IT capabilities be if 20 to 40 percent of your team is incapacitated at any one time during the peak period? Are your HR teams prepared to deal with the most unfortunate case, where employees or their close relatives pass away? In extreme times, it can be tempting to take extreme positions. A lesson of crises is never to enter into something without knowing how you’re going to get out of it, how to reverse it. If companies are going to start shutting down their operations, how are they going to open again? On what justification? Taking fixed positions amid great uncertainty can prove restrictive—or counterproductive—when circumstances change. Resilience is the ability to respond and recover to the state prior to the event, having learned the lessons of the event. Respond and recover—that’s the long-term goal here. Covid-19 will pass. We know from other pandemics that recovery does come. How can you position yourself to take advantage of that recovery, to get back with speed and strength? Because some companies will. Now more than ever senior leaders need to talk about how things will be the other side of the crisis and to describe signs of recovery. This is easiest for enterprises with transnational reach. They recount what is happening in Asia as the disease passes so that European and US stakeholders can see beyond the immediate demands of emergency response. On a personal level, stick close to the medical experts and the people who know what they’re talking about. I may well get Covid-19 here in the United Kingdom. I assume that, like the vast majority of healthy people who get it, I will experience mild to moderate symptoms and recover just fine. If I don’t, I want health services to be available. I want the spread to be managed at sustainable levels, so I am doing what Government asks of me and avoiding all but essential contact with others and unnecessary travel. I expect that more will be asked of me, my family and colleagues before we are through this. I wouldn’t let Covid-19 overwhelm you in your daily life, given what we know. That’s certainly my intention: carry on with as much normality as possible, support others and use the unexpected circumstances to prepare for the recovery phase which will come.
Under Armour’s response to a cyber attack achieved the seemingly impossible: Rather than fueling outrage, it actually drew praise. Brunswick’s Siobhan Gorman reports. In late March last year, Under Armour learned that its MyFitnessPal app, which tracks diet and exercise, had a data breach that affected 150 million users. It’s not uncommon for companies to take several weeks—or even months—to publicly announce a cyber attack of that scale. Under Armour did so in four days. Tokë Vandervoort on What Made The Difference 1. Relationships External relationships are how we found out about the breach, and they’re how we knew which advisers and expertise to bring on board right away. We had those in place and had put a lot of effort into maintaining them and keeping them up to date. Internally, the trust we’d built allowed us to move as quickly as we did. Both paid huge dividends. 2. Preparedness I don’t know anybody whose incident response team meets every other week, but ours does. Sometimes we’re just shooting the breeze, but other times we’re asking: “What’s going on in the business? What are you hearing? What’s happening?” We enjoy a great relationship with the product team, the engineering team, the IT security team, the IT team ... It’s not just sharing information, but also getting to know one another, which ties back to the importance of relationships—knowing what’s going on and who to call. 3. Practice We do a table top every year for a data incident. I’ve heard people say table tops are too expensive—we make up our own. Security and privacy get together and create a two- or three-hour game. One year it’ll be a supply chain issue, another year it’ll be a data event. We invite decision-makers from across the organization so that people then have a sense of what it feels like to make decisions without full information and to have to do so under a lot of pressure. People appreciate not just how hard these decisions are, but they know who the other people are, and the issues that they’re confronted with. The companies that have the most confident response are the ones where everybody knows their roles—not some giant team of people who have never worked together. When you have complete clarity of purpose, focus and leadership, you can get anything done.
Kamala Harris Is First Woman, and Woman of Color, Elected Vice President
History was made on Saturday, November 7, when Kamala Harris was elected vice president of the United States, 100 years after women first won the right to vote. "Although our new president will look like almost all the others we have had in our history, the fact that we will have a woman of color in the second highest position in our executive branch for the first time ever has an importance that cannot be understated," says Teresa Boyer, EdD, director of the Anne Welsh McNulty Institute for Women's Leadership at Villanova University. "When it comes to our highest office, Americans have been famously resistant and behind other countries in selecting a woman for the role. Perhaps having a woman in the vice presidency could shift that barrier that we haven't seemed to get past." Dr. Boyer adds, "We will also have a record number of women in this congressional delegation. Although Democrats have historically sent the most women to Congress, this year, the Republicans are the ones who set a record, with at least 32 women in the House and Senate—two more than their previous record of 20 in 2006. Democrats still have the greater representation of women, though, with at least 102." "Themes of gender and race have been threaded throughout this election, as they underlie many of the crises we are currently facing as a nation. The tight races mixed with progress on women's representation indicate a national culture on the cusp of change—one exploring openness to diverse identities in the role of public leader. Not so much a wave as a slow inching forward—but forward nonetheless." "Many have said Biden will be a transitional president—due to his age, and his role as a party elder—but perhaps he would be better noted as a potentially transformational president, or a conduit to the diverse America reflected in our leadership."
Carter Murray on leadership in today’s world
When I was last in New York I met with my friend Carter Murray, Global Chief Executive Officer of FCB, one of the world’s largest global advertising agency networks. Carter oversees the agency’s 120 offices in 80 countries, so as you can imagine, he has a lot to say about leadership. We talked about cultural intelligence and diversity and what makes successful leaders. I ask him how organisational culture has changed, if he still values the same things, and what sort of leaders he’s looking for now.
