Feb 24, 2021

People Moves North America: Bain, Capgemini, Cisco, HSBC

executivemoves
C-Suite
CEOs
Leadership
Kate Birch
3 min
From cybersecurity to sustainability hires, and from Capgemini to Cisco, here’s Business Chief’s weekly round-up of big executive moves in North America
From cybersecurity to sustainability hires, and from Capgemini to Cisco, here’s Business Chief’s weekly round-up of big executive moves in North Ame...

In a week where Fernando Merce, the CEO of Nestle Waters North America steps down, and Schroders announces a number of senior hires in New York, there have been a handful of key executive appointments and promotions in big business across the US.

While Europe-headquartered Capgemini Group makes a key CFO hire to drive expansion within the US, Sysco announces a digital strategy hire to help accelerate its own business transformation and Bain doubles down on diversity with first-ever CDO hire.

Here is Business Chief’s weekly round-up of the big executive moves in North America. 

Jim Bailey becomes CEO of Capgemini’s Americas Strategic Business Unit

Jim Bailey has made a move from Accenture, where he spent the last three decades, and where he co-founded the Accenture Digital leadership team, to Capgemini Group becoming the company’s CEO of its Americas Strategic Business Unit as well as a Group Executive Board Member. With extensive leadership experience in digital services across a number of industries, and an impressive track record in managing strategic partnerships and large accounts including with Apple, Google, Intel and Microsoft, Bailey will have responsibility at Capgemini for driving “the expansion of our footprint in this very large and critical market for the Group”, says Aiman Ezzat, CEO, Capgemini Group

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Michael Roberts becomes HSBC CEO, US and Americas

President, CEO and Executive Director of HSBC North America Holdings Inc. since 2019, Michael Roberts has further taken on leadership of HSBC’s businesses in the US, Canada and Latin America and has been appointed HSBC CEO, US and Americas. In this new role, Roberts will focus on strengthening flows of business within the Americas region, deepening connectivity across the HSBC network and capturing more revenue opportunities. He will continue with his existing responsibilities as CEO of HSBC Bank USA.

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Anthony Grieco secures top cybersecurity executive role at Cisco

A 20-year Cisco veteran, most recently serving as the tech giant’s Trust Strategy Officer, Anthony Grieco has landed the role of Cisco’s Chief Information Security Officer (CISO). Having already played a central role in the company’s security business, developing and marketing cybersecurity products worldwide, Grieco is perfectly placed to be positioned as the top cybersecurity exec at Cisco as cybersecurity becomes an increasingly key issue worldwide. 

Bain Partner Julie Coffman moves into Chief Diversity Officer role

Following decades driving diversity within Bain, company partner Julie Coffman has been appointed as Bain & Company’s first-ever chief diversity officer. A long-time leader within Bain, having led the formation of the company’s DEI practice, Coffman will lead the charge on Bain’s commitments to racial equity and social justice. With decades of organisational change management expertise, Coffman is a senior executive with “the experience, clarity of purpose and resolve to lead our global change agenda”, states Manny Maceda, Bain’s Worldwide Managing Partner. 

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Tom Peck joins Sysco as Chief Information and Digital Officer
Tom Peck has been snapped up by leading global foodservice distribution firm Sysco to lead the company’s digital transformation. Armed with decades of experience leading enterprise IT strategy, serves, operations, risk and cybersecurity for some of the biggest global firms, including most recently for Ingram Micro Inc., Peck is primed to lead the US$52bn firm’s efforts in accelerating business transformation. 

Serving as Sysco’s Executive VP and Chief Information and Digital Officer (CIDO), Peck will “accelerate our ability to drive profitable sales growth by enabling our strategic transformation through best-in-class customer engagement technologies”, states Kevin Hourican, Sysco’s President and CEO. 

Shelley Norman makes move from AIG to Berkshire Hathaway insurance

Armed with 25 years of insurance leadership experience at AIG, Shelley Norman is making the move to the insurance arm of Warren Buffett’s global insurance and reinsurance firm, Berkshire Hathaway Specialty Insurance (BHSI). As Senior Vice President, Management Liability, Central Region, Chicago-based Norman joins BHSI during an ongoing expansion of the firm’s US executive team. 

