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Digital Version (A leadership journey shaped across 30+ countries, five industries, and the unforgiving moments where technology meets human reality.) There is a version of product management that exists in controlled environments – where variables are defined, systems behave predictably, and outcomes can be modeled with confidence. It is a version that rewards precision, structure, and clarity. But it is not where the most meaningful products are built. For M C Seakher Kasibhatla, Director of Product Management at Oracle, that realization did not come from theory – it came from experience. Over the course of a career that has spanned 30+ countries, five industries, and some of the most demanding operational environments, his journey has been shaped not by ideal conditions, but by moments where systems were tested against reality – and often found wanting. What follows is not just a progression of roles or achievements, but a deeper evolution in how products are understood, built, and scaled. From early days in simulation engineering to leading large-scale payment infrastructure at global scale, Seakher’s work reflects a consistent principle: technology only matters when it works for the people who rely on it in real conditions. There is a version of product management that exists in controlled environments – where variables are defined, systems behave predictably, and outcomes can be modeled with confidence. It is a version that rewards precision, structure, and clarity. But it is not where the most meaningful products are built. Those are shaped elsewhere – where systems meet unpredictability, where human behavior overrides assumptions, and where reality has a way of exposing every hidden flaw. For a leader whose career began as a simulation engineer at Ansys, this distinction became clear early, though not immediately. Simulation offered a world of control: define the inputs, run the model, and trust the output. It was elegant in its logic and satisfying in its predictability. But it also operated within boundaries – conditions that rarely mirrored the complexity of real-world environments. What simulation couldn’t teach was how to operate when those variables refused to cooperate. The shift began with exposure to a different way of thinking. Working alongside Steve Pilz, a product manager at Ansys, revealed a fundamentally different approach to problem-solving. Where simulation emphasized certainty, Pilz operated comfortably in ambiguity. He made decisions without complete information, navigated trade-offs in real time, and focused less on being correct and more on being useful to the end user. That distinction changed everything. It reframed product management from a discipline of control to one of adaptation – less about predicting outcomes and more about responding to reality as it unfolds. That curiosity – to understand how systems behave outside controlled environments – became the thread that carried forward into the next phase of the journey. From Theory to Tarmac: Where Real Systems Get Tested That transition took shape at gategroup, under the leadership of Rodney Duty, who led the Innovation and New Product Development group with a philosophy that extended beyond incremental improvement. It was an environment that encouraged exploration at the edges – where technology could be applied in ways that were not yet obvious, including early experimentation with Alexa-powered voice interfaces for warehouse operations. But the most defining lessons didn’t come from innovation labs. They came from exposure – direct, unfiltered, and often uncomfortable – to the environments where these systems actually lived. Spending a full day traveling nearly 18,000 miles without leaving airside, moving through airports across time zones, revealed a fundamental truth: the same system behaves differently depending on context. Infrastructure, operational culture, and human behavior reshape technology in ways that cannot be replicated in controlled testing environments. That insight was reinforced in moments that were far less observational and far more direct. In Germany, during a meeting with union representatives, the feedback was immediate and unfiltered: the product did not work for them. Not in theory, not in intention – but in practice. And later, during live deployments with easyJet crew, where the margin for error didn’t exist – 45 minutes to serve 180 passengers, in a high-pressure environment where even minor friction could cascade into operational failure. These weren’t isolated incidents. They were reality asserting itself. And from those experiences emerged not a framework, but a reflex: get close to the user before anything else. Because the gap between what a product is designed to do and what it actually does – under pressure, in imperfect conditions – is where most systems fail. The Breaking Point: When “Correct” Stops Being Enough The most defining shift came during the first live deployment with easyJet. On paper, the system was flawless. It met every requirement, passed every test, and performed exactly as designed within controlled conditions. It was, by all technical standards, correct. But an aircraft cabin is not a controlled environment. It is a confined, high-pressure space at 35,000 feet, filled with variables no system design fully anticipates – passenger devices creating wireless interference, constant movement, time constraints, and the cognitive load