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In an era of relentless disruption—driven by artificial intelligence, climate transition, shifting demographics, and geopolitical shocks—boards of directors in Africa and other emerging markets face a profound challenge: Are we fit for the future?

Next-generation board composition is not just a governance trend—it’s a strategic necessity. Today’s effective boards are being reimagined to be digital, diverse, and decisive.

1. Digital Fluency Is No Longer Optional

Technology is reshaping every industry. From fintech and e-commerce to AI-enabled operations and cybersecurity threats, digital disruption is already in the boardroom—whether boards are ready or not.

Yet, many African and emerging market boards remain digitally underpowered. Few have directors with firsthand experience in tech-enabled business models, cybersecurity governance, or data strategy.

Boards must proactively recruit digital talent, not just rely on internal CIO briefings. This doesn’t mean every director must be a coder—but boards need members who understand how tech is transforming value chains, customer behavior, and risk exposure.

2. Diversity Unlocks Strategic Perspective

Diversity—across gender, age, professional background, geography, and ethnicity—is no longer about optics. It is about unlocking better decisions and mitigating groupthink. Diverse boards are proven to outperform on innovation, risk management, and stakeholder alignment.

In African markets, where youth populations are dominant and informal sectors thrive, boards must reflect the societies and customer bases they serve.

Ask:

How many board members are under 50?

How many have deep knowledge of local or regional consumer behavior?

Is the board pipeline inclusive and intentional?

Diverse boards are more adaptive, more relevant, and more resilient.

3. Decisiveness in an Age of Volatility

The next-gen board is not only wise—it’s agile. It can make bold decisions amid ambiguity. That means:

Faster responses to crises.

Comfort with scenario planning and uncertainty.

Empowerment of management, balanced with robust challenge.

Traditional board cultures often favor lengthy deliberation and consensus. But in today’s environment, inaction is a decision—and often the wrong one.

Board processes must evolve. Annual reviews are not enough. Real-time dashboards, ad hoc virtual briefings, and rapid convening of risk or strategy committees are now best practice.

Rethinking Board Composition: A Strategic Exercise

Leading organizations are using skills matrices and succession roadmaps to ensure their boards align with future strategy—not past credentials. That includes:

Bringing in directors with cybersecurity, digital transformation, or ESG expertise.

Appointing younger directors or creating advisory boards as digital sounding boards.

Balancing seasoned governance experience with entrepreneurial thinking.

Key Questions for the Boardroom

Does our board reflect the future of our market, workforce, and customers?

Are we equipped to oversee digital disruption and tech risk?

Do we have the diversity of thought needed to innovate and respond to crisis?

Is our board structure agile enough for today’s pace of change?

Conclusion: The Time to Reimagine is Now

Boards that remain traditional in structure, static in membership, and slow in decision-making will find themselves outpaced by more agile competitors. In contrast, next-gen boards—digital, diverse, and decisive—are shaping the future of corporate leadership across Africa and beyond.

The future doesn’t wait. Neither should your board.

The world is in flux. From geopolitical instability and currency shocks to climate disasters, AI-driven disruption, and social unrest, volatility is no longer episodic — it’s structural. For boards of directors in Africa and other emerging markets, this volatile environment presents a pressing challenge: Can we make fast, informed decisions when it matters most?

Decisiveness at the board level has become a strategic differentiator. Companies with agile, responsive boards are not only better at navigating crises — they’re more likely to emerge stronger.

Why Decisiveness Matters More Than Ever

Traditionally, boards have been seen as oversight bodies: deliberate, consensus-driven, and process-focused. While these traits ensure rigor and accountability, they can also slow down action when speed is critical.

In an era where a single tweet, cyberattack, or policy shift can erase billions in value overnight, inaction is no longer a neutral choice — it’s a liability.

Examples of Where Decisiveness Counts

Crisis Response: Boards must quickly authorize emergency funding, operational pivots, or communication strategies.

Strategic Shifts: Entering new markets, divesting underperforming units, or responding to disruptive competitors.

Regulatory & ESG Pressures: Navigating sudden changes in environmental, governance, or human rights expectations.

Talent & Leadership Decisions: Appointing or replacing CEOs, especially during periods of underperformance or scandal.

Barriers to Decisiveness at the Board Level

Several cultural and structural factors can inhibit decisive action:

Overemphasis on Consensus: Waiting for every director to agree can delay urgent decisions.

Limited Information Flow: Boards reliant on outdated or overly filtered data struggle to act fast.