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Jun 20, 2021

5 Ways Leaders Can Create a Healthy Workplace Culture

MHW
ONS
BBC
workplaceculture
5 min
As the world embraces Men’s Health Week, five experts advise how leaders can create a healthy workplace culture for employees

This week (14th-20th June 2021) is Men’s Health Week. Physical and mental well-being have been important considerations for leaders over the past year, and it is essential this focus is maintained as we build back for the future. Here we have asked 5 experts for practical tips leaders can implement to create healthy workplace cultures.

 

Know the early signs of burnout 

Recently it was reported by the BBC that burnout for health and social care staff had reached emergency levels. 

Monkey Puzzle Training Co-Founder Karen Meager has studied the burnout recovery process in partnership with Coventry University: “The past year has seen people suffer from job-loss worries, work from home challenges, isolation, and feeling overworked. These are continuing, and all have the potential to contribute towards burnout. Healthcare workers, executives, leaders, managers and small business owners will continue to be the top people to suffer from extreme burnout.”

“At the onset of burnout, people commonly enter a phase of denial. So leaders need to be aware of those who are reluctant to take their time off, are compelled to work all hours, or have changes in their behaviour or mood, as these can all be indications of burnout taking hold. Encouraging them to take a burnout self-test provides a starting point to supporting these employees through recovery, as is role modelling healthy sustainable ways of working.Karen suggests.

 

Encourage professional self-reflection 

Creating an environment that encourages self-reflection is an effective tool for promoting personal development. Journaling may not be something you instantly think of for professional development; however, it is a successful technique for adults to aid mindfulness and productivity. “Journaling is a form of self-expression that can empower you to understand your feelings and ambitions and how to deal with them, therefore promoting positive well-being and a healthy workplace culture,” describes Elisa Nardi, founder of Notebook Mentor

 

Just 15-20 minutes of journaling a day over the course of four months are enough to lessen the impact of physical stressors on your health,” explains Elisa. “It can also inspire creativity, aid your memory, and help set actionable goals. It is an underused tool that can help employees manage tricky workplace situations such as conflict, illness or new leadership roles.

 

Manage your stress and resilience too

As a leader or manager, often, your complete focus is on the business or protecting your team, but you cannot pour from an empty cup. Leaders should also have strategies in place to manage their own stress, so they can sustain high levels of positive energy throughout the day. “Fueled by a burning desire for success, I ignored all the warning signs of exhaustion, which eventually took its toll on me - I literally collapsed from stress, and I didn’t even see it coming.” reflects Sascha Heinemann, an expert in Performance Recovery and Stress Resilience.

 

“When leaders manage their energy, create healthy daily habits, and practice resilience, they are able to perform to their fullest capacity and to provide the best possible support for others.” 

 

“Taking a break every 90 minutes or so helps you to refuel, recharge, and re-energize and ultimately allows you to get more accomplished, in less time, at a higher level of quality, and more sustainably. This role model contributes dramatically to a healthier, more engaged, sustainable, and productive workplace culture," he adds.

 

Instil a sense of purpose for your team

The idea that success equals working 12-15 hour days and giving everything of yourself to your workplace continues to prevail in many organisations. This is not healthy, nor is it productive for anyone involved. “The healthiest and happiest workplace cultures are the ones that are organised around purpose.” describes business and life coach Anand Kulkarni. 

 

“Leaders should be giving meaning to the work they are doing within their business and beyond and sharing this purpose with their staff, rather than focusing on long hours, crippling workloads or someone else’s idea of ‘success’. When people understand why they are doing what they do and how this contributes to something greater, productivity and well-being is increased.” adds Anand. 

 

Promote well-being from the top down

Leaders need to act as role models if well-being is to become embedded at the very core of the organisation. It’s very unlikely that employees will start acting in a new way that puts their own needs first if the leadership team continues to behave in an entirely different manner.

 

‘Many organisations have worked hard in recent months to put new policies in place that better support well-being, promote hybrid working and attempt to set clear boundaries, but many leaders seem to assume that they are exempt from it all, that’s when it all falls over’, explains leadership experts Martin Boroson and Carmel Moore, from The One Moment Company. 

 

A recent ONS report into Homeworking in the UK revealed that people are on average working 6 hours extra per week, and many are working until late in the evening, indicating that the boundaries between work and life are more blurred than ever. 

 

Despite all of these wonderful opportunities for people to self-organise, if the leadership team continues to work in the office Monday to Friday, or are communicating at all hours, then it’s a clear indicator that hybrid working is simply a ‘bolt-on’ tactic rather than an integral part of the company’s approach to promoting the importance of maintaining a healthy work-life balance.’

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