placed on crew members managing service in real time. The system required crew devices to maintain Bluetooth connections to payment terminals while synchronizing inventory continuously. In theory, it worked seamlessly. In reality, connections dropped. Inventory mismatches led to overselling. Crew members, under pressure to complete service, began bypassing the system entirely – relying on memory, improvisation, and speed. They weren’t failing the system. The system was failing them. That moment crystallized a principle that would shape every decision moving forward: “Correctness is a threshold. Usefulness is the actual goal.” A product that works in isolation but breaks under real conditions is not successful. True success lies in enabling the user to perform better – faster, more efficiently, and with less friction – regardless of environment. Designing for Reality: When Assumptions Break Down At gategroup, the challenge wasn’t just technological – it was contextual. The primary users were not customers, but airline crew, operating within tightly constrained service windows, where every additional interaction with a system

Digital Version In many organisations, performance, culture, and capability development are often treated as separate conversations – each addressed through its own strategy, initiatives, and metrics. Yet in practice, these elements are deeply interconnected. When they are misaligned, even the most well-intentioned efforts struggle to deliver sustained impact. For Dina Ward, Head of Organisational Capability & Development at Grill’d, the focus is not on optimising these elements in isolation, but on designing environments where they reinforce one another. Her work sits at the intersection of human behaviour and organisational performance, where the challenge is not simply to improve outcomes, but to shape how work is experienced at every level of the organisation. This approach reflects a broader shift in how organisations must operate today. As expectations evolve and complexity increases, the ability to create alignment – between people, systems, and purpose – has become a defining factor in long-term success. A Career Shaped by Curiosity About Human Behaviour Ward’s journey into organisational development is rooted in a sustained curiosity about what drives people at work. Early in her career, she was drawn to a fundamental question: why do some environments consistently enable individuals to perform at their best, while others – despite similar resources – fail to do so? This question led her into the field of Organisational Psychology, where she began to explore the underlying mechanisms that influence behaviour, motivation, and performance. Over time, her focus expanded beyond individual dynamics to encompass entire organisational systems. What became increasingly clear was that performance is not simply the result of individual capability. It is shaped by the environments in which people operate – by leadership behaviours, structural clarity, and the consistency of expectations. Her work has since been defined by the ability to influence these environments at scale. Rather than focusing on isolated interventions, she looks at how shifts in mindset, leadership, and systems can collectively transform the way organisations function. This systemic perspective allows for changes that are not only visible in performance metrics, but also in how people experience their work on a daily basis. The Future of Work as a Present Reality Much of the discourse around the future of work continues to position it as something organisations must prepare for. Ward challenges this framing, viewing the future of work not as a distant horizon, but as a reality that is already unfolding – albeit unevenly across industries and organisations. This perspective changes the nature of the conversation. Instead of asking how to prepare for change, organisations must assess how effectively they are responding to changes that are already in motion. At the core of this shift is a redefinition of work itself. The traditional emphasis on where work happens has become less relevant than how work is structured and executed. Increasingly, work is characterised by adaptability, fluid roles, and a need for continuous adjustment. Technology plays a significant role in this transformation, particularly through the rapid advancement of artificial intelligence. As knowledge becomes more accessible and less scarce, the value individuals bring to organisations is no longer defined by what they know, but by how they use that knowledge. The ability to interpret, connect, and apply information in meaningful ways has become a critical differentiator. This evolution is also influencing employee expectations. There is a growing emphasis on coherence – on work that aligns with broader life priorities and provides a sense of purpose. Employees are less concerned with perfectly designed programs and more focused on whether their work feels meaningful and worth the effort they invest in it. For organisations, this represents a shift from designing processes to designing experiences that integrate performance with purpose. Understanding What Sustains High Performance High performance is often discussed in terms of outcomes, but Ward’s work focuses on the underlying conditions that make those outcomes sustainable. In her experience, organisations frequently overcomplicate the concept, introducing layers of frameworks and metrics that can obscure rather than