“I believe the big change is that people goals are viewed as strategic goals, not enabling goals. And they are shared across the Operating Committee. If a CEO does not have that lens, I believe that the board needs to engage. People are a strategic imperative.”

"How we apply data and technology is increasingly more critical to ensure a scientific and evidencebased profession. We need to move from a world of experience to one of science, analytics and judgement.”

"At Schindler, people really want to have their voice; they want to see that something happens as a result. That’s one of the main drivers of the success of our survey."

"For the first time in 2018, we’ve seen the answers to the survey questions really give a clear indication that a commitment to high performance was beginning to enter the DNA of the organization."

“We’re only going to get things done if we have the right people, the right talent in the right functions with the right goals. That to me is the role of HR, to ensure that we have the right people strategy in order to inform the business strategy."

"We have different organizational models in our company. We still have a command and control/process controlled organization; on the other hand, we have a new part where we work to think through the disruptive challenges. It’s here where we use agile methods and self-organized teams. We call it ambidextrous; we …

"Allow your organization to adapt and grow, and have a risk mentality. I’m a believer that if you’re not willing to bet your job every couple of years, you’re not fit to be a CHRO.”

"Agility can seem difficult when you are part of a large, mature company; people often think that this way of working could only exist in start-ups. Our role is to make it safe for people to operate in an agile manner by getting comfortable trying little things, failing small and …

"There are two main mindsets that are critical for the CHRO: agility and courage. Agility - because that’s what’s needed when you are at the table with business leaders and have to understand the business demands and how we continue to evolve what we’re doing. Courage - because it’s not …

"My operating mantra was the question: Do we have the organizational capability to run and grow the business. To distinguish run and grow, run is all about efficiently executing today’s operations, and grow is about understanding the paths to profitable revenue growth and having the organization prepared to deliver on …

“We hear a lot about digital transformation and how it’s changing how work gets done and how companies drive competitive advantage. Previously, the notion of digital was more focused around tech companies, and it’s now become a mandate of companies from all different industries. We’re seeing growth of software engineers …

"Digital disruption, transformation and success in the digital world will center around one thing - and that’s people.”

"We have this notion of people operating at the top of their licenses. When you spend time doing things that only you can do, that makes the most of your experience/training/skill set/competencies; that creates value for our employees, our customers and our brand.”

"You have to digitize transactional work, like you do for customers. You have to look at all high-touch, highly administrative work, and figure out how you will automate it. That’s a big part of the agenda moving forward.”

“We are going to have to invest in our next generation of leaders. I now factor into my business that I’m going to have to train people forever.”