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Bill Gates recently sounded the alarm: with massive cuts to foreign aid, global child mortality is set to risefor the first time in decades. Since the Trump era, more than 80% of USAID contracts have been slashed, and the shortfall is being felt across the worlds most vulnerable communities. As a result, there is an urgent need to address how global issues are tackled, making the private philanthropic sector more important than ever. Its tempting to assume that philanthropy should simply step in and focus on filling the gap. But that in my view would be a mistake, and a missed opportunity. Philanthropy, at its best, isnt built to replace government-scale aid. Its real potential lies in its agency to take a longer term view and absorb risk needed to tackle the seemingly intractable issues we face. And in this moment of global disruption, thats needed more than ever. There is a real danger that the primary focus of philanthropic funding pivots towards being a backstop for foreign aid. My fear is that this new role detracts from the real power of philanthropy, which lies in its ability to tackle systemic issues by funding the radical innovation needed to deliver more equitable futures. A moment for philanthropy to embrace breakthroughs Philanthropy is at a crossroads. Traditional models of giving are no longer sufficient to address the complex global challenges we face and the uncertain times we live in. At the same time, too few philanthropists understand their potential in helping tackle them. Let me be clear: I am not criticizing philanthropys storied history. Philanthropists should be proud to be part of a tradition that has had many successes since the Industrial Revolution. Private donors have helped to fund important social advancesfrom the near-eradication of polio to womens liberation and equal marriage. Now, as we face rising uncertainty, is the moment for philanthropy to step up and embrace its true superpower: the ability to embrace risk to make breakthroughs. The ability to commit beyond just signing checks. A commitment that also requires time, perseverance, and expertise. A time for a new mindset In 1962, President John F. Kennedy called upon his fellow countrymen to put a man on the moon by the end of that decade. As I look at the challenges we face globally, the solutions look just as far away from our reach as the moon did to Kennedy. Today, I do not believe that voters and taxpayers would be as accepting of such a bold and audacious goal. At the same time many global corporations, some with more capital than nation states, recognize their potential to contribute to tackling the worlds greatest challenges. They are stepping up, making huge risky investments in potentially profitable, transformative ideas. But their obligation to deliver shareholder returns leaves little room to deliver the high-risk, transformative work where its desperately needed. We need to change our thinking about who delivers that change and how its done. Systems change philanthropy can play that role, but only if philanthropists with the passion, resilience, and risk appetite are encouraged to use their capital for transformative impact. It is this superpower that will enable philanthropy to privatize and absorb the cost of failures, but also socialize its success for the good of all. A partnership, not a substitution Philanthropy has the power to change the tide and create the conditions for larger institutions to act. They dont replace those institutions; they inspire, enable, and de-risk their intervention; it is philanthropists strategic collaboration with partners, experts, and convening institutions that can ensure targeted and effective action. My work has focused on tackling the issue of uncorrected poor vision, which affects 2.2 billion people globallya mission that has been at the heart of my philanthropy for the last two decades. For the first decade, my focus was on delivering universal vision correction to the nation of Rwanda. While we achieved our goal, after a long-term effort by a team that included a funder, many partners, and all kinds of experts, correcting poor vision remained a low-priority health issue on the global agenda. This resulted in transforming one countrys healthcare system. But change cant happen one country at a time. Without institutional support, I quickly realized that philanthropy would not make enough of a dent in solving the global poor vision challenge. It misses the point of what each does best. Its about the legitimacy, scale, and convening power that governments possess. When a government or international organization commits to a cause, it signals to the world that this issue matters at the highest levels of policy and diplomacy. Our global vision campaign, Clearly, was born out of this realization. And it was the inflection point achieved by lobbying the UN to shift its thinking, from vision correction being a low priority health silo issue to being recognized as a high-priority development issue, that led to a resolution committing every country to “eyecare for all” by 2030. By taking the risk to reframe vision correction, it created the evidence base and political momentum that governments needed to act. This is the model for philanthropys future: creating breakthroughs that make government intervention more effective. Philanthropy cannot be a stopgapbut it can kick-start a revolution to address the worlds biggest challenges.