clarify what truly matters. At its core, sustained performance is built on clarity. Teams that perform consistently have a shared understanding of priorities, expectations, and standards. This clarity reduces ambiguity, allowing individuals to focus their efforts on meaningful work rather than navigating uncertainty. Beyond clarity, high-performing teams exhibit a set of consistent characteristics. Trust and psychological safety are central among them, enabling individuals to challenge ideas, provide feedback, and learn in real time. In such environments, learning is not treated as a separate activity, but as an integral part of how work is done. Another defining feature is the distribution of leadership. Rather than being concentrated in a single role, leadership is embedded across the team. It is reflected in how decisions are made, how accountability is maintained, and how standards are upheld. Equally important is the presence of rhythm and discipline. High-performing teams establish consistent ways of working that create stability, even in dynamic conditions. This structure allows them to move quickly and effectively without becoming reactive. When these elements are aligned, performance becomes a natural outcome of how the team operates, rather than something that must be constantly pursued. Redefining Leadership Development The way organisations approach leadership development is undergoing a fundamental shift. Traditional models, which rely on structured programs and predefined competencies, are increasingly being replaced by more dynamic and experiential approaches. Ward views leadership development not as something that can be delivered through formal training alone, but as something that must be cultivated over time. This cultivation happens through exposure to real challenges – situations that require judgement, adaptability, and the ability to navigate ambiguity. An important dimension of this shift is the changing source of influence. Leadership expectations are no longer defined solely by organisational frameworks. They are also shaped by the evolving perspectives of the workforce, particularly newer generations who bring different expectations around transparency, inclusion, and authenticity. This creates a more fluid definition of leadership, one that requires organisations to remain open to change. Rather than imposing fixed models, they must create environments where leadership can evolve

Digital Version At a time when leadership is often defined by personality, perception, or positional authority, Robert J. Marzano, Chief Academic Officer at Marzano Resources, and Todd R. Marzano, Captain in the United States Navy (Retired) and former Commanding Officer of the USS John F. Kennedy, present a perspective that is both grounded and transformative. Their work challenges one of the most deeply embedded assumptions in leadership thinking – that effectiveness is primarily a function of individual traits. In its place, they offer a model built on discipline, structure, and execution: Tactical Leadership. This is not a theoretical construct shaped by abstraction. It is the result of nearly 90 years of combined experience across two environments where performance matters deeply – K–12 education and military operations. It is informed by observation, refined through practice, and designed to address a fundamental challenge: How do you create systems that consistently produce results, regardless of who is leading them? Two Distinct Paths, One Converging Realization The foundation of Tactical Leadership lies in the convergence of two highly accomplished yet fundamentally different careers. Their journeys were different—but their conclusions were strikingly similar. Robert J. Marzano has spent close to six decades in the field of education, shaping the way schools approach leadership, instruction, and system-wide improvement. His work has extended across all 50 states, where he has collaborated with educators and district leaders to translate research into actionable frameworks. Through his extensive body of work – including multiple books on school and district leadership – he has consistently focused on bridging the gap between theory and real-world application. Todd R. Marzano’s journey, by contrast, was forged in one of the most demanding leadership environments in the world. Over a 30-year career in the United States Navy, he served as a naval aviator, executing more than 800 aircraft carrier landings – many in high-risk combat environments over Iraq and Afghanistan. These were not routine operations. They involved launching and landing high-performance F-18 fighter jets on moving aircraft carriers, often under challenging conditions, including night operations and adverse weather. They required precision, discipline, and absolute trust in both training and systems. In the latter part of his career, Todd transitioned into large-scale command roles, serving aboard nuclear aircraft carriers and amphibious assault ships. He ultimately became the first Commanding Officer of the USS John F. Kennedy, one of the most advanced nuclear aircraft carriers ever constructed. Across these roles, leadership was not conceptual – it was operational. Decisions carried immediate consequences. Performance was non-negotiable. It was through observing Todd’s experiences that Robert began to ask deeper questions. Why was the military so effective at training individuals to perform extraordinarily complex tasks with consistency? Why