Part Two.

I’m joined by Nellie Wartoft, someone I like to call the chief change officer behind change leaders. Originally from Europe, she’s spent years in Asia—especially Singapore—working across cultures. Now based in the U.S., Nellie is the founder and CEO of Tiger Hall, a tech-driven platform helping organizations navigate change more effectively.

This is part two of a two-part series.

Key Highlights of Our Interview:

Hating SharePoint and Finding a Better Way

“The inefficiency of tools like SharePoint highlighted a fundamental gap: employees struggling to align with HQ’s vision. Miscommunication bred resistance and fatigue, even when both sides had good intentions. The question arose—why can’t change communication be as engaging as social media or Spotify?”

The Universal Human Side of Change

“No matter where you are in the world, the human psyche reacts similarly to change—fear, chaos, uncertainty, and emotion are universal experiences. Change fatigue and resistance aren’t cultural anomalies; they’re deeply human responses shared across geographies.”

The Ego Factor: A Leadership Killer

“High-ego, high-fear leaders stifle transformation. They resist feedback, take criticism personally, and foster a top-down, do-as-I-say culture. Modern transformation demands collaborative leadership that embraces input, fosters trust, and thrives on dialogue—not outdated command-and-control styles.”

“Short-Term Results vs. Long-Term Vision”

“U.S. organizations prioritize quarterly results and trend-driven decisions, like the AI boom. Meanwhile, Asian companies often take a more measured, long-term approach, rooted in heritage and identity. Both approaches have their strengths but lead to vastly different paces of execution.”

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