Boardroom Hierarchies: Strong voices can dominate discussions, while newer or diverse members stay silent.

Infrequent Meetings: Traditional quarterly cycles are too slow for today’s crises.

Building a More Decisive Board: Key Practices

1. Adopt Agile Governance Models

Use ad hoc committees, virtual meetings, and fast-track approval processes for high-risk or time-sensitive issues.

2. Empower Subcommittees with Authority

Give finance, audit, or risk committees pre-delegated authority to act quickly within defined parameters.

3. Integrate Scenario Planning into Strategy

Simulate crises and stress-test decisions to build confidence and preparedness before real volatility hits.

4. Use Real-Time Data

Invest in dashboards and briefings that give directors timely insights — not just retrospective reports.

5. Cultivate a Culture of Constructive Dissent

Diverse, independent-minded boards that encourage challenge and debate are more likely to act boldly — and wisely.

The Role of the Chair: Catalyst or Bottleneck?

The board chair plays a pivotal role in shaping the board’s decisiveness. A strong chair:

Knows when to accelerate or slow down decision-making.

Encourages clarity over perfection.

Facilitates rapid consensus when needed, without silencing dissent.

Three Questions Every Board Should Ask Today

When was the last time we made a bold, time-sensitive decision?

Do we have protocols for rapid response in times of crisis?

Are we too focused on process at the expense of impact?

Conclusion: Decide to Lead, or Risk Being Left Behind

In the age of volatility, the most valuable boards are not just wise — they are decisive. They blend judgment with urgency, rigor with speed, and oversight with action. For boards in emerging markets, where uncertainty is often magnified, decisiveness is not just good governance — it’s survival strategy.

When the next shock hits, will your board be ready to lead — or still debating what to do?

Across Nigeria, local governments are being asked to do more — with more control over their budgets, programmes, and direction. Autonomy is no longer theoretical. It’s real. But with it comes a question that many Chairmen are quietly asking:

Do our people have the skills to deliver on our plans?

All over the country, strategies are being written and launched. Yet communities see limited change. The truth is, progress doesn’t depend on documents — it depends on the people who carry them out. And that’s where many councils are struggling.

The Missing Link Is Capacity

What we see again and again — is that the problem isn’t ambition. It’s ability. Execution requires more than good intentions. It requires practical, everyday skills: planning work, managing teams, tracking results, and adjusting as needed.

This is not just a Nigerian reality.

In Ghana, the government launched the District Performance Assessment Tool (DPAT) a performance-linked grant system for district assemblies. Early on, results were mixed. But when the Ministry of Local Government and its partners introduced structured training programmes on budgeting, procurement, and M&E for district officials, performance improved. More districts met their targets and qualified for additional funding.

In Bangladesh, under the Local Governance Support Project, Union Parishads (local councils) were given modest discretionary funds but also trained in participatory planning, financial reporting, and service delivery monitoring. The result? A measurable increase in citizen satisfaction and project completion rates across dozens of rural communities.

In both cases, what changed performance wasn’t just money or mandates. It was skills.

Where the Gaps Show Up

In our work across Nigeria, we’ve observed three consistent skill gaps in local government:

Limited Planning and Execution Ability
Officials often struggle to break plans into tasks, assign roles, and monitor follow-through. Projects drift because no one owns the process.

Weak Data and Tracking Skills
Many councils do not track results consistently. Even where data is collected, it’s rarely analysed or used to guide decisions.

Poor Communication and Collaboration
Silos, poor reporting, and unclear team roles slow things down. Many officers haven’t been trained in the basic soft skills required to work across departments.

How We Support Councils to Build Capability

At H. Pierson, our Learning Schools are built around the real challenges that Nigerian LGAs face. We help councils build skill, not just awareness with practical, hands-on programmes that reflect their level of maturity.

Strategy Execution School

Focused on converting goals into action: planning timelines, assigning tasks, and tracking delivery.

Leadership & Governance School

Equips Chairmen and department heads with tools for aligning teams, reviewing progress, and setting a culture of performance.

Digital Skills School (Tailored for Low-Tech LGAs)

We train officers to use basic digital tools like Excel, WhatsApp, Google Forms, for data capture, reporting, and internal communication. Nothing complex. Just useful. We can also deliver more advanced knowledge depending on the needs of the Local Government Staff.

Soft Skills School (Designed for Practical Application)

We build interpersonal skills like team communication, conflict resolution, accountability, and clear reporting , all essential for daily delivery.

We combine these with action learning and post-training support helping teams apply their new skills on real assignments and measure results over time.