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E-Commerce
Few traits are more celebrated than self-awareness, broadly defined as the ability to know or understand yourself. And yet, self-awareness is surprisingly rare. Perhaps this is why we worship and cherish it so much, precisely because it doesnt exist in abundance. Like punctual trains or humble leaders, its absence only seems to increase our collective obsession with it. In fact, evolutionary psychologists have a persuasive explanation: there are clear survival advantages to not knowing yourself, especially your limitations (or as corporate HR calls them, development opportunities). After all, if you truly knew how incompetent you were, you might never leave your bed, let alone apply for that senior leadership role. Consider this: if you are unaware of your shortcomings, you will convince others (and sometimes yourself) that you are better than you really are. Robert Trivers, in The Folly of Fools, showed how self-deception can be a social weapon: delusions of grandeur are not just self-fulfilling, they are contagious. Striking a balance Imagine Donald Trump interviewing for a job in a parallel universe where reality mattered. In a rational world, interviewers would calmly examine whether his self-belief is grounded in facts or fantasy. But in our actual world, we cant even agree whether hes a genius or a fraud: a branding visionary or a human Twitter thread. Similarly, a lack of awareness about actual risks can make you seem invincible. When you confidently stroll into a crisis like a contestant on The Apprentice saying failure was not an option, people might just believe you. We mistake certainty for competence all the time, which is why some tech founders get billions for half-built prototypes, while self-aware geniuses write brilliant Medium posts that no one reads. So yes, you can be too self-aware. Theres a fine line between humility and shooting yourself in the foot with a spreadsheet of your flaws. Worse still, in a world where everyone exaggerates their strengths, honesty gets mistaken for incompetence. Just like in a CV, even if you’re meticulously truthful, employers assume you’re inflating your achievements like everyone else. So when you list “basic Excel” under skills, they read “struggles with double-clicking.” Ironically, that means the only way to be taken seriously is to overstate, or risk being underestimated by default. So how do you strike the balance? The secret lies in cultivating internal self-awareness (a sober and honest assessment of your strengths and weaknesses) while externally projecting just enough confident swagger to not seem like you’re narrating your own therapy session. Think of it as executive peacocking with emotional intelligence. It is better to be internally insecure and externally overconfident, than vice-versa. That said, because others are only able to judge your behavior, what matters is the image you project, irrespective of whether it is authentic or not, a sincere reflection of your self-concept or not, and based on your actual self-awareness or not. To be sure, there are more opportunities to succeed when you show overconfidence than self-awareness in real-life interactions. Some examples? Job interviews: The self-aware candidate says, Im still learning how to delegate. The blissfully deluded one says, Im a natural leaderpeople just follow me. Guess who gets hired? Team meetings: The self-aware person says, Im not sure I have the answer. The oblivious one says, Lets pivot and disrupt the value chain. Guess who ends up presenting to the board? (Sad, yes, but true). LinkedIn bios: The self-aware write curious, collaborative learner. The deluded write visionary thought leader, growth hacker, empathy-driven unicorn wrangler. Guess who gets invited to speak at Davos? There seems to be no limits to the grandiosity of absurd titles people pick to describe their skills and roles on social media: Digital Overlord, Creator of Happiness, Change Magician, and Accounting Ninja. Ridiculous, yes, but if you go with the modest, accurate versions, namely IT Manager, Customer Service Representative, Organizational Change Consultant, and Financial Analyst, no one will care, remember, or be remotely impressed. Youll vanish into the LinkedIn void, right between results-oriented team player and passionate about stakeholder alignment. Can you fake confidence without deceiving yourself? Absolutely. In other words, you dont have to fool yourself to fool others. Thats the magic trick (and downfall) of the modern workplace. Ultimately, true self-awareness isnt about navel-gazing or confessionals. Its about calibrating your self-image with feedback, especially from people who arent your mum, your dog, or your Instagram followers. Its learning to see yourself as others see you, and then using that insight to pretend youre just a little better than you actually are. And if that sounds manipulative? Congratulations. You’re self-aware. Authenticity as performance In my forthcoming book Dont Be Yourself, I argue that success depends less on being authentic than on knowing which version of yourself to perform when the spotlights on. Of course, not everyone wants to perform. We live in a culture that fetishizes authenticity, as if our raw, unedited selves are always lovable, competent, and fit for public consumption. But the truth is that authenticity is a