Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I describe corporate restructuring as the equivalent of open-heart surgery for a business — high stakes, precise and unforgiving. The first principle I stress is simple: structure must always follow strategy, never individual egos or internal politics.

I explain why restructuring must be decisive and swift. Once the strategic direction is clear, design should be tightly held, execution rapid, and new roles assigned immediate performance targets. Prolonged transitions only create anxiety and resistance.

I also caution that restructuring without layoffs is very different from restructuring with job cuts — the latter requires a far more sensitive and deliberate approach.

Ultimately, restructuring is not about moving boxes on an organisation chart. It is about realigning the business to its strategy to ensure long-term survival and competitiveness.

Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I speak about how organisational structure can quietly become an obstacle to performance. I often describe it as “structure and musical chairs” — where roles are designed around personalities and egos rather than business strategy. Structure must always reflect strategy, never accommodate individuals.

I also discuss span of control. In my experience, a CEO should ideally have 8 to 10 direct reports. Beyond that, decision-making slows and the CEO becomes a bottleneck.

I emphasise giving strategic business units real authority and caution against overly complex matrix reporting structures that create confusion. Stability in structure builds clarity and accountability. If an organisation is constantly restructuring, it is often a symptom of deeper strategic uncertainty — not a solution in itself.

Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I share five critical pillars that I believe every CEO must personally lead when shaping their organisation’s people strategy. First, I discuss why organisational structure must be designed around business strategy, not individual personalities. Second, I explain how compensation frameworks should reward strategic performance through meaningful variable pay. Third, I introduce what I call the “hit by the bus list” ensuring immediate successors are ready for every critical leadership role. I also speak about culture, not as a set of values on paper, but as behaviour demonstrated daily by leadership. Finally, I emphasise the importance of direct, unfiltered communication with employees through forums such as monthly town halls, which I see as essential to building trust and alignment. These five pillars are, in my view, fundamental to building a resilient, high-performing organisation.

Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I speak candidly about the challenge of work–life balance for senior executives. Over the years, I have seen many leaders express regret about not spending enough time with their families. Success at work should not come at the cost of personal fulfilment.

I share practical disciplines I believe in — working smart by prioritising what truly matters, delegating effectively, and limiting distractions such as unnecessary emails. Leaders must make conscious choices: get home on time, protect weekends, and take full holiday entitlement. For those who travel frequently, plan schedules to maximise family time and disconnect when you can.

Most importantly, do not let devices control your life. Leadership is not only about serving shareholders — it is also about honouring the moments that truly matter.

Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I outline the critical HR priorities that I believe every CEO must personally lead. First, organisational structure must be aligned to strategy — it cannot be delegated blindly to HR. Structure is a strategic decision.

On compensation, I emphasise the growing importance of performance-linked variable pay to meet market realities. I also discuss succession planning through what I call the “hit-by-the-bus list,” ensuring immediate backups for every critical role.

Culture, in my view, is not defined by posters but by behaviour at the top. CEOs must model and reward what they expect. Finally, I highlight the importance of direct communication — particularly regular town halls — to build trust, alignment and leadership credibility across the organisation.

Sanjiv Anand, Chairman, Cedar Management Consulting International

In this episode, I speak about the evolving role of Boards of Directors in human capital management. In my view, boards can no longer remain distant from people strategy. Their most critical decision is the selection of the CEO — and that choice must reflect the organisation’s immediate need, whether transformation, stabilisation or growth.

I also caution against allowing incoming CEOs to bring an entire “mafia” of loyalists, as this can destabilise culture and dilute institutional continuity. Compensation structures, including meaningful variable pay and ESOPs, must be designed to drive strategic performance, not entitlement.

Ultimately, culture begins at the board level. As organisations across Asia and the Middle East mature, boards will play an increasingly active role in HR governance and long-term leadership alignment.

Human capital is critical to business success, yet many Middle East organizations historically underinvested in HR due to reliance on transient expatriate labor and a focus on basic personnel administration. This has led to weak people development, low motivation and high attrition. As governments push nationalization and businesses recognize HR’s impact on performance, attention to structured HR practices is increasing. Key regional challenges include unclear organisation and grading structures, poorly defined job roles and performance measures, absence of HR policies, inequitable compensation systems and weak HR processes. Addressing these requires clear organization design, transparent job descriptions with performance-linked rewards, simple and well-communicated HR policies, and systematic HR processes covering manpower planning, recruitment, induction, performance management, training, succession planning, employee engagement and exit management. Shifting the mindset from viewing HR as a cost to seeing it as a strategic investment can improve productivity, retention and long-term business results.

The COVID-19 crisis has forced organizations to rethink talent decisions, highlighting a critical question: what if employees stay but are not upskilled? Survival in a disrupted world depends on employees’ ability to adapt, making competency development essential rather than optional. Many organizations focus on outcomes instead of the foundational behaviors that drive them.

A Competency Assessment Framework helps define, measure and develop the behaviours required for success across roles and levels, guiding recruitment, promotion and learning. Cedar’s framework groups competencies into Strategic, Operational and Organizational clusters, each measured on proficiency scales tailored to management levels.

Post-pandemic priorities include adaptability, critical thinking, data-driven decision making, virtual leadership, digital skills and empathy. Operational excellence must align with evolving business models, while organizational competencies such as collaboration and change management remain vital. Ultimately, adaptability and resilience—built through deliberate competency development—will determine whether organizations survive and thrive or risk extinction.

Sanjiv Anand, Chairman, Cedar Management Consulting International

Successful bank mergers depend heavily on effective integration, with Human Capital Strategy providing a critical competitive advantage. Acquisitions often trigger anxiety, talent loss, productivity decline and cultural disruption. To mitigate these risks, banks must adopt a structured approach addressing people, leadership, culture and organization design.

Drawing on regional acquisition experience, the “Human Capital Octagon” outlines eight dimensions for success: organisation architecture with clear roles; retention of high-potential talent; integration of cultures rather than replacement; formation of a strong transformation leadership team; transparent and targeted communication; a well-managed “Day One” experience; disciplined project management via a PMO; and alignment of people initiatives with operational and system integration.

Together, these dimensions help manage uncertainty, retain critical talent, sustain morale and productivity, and create a unified “One Company, One Vision.” A disciplined, people-centric integration approach ensures long-term value creation and enhances shareholder returns in bank mergers.

Organizations are increasingly using Employee Stock Option Plans (ESOPs) to retain talent, reward performance, and align employee interests with long-term business success, especially in services-driven and GCC markets. ESOPs offer employees the right to buy shares at a predetermined price, motivating loyalty and performance without immediate cash outflows. A successful ESOP requires clear objectives—typically retention and performance—along with careful design of eligibility, grant size, vesting schedules, pricing, and administration.

Key design considerations include targeting critical and high-performing roles, balancing vesting to avoid early exits or weak retention, limiting equity dilution (often up to 10%), and setting reasonable discounts to protect profitability. Effective governance, transparent communication, and periodic measurement of impact on retention and productivity are essential. While ESOPs can drive motivation and ownership culture, risks include rewarding poor performers or eroding profits through excessive discounts. Well-designed ESOPs are becoming a standard “hygiene” factor, shaping performance-driven cultures and aligning HR strategy with business goals.