did it succeed in environments where the margin for error was minimal? And in contrast, why did education – despite decades of evolving leadership theories – continue to struggle with persistent challenges such as inconsistent academic performance, chronic student apathy, and parent dissatisfaction? This contrast became the starting point for a new way of thinking. Challenging the “Great Leader” Narrative At the center of their work is a critical examination of the Great Man/Great Woman theory of leadership. Rooted in 19th-century thinking and strongly associated with historian Thomas Carlyle, this theory proposes that history is shaped by extraordinary individuals – leaders born with inherent traits such as intelligence, courage, and charisma. According to this perspective, leadership is largely innate rather than developed. Over time, this idea has influenced leadership models across industries, including education. Even today, many frameworks emphasize traits, behaviors, or dispositions that define effective leaders. While compelling, this approach presents a fundamental limitation. If leadership success depends on exceptional individuals, it becomes difficult to replicate or sustain. Organizations may achieve success under strong leaders, but those outcomes often diminish when those individuals leave. In education, this pattern is particularly evident. Many schools that achieve exceptional results do so because of highly dedicated leaders whose personal commitment drives performance. However, these successes are often difficult to sustain over time or replicate in other contexts. Robert and Todd Marzano argue that this reliance on individuals is inherently unstable. Instead, they propose a shift toward process-driven leadership, where success is built on systems that consistently produce results – regardless of who is in charge. Process Over Person: A Foundational Shift One of the most significant distinctions between military and educational leadership lies in how success is structured. In the military, leadership is defined by processes, protocols, and systems. Training is standardized, execution is structured, and outcomes are continuously monitored. Leaders operate within clearly defined frameworks that guide decision-making and ensure consistency. This does not diminish the importance of individual capability. Rather, it ensures that performance does not depend solely on it. In contrast, education has often relied on conceptual leadership models – frameworks that describe what leaders should be, but not always how they should operate in practice. Tactical Leadership addresses this gap by emphasizing repeatable processes. It shifts leadership from being personality-driven to execution-driven, ensuring that outcomes are consistent, measurable, and scalable. High Reliability: Learning from Zero-Failure Systems A central pillar of Tactical Leadership is the concept of high reliability organizations (HROs). These are organizations that operate in environments where failure carries significant consequences – such as military combat operations, air traffic control systems, nuclear power plants, transportation networks, and commercial aviation. What distinguishes these organizations is not the absence of errors, but their ability to: Anticipate potential failures Detect issues early Respond quickly and effectively Contain the impact of errors In these systems, reliability is engineered through structured processes and continuous monitoring. Robert and Todd observed that while such rigor is standard in high-stakes industries, it is often absent in education. Tactical Leadership introduces this mindset into educational systems. For example, when evaluating a school’s effectiveness in implementing collaborative teacher teams, performance is not assessed subjectively. Instead, it is measured across defined levels – from Not Attempting to Sustaining – with each level representing specific actions, evidence, and outcomes. This

Digital Version In today’s rapidly evolving consumer landscape, the lines between marketing, commerce, and experience have not just blurred – they have merged into a single, dynamic ecosystem. At the center of this transformation is Kenneth Lau, Global Digital Commerce Marketing Lead at Mondelēz International, whose career reflects both the evolution of the industry and the discipline required to navigate it effectively. With a foundation in FMCG brand management and a portfolio that spans globally recognized brands such as Activia, Aptamil, Ben & Jerry’s, Magnum, and Guinness, Kenneth has built his expertise at the intersection of brand storytelling, consumer understanding, and commercial execution. His journey into digital commerce was not a departure from traditional marketing, but a natural progression – one shaped by changing consumer behaviors and the increasing digitization of how people discover, evaluate, and purchase products. From brand management to digital marketing leadership Kenneth began his career managing brands across food, beverage, and nutrition categories, where he developed a deep understanding of consumer needs, brand positioning, and market dynamics. As digitalization accelerated, marketing itself began to shift. Consumer touchpoints expanded beyond traditional channels, and digital marketing emerged as a critical driver of brand engagement. Recognizing this shift early, Kenneth transitioned into content and digital marketing roles, where he could directly engage with evolving