performance, too. Its just one thats more likely to make others uncomfortable, especially in professional settings. Imagine walking into a boardroom and sharing your unfiltered feelings about imposter syndrome, your recent therapy breakthrough, or your deep existential dread about the company’s mission. Thats honest. Thats authentic. Thats also a good way to get sidelined, labeled not a team player, or, worse of all, not executive material. Meanwhile, the person who polished their self-narrative, rehearsed their strategic humility, and remembered to nod empathetically at the right moments will likely be promoted. Why? Because they played the partand in most high-stakes contexts, playing the part matters more than being the part. Impression management This is not cynicism. This is the reality of impression management, which is not only a survival skill but a professional superpower. In line, meta-analytic research suggests that emotional intelligence is basically impression management or faking good! Your career is less about who you are and more about how convincingly you can simulate the traits others value. Charisma, gravitas, confidence, these are often more influential than competence. Especially if youre a man. Or tall. Or attractive. Or all of the above. It isnt fair, or rational, or beneficial to the world . . . but it is what it is. The good news? You can learn this. You can learn to observe how youre seen, to script your strengths, to soft-focus your weaknesses, and to curate the version of you that fits the room you’re in. This isnt selling out. This is growing up. Its understanding that success is not about being true to yourself, but about being true to your potentialand potential, like beauty, is always in the eye of the beholder. So yes, be self-aware. But not so self-aware that you become a philosopher when the job calls for a salesperson, an HR business partner, or a procurement officer. Learn which parts of you to mute, which ones to dial up, and which ones to save for your therapist. That, ironically, is the most authentic thing you can do. After all, the workplace isnt a confessional. Its a stage. As the great Erving Goffman noted, We are all just actors trying to control and manage our public image. We act based on how others might see us.
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E-Commerce
While some companies quietly scale back their Diversity, Equity, and Inclusion programs under the weight of shifting political tides or economic pressure, others are moving in the opposite directioninvesting more, not less. In todays volatile climate, doubling down on DEI isnt just a values-driven decision; its a strategic one. In this article, leaders weigh in on why meaningful DEI efforts remain essentialnot optionalfor building resilient, future-ready workplaces. Diversity Drives Innovation and Competitive Edge Something is brewing in corporate America, and it’s more complex than most leaders realize. Take Target; it’s a perfect case study of what happens when anti-DEI strategies go awry. Their recent struggles aren’t just about merchandise; they’re about fundamental misunderstandings of workplace dynamics. But here’s the twist: diversity isn’t a cost. It’s an investment. Companies like Delta and Costco understand this. They’re not just checking boxes; they’re building ecosystems where different perspectives create competitive edges. Shareholders are noticing, too. Look at Apple, Levi’s, and Disney, where investors are actively voting against anti-DEI proposals. That’s not activism. That’s smart business strategy. The numbers tell a compelling story. Gallup research shows engagement isn’t about perks or salaries. It’s about belonging. When employees feel truly seen, they don’t just work; they innovate. They transform. In today’s talent landscape, diversity isn’t optional. It’s survival. The talent shortage isn’t coming; it’s here. What will happen to companies that can’t attract diverse talent? They’ll become footnotes in business history. This situation isn’t theoretical. This is happening right now. Shareholders understand what many executives still don’t: Inclusion drives performance. It creates resilience. It generates value that goes far beyond quarterly reports. The future doesn’t belong to the most traditional companies. It belongs to those brave enough to reimagine what talent, teamwork, and success really look like. Vivian Acquah CDE, Certified Diversity Executive, Amplify DEI Showcase MultiLingual Staff for Inclusive Service As the CEO of an award-winning, woman-owned legal practice, I stand proud in advocating for the prioritization of diversity, equity, and inclusion in every facet of business operations. These principles are not mere buzzwords; they are the bedrock upon which successful and sustainable organizations are built. A beneficial and diverse initiative that we wholeheartedly encourage other business owners to adopt is the strategic showcasing of Spanish-speaking staff to effectively and efficiently serve the Spanish-speaking community. By doing so, businesses signal a profound commitment to being inclusive and proactively addressing the burgeoning demand for tailored services within this increasingly significant demographic. The demographic landscape of the United States is undergoing a profound transformation. With the U.S. Hispanic population approaching 19% and projections indicating