Why This Matters Now

Autonomy only works when backed by capability. If your team doesn’t know how to execute, autonomy won’t lead to impact, only more frustration. But when people are trained and supported, the results speak for themselves: faster projects, better reporting, fewer excuses.

Final Thought

Chairman, your leadership sets the tone but it’s your team that drives the results. When they grow in capability, the council grows in credibility.

And that’s the shift we need: not more plans, but more people who know how to carry them out confidently, competently, and consistently.

In today’s governance environment—marked by increased citizen awareness, digital transparency, and economic uncertainty—trust has become one of the most valuable currencies a public institution can hold. But trust is not simply granted; it is earned, consistently, through the deliberate application of ethical leadership.

Unfortunately, across many tiers of government, ethics often takes a back seat to policy urgency and political expediency. The result is a growing deficit of public confidence, with citizens disengaged, development partners wary, and internal accountability structures weakened. From contract awarding and procurement processes to service delivery and citizen engagement, ethical lapses silently erode the effectiveness of government actions, no matter how well-intended.

To reverse this trend, ethical governance must be more than an aspirational value—it must be a practical, strategic focus embedded into institutional culture. This requires more than just codes of conduct. It demands capacity-building programs that help public servants understand not only what is expected of them, but why integrity-driven leadership is key to sustainable progress. Ethics training must be scenario-based, contextualized, and aligned with the realities of everyday government work.

Moreover, systems must be re-engineered to reinforce ethical choices, from clear escalation mechanisms and whistleblower protections to the automation of sensitive processes that reduce discretionary abuse.

As government leaders face growing pressure to show impact and legitimacy, ethical governance is emerging not just as a compliance issue but as a leadership imperative. When institutions operate transparently and with integrity, public trust follows—and with it, the political and social capital needed to drive meaningful reform.

H. Pierson’s Ethical Governance solutions support government leaders in building cultures that uphold public trust, because leadership without integrity is a risk no nation can afford.

Across Africa—and particularly in Nigeria—the past year has underscored a single, uncomfortable truth: governance without capacity is a broken promise. From the ripple effects of subsidy removal and currency reform, to rising inflation, youth unemployment, and deepening public trust deficits, leaders at all levels are being challenged not only to design better policies—but to deliver them with competence, clarity, and compassion. Add to that the pressures of digital transformation, climate-driven migration, security concerns, and international trade shifts, and it becomes clear: this is a defining moment for the African public sector. But while policy is shaped in documents, impact is shaped in people.

The Silent Challenge: Leadership and Institutional Readiness

Often, the loudest reforms fail not for lack of vision, but due to execution gaps:

-Weak financial controls at the subnational level -Misaligned local development efforts -Ineffective engagement with citizens

-Limited capacity to monitor digital transformation

-Ethical lapses that erode public confidence

In the background of every major reform or geopolitical shift lies a crucial question: are public servants equipped to carry the weight of national change?

The Opportunity: A Different Kind of Investment

Nation-building doesn’t just happen in parliaments—it happens in meeting rooms, classrooms, and council chambers, where government officials make thousands of small decisions that shape lives.

To ensure those decisions reflect vision, resilience, and strategy, there must be ongoing investment in capacity building—not just for technical skills, but for leadership, ethics, digital literacy, public finance, and stakeholder engagement.

This is not about ticking boxes. It’s about building a public sector that can hold the line under pressure, adapt quickly, and lead with credibility.

As Africa stands at the intersection of reform and renaissance, the quality of our governance will determine whether our institutions can deliver stability, inclusion, and sustainable growth.

Capacity must come before complexity.

It’s not only the right thing to do; it may be the most strategic investment of our time. Are you interested in exploring public sector leadership, financial accountability, or governance readiness? Let’s have a conversation.

learningsolutions@hpierson.com

Oct 10 – Canada’s TD Bank (TD.TO), agreed to pay a combined $3 billion in penalties on Thursday as part of a settlement with U.S. authorities over charges it failed to monitor and prevent money laundering.

The issue highlights a recurring challenge in the financial industry. Intermediaries like banks are required to prevent the flow of funds for illicit activities, but in some cases, they have failed to detect crimes because of inadequate compliance systems or huge transaction volumes.

Here is an overview of some of the largest penalties imposed by U.S. regulators to resolve money laundering probes in the last decade:

BINANCE:

Binance chief Changpeng Zhao stepped down in November 2023 and pled guilty to breaking U.S. anti-money laundering laws as part of a $4.3 billion settlement resolving a years-long probe into the world’s largest crypto exchange.

