Importance of Collaboration

We teach kids how to read, write, and calculate. But almost never how to collaborate. That missing skill shows up later inside companies. We reward the individual who closes the deal, not the team that made it possible. We track personal KPIs but ignore how well people coordinate. The irony is most business challenges are not technical problems. They are coordination problems. It is not about whether one person can perform, it is about whether groups can align, share information, and move together without dropping the ball. The smartest companies know this. They design systems, incentives, and cultures that make collaboration a strength, not an afterthought.

Comprehensive Emissions Reduction 🌎 Reducing greenhouse gas emissions requires a clear focus on all areas of impact. Scope 1 emissions cover direct emissions from company-owned or controlled sources, such as facilities and vehicles. Scope 2 includes indirect emissions from purchased energy, such as electricity, steam, heating, and cooling. However, Scope 3 emissions are the most significant for many industries and involve indirect emissions throughout the value chain—both upstream and downstream. Scope 3 emissions can represent the majority of a company’s carbon footprint, often accounting for up to 75% of total emissions in many sectors. In industries like food and beverage, Scope 3 emissions can exceed 85%, driven by activities such as agriculture, packaging, and logistics. Understanding this is crucial for implementing effective decarbonization strategies that address not just internal operations but the entire value chain. Decarbonization efforts should focus on collaboration across the value chain. Suppliers, customers, and partners all play critical roles in reducing emissions. Effective strategies require transparency, data sharing, and collective efforts to innovate and adopt lower-carbon practices throughout the supply chain. Without addressing Scope 3 emissions, reaching net zero goals remains a distant target. Managing emissions across scopes requires detailed measurement, monitoring, and reporting frameworks. These efforts should be supported by science-based targets and rigorous methodologies to ensure that reductions are meaningful and aligned with broader global climate goals. Companies must transition from setting targets to implementing actions that drive real outcomes. Supply chain partnerships are essential in the journey toward comprehensive emissions reductions. Collaboration can accelerate the adoption of low-carbon solutions in areas such as energy use, transportation, and material sourcing, helping to reduce the overall environmental impact. Investments in innovation, technology, and data transparency will be key to success. Taking urgent and coordinated action to reduce emissions across Scopes 1, 2, and 3 is no longer optional. It is a business imperative, with significant implications for regulatory compliance, investor confidence, and long-term sustainability. As emissions continue to drive climate change, businesses that lead in this area will be well-positioned to adapt and thrive in the future. Image source: 3Degrees #sustainability #sustainable #business #esg #climatechange #climateaction #emissions

Successful entrepreneurs understand that they don’t build businesses — they build teams, and those teams create thriving businesses. In the early stages, entrepreneurs might ask, “Can we make money? Can we get customers?” But as the business evolves, the real question becomes, “Can we build the right team?” A strong, united team brings diverse skills, ideas, and perspectives, allowing the business to scale beyond what any entrepreneur could achieve alone. Great teams turn visions into reality, overcome challenges, and fuel long-term growth. The journey from solo hustle to sustainable success starts when entrepreneurs shift their mindset from doing everything themselves to empowering others — because businesses don’t grow by adding more work, they grow by adding more capable people.

🎯 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝗗𝗮𝘁𝗮 𝗥𝗼𝗹𝗲𝘀 𝗪𝗵𝘆 𝗦𝗸𝗶𝗹𝗹𝘀 𝗠𝗮𝘁𝘁𝗲𝗿 𝗠𝗼𝗿𝗲 𝗧𝗵𝗮𝗻 𝗟𝗮𝗯𝗲𝗹𝘀 In data roles, titles may seem similar, but the responsibilities behind them are very different. The visual highlights a key point: Data Scientists, ML Engineers, and Data Analysts work on related problems, yet their skills, expectations, and impact are uniquely distinct. Whether you're just starting out or already building your career, here’s a clear and practical breakdown of how these roles differ — and how they work together. 🔍 𝟭. 𝗗𝗮𝘁𝗮 𝗔𝗻𝗮𝗹𝘆𝘀𝘁 — 𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗗𝗮𝘁𝗮 𝗜𝗻𝘁𝗼 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 A Data Analyst focuses on exploration, reporting, and dashboards that help teams make informed decisions. 𝗖𝗼𝗿𝗲 𝗦𝗸𝗶𝗹𝗹𝘀: • SQL querying • Data cleaning & transformation • Business-focused insights • Reporting & visualization (Power BI, Tableau, Excel) 𝗜𝗺𝗽𝗮𝗰𝘁: Helps organizations understand what is happening and why. 🤖 𝟮. 𝗠𝗮𝗰𝗵𝗶𝗻𝗲 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿 — 𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗠𝗼𝗱𝗲𝗹𝘀 𝗜𝗻𝘁𝗼 𝗣𝗿𝗼𝗱𝘂𝗰𝘁𝘀 ML Engineers bridge the gap between models and production systems. 𝗖𝗼𝗿𝗲 𝗦𝗸𝗶𝗹𝗹𝘀: • Model training & optimization • Deep learning frameworks (TensorFlow, PyTorch) • MLOps, cloud platforms, CI/CD • Scalable deployment 𝗜𝗺𝗽𝗮𝗰𝘁: Builds real-world systems that learn and adapt in production. 🧠 𝟯. 𝗗𝗮𝘁𝗮 𝗦𝗰𝗶𝗲𝗻𝘁𝗶𝘀𝘁 — 𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗣𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝗜𝗻𝘁𝗼 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝘁 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀 Data Scientists combine analytical thinking, modeling, experimentation, and domain knowledge to create data-driven solutions. 𝗖𝗼𝗿𝗲 𝗦𝗸𝗶𝗹𝗹𝘀: • Statistical modeling • Experiment design • Machine learning (supervised & unsupervised) • Python, R, big data frameworks • End-to-end problem solving 𝗜𝗺𝗽𝗮𝗰𝘁: Drives innovation, builds predictive intelligence, and creates measurable business value. 🌐 𝗧𝗵𝗲 𝗕𝗶𝗴 𝗣𝗶𝗰𝘁𝘂𝗿𝗲 These roles aren't about hierarchy — they're about collaboration. • Analysts bring clarity. • ML Engineers bring scalability. • Data Scientists bring intelligence. Together, they power the full data lifecycle. 💡 𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗲𝗻𝘁𝗲𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗳𝗶𝗲𝗹𝗱: Start with foundational skills (Python, SQL, statistics). Choose a role based on what excites you: insights, modeling, or engineering. Then continuously build projects that showcase your thinking. 🚀 𝗙𝗶𝗻𝗮𝗹 𝗧𝗵𝗼𝘂𝗴𝗵𝘁 The future belongs to professionals who can combine skills across these roles — not just hold a title, but deliver impact. If you're learning data today, you're building one of the most important skillsets of the decade. 𝗕𝗼𝗻𝘂𝘀 𝗧𝗶𝗽:- Sharpen your Data Science skills with 𝗧𝗲𝗰𝗵𝗩𝗶𝗱𝘃𝗮𝗻! Explore hands-on courses in ML, SQL, Python, and more—gain real-world experience and stay industry-ready.📚 𝗘𝘅𝗽𝗹𝗼𝗿𝗲 𝗵𝗲𝗿𝗲:-https://lnkd.in/d46Eqtux