continued growth, the imperative for bilingual professionals has transcended mere desirability and become an absolute strategic necessity. Ensuring that Spanish-speaking clients can engage with legal experts in their native language fosters an environment of trust and comfort, particularly crucial during the inherently stressful circumstances often associated with legal matters. By resolutely enforcing, implementing, and actively employing Spanish-speaking staff, businesses can dismantle this formidable barrier, effectively guaranteeing equal access, diversity, and genuine inclusion for all clients seeking quality legal representation. This initiative is not simply a reactive measure; it represents a steadfast reaffirmation of a long-standing commitment to the foundational principles of diversity and inclusion. This intentional expansion of linguistic capabilities allows for the delivery of specialized and culturally sensitive services to the Hispanic community across a wide array of critical legal domains, including immigration law, family law, personal injury cases, and corporate matters. A nuanced understanding of the rich cultural context that informs the experiences of Spanish-speaking clients profoundly enhances an organization’s ability to craft and execute tailored legal strategies that are both effective and empathetic. This, we believe, should be a fundamental, nonnegotiable aspect of business standards for any company genuinely committed to serving its community. Gohar Abelian, Attorney/CEO, Abelian Law Firm Diverse Leadership Improves Decision-Making and Resilience We are witnessing an imperceptible unraveling in the upper ranks of corporate America. The once forceful push for boardroom and executive diversity is no longer gaining ground. According to recent reporting from Axios, the number of women, LGBTQ+ individuals, and professionals of color being considered for top leadership roles is declining, even as companies continue to issue the same polished statements about their commitment to diversity, equity, and inclusion. Public promises remain unchanged, yet private priorities are quietly shifting. Scaling back on making employees and clients feel included and like they belong is a reputational risk that people-centered leaders should not gamble to take. Diversity brings different perspectives that improve decision-making, uncover risks, and identify opportunities others may miss. In today’s chaotic environment, companies need leaders who understand a range of communities, experiences, and markets. A diversified inclusion strategy from the top down changes how decisions get made. It introduces resistance to groupthink and insists on better questions; questions that challenge assumptions, dissect risks, and pressure-test solutions. Homogeneous leadership and boards tend to reward alignment and cohesion, but they often miss what they aren’t trained to see. Diverse teams bring lived experiences and mental models that don’t sit neatly within the norm. This makes organizations more capable of handling ambiguity and leading through uncertainty while continuing to maintain engagement and loyalty from their customers and clients. Dr. Erkeda DeRouen, CEO, Digital Risk Compliance Solutions LLC DEI Strengthens Risk Resilience and Brand Trust One compelling reason to double down on DEI today is risk resilience. In a climate where reputational, legal, and social expectations are shifting rapidly, organizations that treat DEI as peripheralnot foundationalare exposing themselves to unnecessary risk. I’ve observed this firsthand: when DEI is deprioritized, it doesn’t just impact morale. It affects how your brand is perceived, how talent evaluates your leadership, and how vulnerable you become to legal scrutiny. Regulatory bodies, courts, and advocacy groups are not stepping back. In fact, they’re increasingly scrutinizing performative or regressive corporte behavior, especially when tied to equity, governance, or social responsibility. The most forward-looking companies I’ve worked with don’t see DEI as just a hiring metric. They treat it as part of their core governance model, risk framework, and leadership accountability system. That mindset doesn’t just protect brand trustit builds it. In today’s climate, doubling down on DEI isn’t just relevant. It’s risk-smart, strategy-smart, and essential to building resilient organizations people actually believe in. Michael Ferrara, Information Technology Specialist, Conceptual Technology Attract Overlooked Talent by Doubling Down We’ve always talked about Balance and Belonging instead of DEI, but it’s the same work with different words. Doubling down on these efforts, especially in this climate, is business-critical. I used to work at companies that looked diverse on paper but were completely homogeneous in thinking. They had the same backgrounds, approaches, and blind spots. We’d sit in meetings congratulating ourselves on our “great culture” while making decisions that only worked for people exactly like us. I cringe thinking back. The compelling reason to double down is that your competition for talent just got easier. While other companies are scaling back or getting spooked by political rhetoric, there’s a massive opportunity to attract incredible people who’ve been overlooked or undervalued elsewhere. Historically, we’ve hired some of our best team members from companies that retreated