DANSKE BANK (DANSKE.CO)

Denmark’s Danske Bank (DANSKE.CO), opens new tab agreed to pay more than $2 billion in January 2023 to end probes into anti-money laundering failures as part of a guilty plea. The payout was divided between the U.S. government and Danish authorities.

SOCIETE GENERALE (SOGN.PA),

France’s Societe Generale committed to pay $1.4 billion in 2018 to settle investigations into its handling of dollar transactions in violation of U.S. sanctions against Cuba and other countries, and a separate dispute over anti-money laundering regulations.

GOLDMAN SACHS (GS.N)

Goldman Sachs agreed to pay $2.9 billion over its role in Malaysia’s 1MDB corruption scandal in 2020. The settlement with the U.S. Department of Justice and other U.S. and overseas regulators resolved a probe into the role its bankers played in helping steal cash from the Malaysian state fund, which Goldman helped raise.

STANDARD CHARTERED (STAN.L)

Standard Chartered settled on paying $1.1 billion to U.S. and British authorities in 2019 for conducting illegal financial transactions that violated sanctions against Iran and other countries.

The bank also paid U.S. authorities $667 million in 2012 for illegally moving millions of dollars through the U.S. financial system on behalf of customers in Iran, Sudan, Libya and Myanmar.

DEUTSCHE BANK (DBKGn.DE),

Deutsche Bank agreed to pay $630 million in fines to U.S. and UK regulators in 2017, for failing to prevent around $10 billion in suspicious trades being laundered out of Russia.

COMMERZBANK (CBKG.DE),

Commerzbank agreed to pay U.S. authorities $1.45 billion in 2015 to resolve an investigation of its dealings with Iran and other sanctioned countries as well as a separate probe of its money laundering controls.

Source: Reuters.com

It comes with encouraging news and a note of caution: Overall dollar losses are down $9 billion from the previous study year, but two decades of studying identity fraud show that the ups and downs require financial services providers and consumers’ ongoing vigilance to protect personally identifiable information.

The report sponsors share Javelin’s commitment to fraud prevention and education. Sponsors are AARP, Equifax, and FIS at the platinum level; TransUnion at the gold level; and BioCatch at the silver level. Javelin maintains independence in its data collection, analysis, and reporting.

The downward movement of the loss figures is a testament to the relentless efforts of the financial services industry to keep criminals at bay. However, criminals continually adjust their tactics, so much work remains to dramatically reduce the impact of identity fraud across the industry.

“Describing the current state of identity fraud trends as the butterfly effect is fitting,” said John Buzzard, Javelin’s lead fraud and security analyst and the report’s author. “Even minor occurrences can set off a chain reaction that has a significant impact on the daily lives and habits of identity fraud victims who may also be feeling ambivalent in the wake of a handful of recent bank failures such as Silicon Valley Bank.”

Highlights From This Year’s Report:

Total identity fraud losses were $43 billion. That’s down from $52 billion the year before, a decline of 17%.
Identity fraud scams victimized fewer people. Javelin credits this to consumer outreach by financial services and consumer advocacy groups, and stronger fraud prevention tactics at banks and credit unions. The decline in number of victims was 2 million, even as significant challenges persist in the overall battle against identity fraud and scams.
Identity fraud has a disproportionately severe impact on non-white households. Exposure to data breaches affects 27% of Hispanic households and 26% of Black households—a considerable difference from White households—and the gap widens when compared with Asian households. The report describes the heavy toll identity fraud exacts on its victims, explores several contributing factors, and provides recommendations based on these findings.
Significant reduction in new-account fraud. This is an indication that financial service providers are focusing more intently on identity and authentication practices through the use of fraud detection technology.

This year, for the first time, the report gathered victim impact statements, putting a human face to crimes that often shatter confidence, shred credit, and harm long-term financial well-being.

“It’s devastating to read impact statements from identity fraud victims, especially people who say things like, ‘After my identity fraud experience, my accounts were overdrawn, and I couldn’t pay my utility bills or buy food,’” added Buzzard.

This year’s report includes a 20th-anniversary retrospective that illustrates how technical innovations, societal changes, and economic indicators have influenced the past two decades of identity fraud activity and Javelin’s subsequent research.