consumer behaviors. Digital commerce soon followed as a logical extension of this journey. This transition coincided with a period of significant acceleration. The COVID-19 pandemic fundamentally reshaped consumer habits, driving a surge in online shopping and creating a boom in digital commerce. At the same time, the ecosystem became more complex – new sub-channels emerged, shopper behaviors diversified, and best practices evolved rapidly. For Kenneth, this environment presented an opportunity to deepen his expertise and play a role in shaping how brands adapt to a more connected and digitally driven consumer landscape. Redefining Digital Commerce as a Full-Funnel Experience A central theme in Kenneth’s approach is the redefinition of digital commerce – not as a transactional endpoint, but as an integral part of the entire consumer journey. “Digital commerce isn’t just a point of sale,” he emphasizes. “It is a marketing and commercial touchpoint that plays a role at every stage of the consumer journey.” This perspective is grounded in observable shifts in consumer behavior. Increasingly, product research begins directly on e-commerce platforms rather than traditional search engines – a behavior often described as ROPO (Research Online, Purchase Offline). Consumers are no longer just browsing; they are actively researching, comparing, and validating their choices within digital commerce environments. As a result, product detail pages have evolved significantly. They are no longer limited to pricing and promotions but now serve as rich storytelling platforms. Brands are investing in more comprehensive content – covering product benefits, nutritional information, brand narratives, and usage occasions – to drive both discovery and consideration. This creates a feedback loop where enhanced content leads to greater visibility and engagement, which in turn drives further discovery and conversion. At the same time, emerging channels such as quick commerce and social commerce are accelerating this transformation. These platforms are shortening consumer journeys by bringing discovery, consideration, and purchase into a single, seamless experience. Balancing Complexity with Strategic Focus In an environment defined by data abundance and increasing complexity, Kenneth advocates for disciplined prioritization. His framework – “Fewer, Better, Bigger” – serves as a guiding principle for navigating digital commerce strategy effectively. The first pillar, Fewer, emphasizes precision in decision-making. Rather than attempting to personalize experiences for every possible audience segment, Kenneth highlights the importance of focusing on the segments that matter most. For example, instead of targeting 30 audience segments, brands should concentrate on the top four that drive approximately 80% of revenue. The second pillar, Better, reflects a commitment to continuous improvement. This involves going beyond surface-level optimizations and addressing meaningful user experience challenges. Instead of implementing multiple minor fixes, the focus should be on identifying and resolving key pain points that significantly impact the consumer experience. The third pillar, Bigger, is about leveraging scale and strategic partnerships to drive impact. Kenneth points to collaborations such as Oreo’s partnership with Coca-Cola, which enabled both brands to execute two campaigns at the cost of one while accessing each other’s user bases to drive new customer acquisition. Together, these principles provide a structured approach to managing complexity while maximizing effectiveness in digital commerce initiatives. Leveraging Data to Drive Meaningful Outcomes Data plays a central role in Kenneth’s strategy, but his approach goes beyond simple measurement. It involves integrating multiple data sources to create a comprehensive view of performance and opportunity. Traditional research metrics, such as market share and home panel data, provide a foundation for understanding overall business performance. Retailer data – including gross merchandise value (GMV) and new user acquisition – offers insights into digital commerce effectiveness. Campaign metrics, such as traffic, conversion rates, and return on ad spend (ROAS), help evaluate marketing performance. In addition to these established metrics, Kenneth is increasingly leveraging advanced tools for predictive analysis. One example is the use of pre-flight analytics tools, such as Vizit’s AI-powered image quality measurement platform, which can assess the effectiveness of creative assets before they are deployed. This shift toward predictive analytics enables teams to make more informed decisions earlier in the process, improving both efficiency and outcomes. Emerging Trends Shaping the Future of Digital Commerce Looking ahead, Kenneth identifies two major trends that are expected to define the next phase of digital commerce growth: social commerce and agentic commerce. Social commerce represents a fundamental shift in how consumers discover products. According to data referenced by Flywheel Digital Retail Insights, ByteDance – the parent company of TikTok – is already among the largest global retailers and is projected to become even more dominant in the coming years. This reflects the growing importance of platforms where “products find people,” rather than consumers actively searching for products. While social commerce is already well established in markets such as China and rapidly growing in Southeast Asia, it