from these commitments or had toxic cultures. We also know that statistically, diverse teams make better decisions. When you have people who approach problems differently, who’ve had different life experiences, who process information in different ways, you catch mistakes before they become expensive. You spot opportunities others miss. You build products that work for more people. I think about all the AI tools clearly not designed by diverse teams that don’t work, like those automatic soap dispensers that only recognize light skin. That’s what happens when you don’t have diversity in your engineering team. The companies that are doubling down aren’t doing it because it’s trendy. They’re doing it because they’ve seen the results. Different perspectives lead to better outcomes, period. Call it DEI, call it Balance and Belonging, call it whatever makes you comfortable. Just make sure your team actually reflects the world around you. If you don’t, your competitors will. (Although, really, you should do it because it’s the right thing to do.) Amy Spurling, CEO/Founder, Compt Diverse Teams Fuel Innovation I view diversity, equity, and inclusion not as a moral add-on, but as an operational imperativeespecially in today’s climate. The most compelling reason to double down on DEI is that it directly fuels innovation and resilience, both of which are critical in our industry’s race toward digital transformation and personalized care. In healthcare IT, we develop systems meant to serve highly diverse populations. If the people building those tools don’t reflect the lived experiences of those they’re meant for, we risk reinforcing biases, excluding voices, or worsecausing harm. I’ve seen firsthand how teams with diverse perspectives produce smarter algorithms, more culturally competent patient engagement strategies, and stronger problem-solving under pressure. Embedding DEI in hiring and team structuring led to better accessibility design in one of our telehealth platforms, helping reach non-English-speaking and rural patients with higher engagement and lower attrition. Pulling back DEI now, especially when technology is evolving so rapidly, would be a step backward. The organizations that will thrive are those that make DEI intrinsic, not optional, to how they operate, build, and serve. In a world where trust, reach, and relevance are everything, inclusion is the only sustainable strategy. Riken Shah, Founder & CEO, OSP Labs DEI Builds Inclusive Cultures for Long-Term Success Organizations cannot afford to ignore the realities of a rapidly diversifying workforce and consumer base. The demographic makeup of the United States is shifting, and with that comes a growing expectation for workplaces to reflect the values, identities, and lived experiences of the people they employ and serve. DEI is not a side initiativeit is a business imperative. What many companies fail to realize is that the rollback of DEI does not exist in a vacuum. It sends a clear message about whose voices are valued, whose identities are protected, and whose growth is prioritized. And in a labor market where talent is more discerning than ever, that message matters. Younger generations (Gen Z in particular) are actively seeking out companies that align with their social values. They are paying attention not just to what companies say, but to what they do. DEI done well is not performative. It is not about corporate virtue-signaling. It is about building systems that mitigate bias, foster belonging, and ensure everyone has a fair shot at success. That is good for morale, innovation, retention, and reputation. It is also just the right thing to do. Choosing to double down on DEI is a choice to lead with integrity, to invest in long-term sustainability, and to recognize that inclusive cultures do not emerge by accidentthey are built with intention. Daniel Oppong, Founder & Lead Consultant, The Courage Collective Neurodiversity Shapes the Future Workforce Landscape Diversity is a fact, whether organizations (or the government) choose to acknowledge, embrace, and leverage its advantages or not. I’ll use as an example the aspect I focus on in my workneurodiversity, or variations in the way our brains and nervous systems are wired and function. 53% of Gen Z identify as neurodivergent. 62% of millennials identify as neurodivergent. Experts predict this could reach 70% or higher with Gen Alpha. By 2030five years from nowthese three generations are projected to make up 7580% of the workforce. They tend to be much less hesitant to ask for what they want and need than many of their older colleagues. Companies that don’t make an effort to cultivate a neuroinclusive environment will soon find themselves unable to attract some of the best and brightest talent, who will actively search out more welcoming and flexible workplaces. Successful organizations understand that policies, approaches, and systems that benefit neurodivergent employees actually benefit everyone. Given all the research and data on diverse teams generally outperfrming homogeneous teams in innovation, productivity, and effective problem-solving and decision-making, doubling down on DEI clearly benefits everyone as well. Rachel Radway, Executive & leadership coach, facilitator, speaker, author, RER Coaching
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E-Commerce
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