The Growing Imperative for Robust Compliance

Financial crimes, identity fraud, and money laundering are escalating at an unprecedented rate, threatening the integrity of global financial systems. With over $10 billion in AML-related fines imposed annually and identity fraud losses exceeding $52 billion globally, financial institutions, fintech companies, and corporate entities must adopt stringent compliance frameworks. Regulators worldwide continue to tighten KYC (Know Your Customer) and AML (Anti-Money Laundering) requirements, making governance and risk management an essential board-level priority.

Understanding KYC/AML and Digital Identity Verification

KYC and AML compliance involve rigorous processes to verify customer identities, assess risks, and monitor transactions to prevent financial crimes. Digital identity verification further enhances these efforts by leveraging AI, biometrics, and blockchain technology to authenticate identities in real time, reducing fraud and improving compliance efficiency.

Key Components of Effective KYC/AML Compliance:

Customer Due Diligence (CDD) & Enhanced Due Diligence (EDD): Ensuring thorough vetting of clients to detect suspicious activities.

Transaction Monitoring: Identifying anomalies and red flags that could indicate illicit transactions.

Sanctions & PEP Screening: Screening individuals and entities against regulatory watchlists.

Reporting & Record-Keeping: Ensuring compliance with legal requirements for documentation and reporting.

The Rising Cost of Non-Compliance

Failing to adhere to regulatory mandates has severe consequences, including:

Heavy Financial Penalties: Institutions collectively paid over $5 billion in AML-related fines in 2023 alone.

Reputational Damage: High-profile compliance failures erode stakeholder trust and investor confidence.

Legal & Regulatory Consequences: Non-compliance can lead to business restrictions, loss of licenses, and even criminal prosecution.

How Board Members & Executives Can Strengthen Compliance

Given the increasing regulatory expectations, board members and executives must:

Ensure their organizations implement comprehensive AML policies and risk-based frameworks.

Oversee the adoption of digital identity verification tools to enhance fraud detection.

Stay informed about evolving compliance regulations and emerging risks.

Foster a culture of compliance through continuous training and organizational awareness.

Here are high-impact corporate Learning & Development (L&D) initiatives to consider for 2025:

Digital Transformation

1. AI-powered learning platforms
2. Virtual and augmented reality training
3. Digital literacy programs
4. Data science and analytics training
5. Cybersecurity awareness and training

Soft Skills Development

1. Emotional intelligence and empathy training
2. Leadership development programs
3. Communication and collaboration skills
4. Time management and productivity training
5. Diversity, equity, and inclusion (DEI) workshops

Future-Ready Skills

1. Upskilling and reskilling programs
2. Emerging tech training (e.g., blockchain, cloud computing)
3. Creative problem-solving and design thinking
4. Adaptability and resilience training
5. Entrepreneurial mindset development

Personalized Learning

1. Learning pathways and career development plans
2. Microlearning and bite-sized content
3. Mobile learning and just-in-time training
4. Adaptive learning technologies
5. Social learning platforms

Leadership Development

1. Executive coaching and mentoring
2. Leadership succession planning
3. Strategic thinking and decision-making training
4. Innovation and entrepreneurship programs
5. Diversity and inclusion leadership development

Well-being and Engagement

1. Mental health and wellness programs
2. Employee engagement and motivation strategies
3. Work-life balance and flexibility training
4. Team building and collaboration initiatives
5. Recognition and rewards programs

Measurement and Evaluation

1. Learning analytics and metrics
2. ROI measurement and evaluation
3. Feedback and assessment tools
4. Surveys and pulse checks
5. Learning impact studies

Partnerships and Collaborations

1. Industry partnerships and collaborations
2. Academic partnerships and research
3. Professional association memberships
4. Mentorship programs
5. Community outreach and development initiatives

L & D Strategy

1. Develop a comprehensive L&D strategy
2. Align L&D with business objectives
3. Establish a learning culture
4. Foster a growth mindset
5. Continuously evaluate and improve L&D initiatives

Additional suggestions:

– Conduct a skills gap analysis
– Develop a learning technology roadmap
– Create a learning advisory board
– Implement a knowledge management system
– Foster a culture of continuous learning

Workplace productivity can be greatly influenced by the level of training and development that employees receive. Here are some ways that training and development can impact productivity:

Improves Skills and Knowledge: When employees receive training and development, they acquire new skills and knowledge that can help them perform their jobs more effectively. As they become more skilled, they can work more efficiently and with greater accuracy, leading to increased productivity.

Enhances Motivation: Employees who receive training and development opportunities are more likely to feel valued by their employers, which can increase their motivation to work harder and be more productive. Additionally, employees who are given the opportunity to learn and grow in their jobs are often more engaged and committed to their work.

Increases Confidence: Training and development can increase an employee’s confidence in their abilities, which can lead to a greater sense of empowerment and a willingness to take on new challenges. Confident employees are more likely to take initiative and be proactive, which can lead to increased productivity.

Reduces Errors and Mistakes: When employees receive training and development on best practices and standard operating procedures, they are less likely to make errors and mistakes on the job. This can reduce the need for rework and corrections, leading to increased productivity.

Supports Innovation: Training and development can also foster a culture of innovation within an organization. Employees who are encouraged to think creatively and come up with new ideas are more likely to generate new solutions that can improve efficiency and productivity.

Overall, investing in employee training and development can lead to a more skilled, motivated, and engaged workforce, which can ultimately result in higher productivity levels for an organization.

What’s the Right Workplace?

A decent workplace is one where employees feel respected, supported, and valued, and where they have the resources and tools they need to do their jobs effectively. Here are some signs that you have a decent workplace:

Positive work culture: A decent workplace has a positive work culture where employees feel supported and valued. This can be indicated by open communication, constructive feedback, and a sense of community among colleagues.

Fair compensation and benefits: A decent workplace provides fair compensation and benefits to employees, which can include competitive salaries, health insurance, retirement plans, and other perks.

Opportunities for growth and development: A decent workplace offers opportunities for employees to learn and grow, such as training and development programs, career advancement opportunities, and mentoring.

Work-life balance: A decent workplace recognizes the importance of work-life balance and provides flexibility in terms of work schedules, time off, and other accommodations to help employees balance work and personal responsibilities.

Safe and comfortable work environment: A decent workplace provides a safe and comfortable work environment that is conducive to productivity and well-being. This can include ergonomic workspaces, adequate lighting and ventilation, and a commitment to health and safety protocols.

High employee retention: A decent workplace has high employee retention rates, indicating that employees are satisfied with their jobs and feel motivated to stay with the company over the long term.

In summary, a decent workplace is characterized by a positive work culture, fair compensation and benefits, opportunities for growth and development, work-life balance, a safe and comfortable work environment, and high employee retention rates. By creating a decent workplace, employers can promote productivity, engagement, and well-being among their employees.

How Using Technology Supports Your Workforce

Using technology can provide numerous benefits and support to a workforce. Here are some ways in which technology can support your workforce:

Increased efficiency: Technology can automate and streamline many tasks, freeing up employees to focus on more complex and high-value work. For example, project management software can help employees collaborate on projects, share information, and track progress in real-time.

Improved communication and collaboration: Technology can support better communication and collaboration among team members, regardless of their physical location. Video conferencing tools, collaboration software, and instant messaging platforms can help employees stay connected and work together more effectively.

Enhanced flexibility and remote work: Technology can provide employees with the flexibility to work from anywhere, which can be particularly useful during times of crisis or when there are business disruptions. Cloud-based applications and virtual private networks (VPNs) can allow employees to access work-related data and applications from anywhere.

Access to real-time data: Technology can provide employees with real-time data and insights, allowing them to make better decisions and act more quickly. Business intelligence tools, analytics software, and dashboards can provide employees with access to up-to-date data, which can support better decision-making.

We are all aware of the additional costs involved in getting people back to work and technology can be used very efficiently and cost effectively to support your work force. This can be achieved through basic means, such as email, VC or via an instant messaging app or platform. Some companies may also choose to use project management software which also makes communication more effective.

Improved customer service: Technology can support better customer service by enabling employees to respond to customer inquiries quickly and efficiently. Customer relationship management (CRM) systems, chatbots, and other tools can help employees manage customer interactions more effectively.

Increased job satisfaction: By providing employees with access to the latest technology and tools, employers can improve job satisfaction and engagement. This can lead to increased motivation, productivity, and overall job performance.

So, technology can provide numerous benefits and support to a workforce, including increased efficiency, improved communication and collaboration, enhanced flexibility and remote work, access to real-time data, improved customer service, and increased job satisfaction. By leveraging technology, employers can create a more productive, engaged, and motivated workforce.

Reference: https://www.thehrdirector.com/

Older Posts

Learning /

Next-Gen Board Composition: Digital, Diverse, and Decisive

Board of Directors’ Decisiveness in an Age of Volatility

The Skills Gap Behind Strategy Failure and How to Close It

Ethical Governance in Action: Restoring Trust in Public Institutions

Navigating Governance in Turbulent Times: Why Capacity Must Lead Policy