The “Eternal Struggle”: PR vs. Legal – And how to bridge the gaps. There’s an old adage in corporate crisis management: You’re either at the table, or you’re on the menu. And nowhere is this more evident than in the frequent tug-of-war between PR teams and legal departments during a crisis. I’ve been on both sides of this debate—as a former lawyer and now a public affairs advisor. Here’s the truth: the “say nothing, do nothing” approach that worked 30 years ago will destroy a company’s reputation today. But going rogue with an unchecked PR strategy can tank a future legal or regulatory case just as fast and may get you fired. So how do we navigate this proverbial minefield? Here’s how to bridge the gap: 1. Understand the Stakes - Legal’s priority: Protect the company from lawsuits, fines, and regulatory action. - PR’s priority: Protect the company’s reputation in the court of public opinion (where your customers, investors, and employees live). Both priorities are 100% valid—and both are existential risks. 2. Build the Crisis Playbook Collaboratively - Pre-plan messaging for likely crisis scenarios before the heat is on. - Agree on who leads which part of the response and when. This can be tough, but dedicate the time. - Include Legal in your media training—they’ll thank you when it’s time to deliver tightly-worded, low-risk statements under pressure. 3. “Be at the Table” - Legal needs to respect PR as more than a “spin machine.” PR shapes reputations that can directly influence jury pools, regulators, and decision-makers. - PR needs to recognize legal’s expertise in risk avoidance. Reckless comments can lead to billion-dollar costs. The key: If both teams collaborate early, they can find solutions that protect both reputation and the bottom line. 4. Manage the Message - Words matter: Even a single phrase can change the narrative. Use legal-approved, precise language that aligns with PR’s strategy. - Stay human: A robotic, overly cautious response (“We are investigating and will provide updates soon.”) simply doesn’t work anymore. - Own what you can: Show accountability where it’s safe and strategic. 5. Play the Long Game The court of law and the court of public opinion don’t always operate on the same timelines. But public perception often shapes the legal and regulatory outcomes. - Losing trust with customers can lead to more aggressive scrutiny from regulators. - Winning public support can soften legal blowback or even help settle cases faster. Bottom Line: The PR vs. Legal conflict doesn’t need to be a zero-sum game. The best organizations recognize that reputation and liability are two sides of the same coin, and build a unified approach to protect both. When you’re in a crisis, it’s not just about avoiding mistakes. It’s about showing leadership when it matters most. And leadership starts with getting PR and Legal on the same team. What’s your take? Drop your thoughts and “war stories” below.

I am convinced that the textile industry, like many other industries, must undergo a complete system transformation to reduce its carbon footprint. So many processes still rely on fossil fuels, and the entire system is still based on a take - make - waste mentality. Shifting to more sustainable methods and practices will require significant effort across various fronts. While this is challenging, it’s not impossible. We know the main emission drivers and see investments in new technologies and introduction of more renewable energy. These developments, along with shifts in everyone's mindset around consumer behaviors, can move the industry in a positive direction. 🎯 I believe innovation is essential for creating a socially inclusive and planet positive industry. We need impactful new methods and technologies. However, I also think we sometimes define innovation too narrowly, focusing solely on inventions and high-tech solutions. These alone won’t take us all the way. If we broaden our definition of innovation to include new ways of doing things, regardless of their technological complexity, we can better achieve this vision. And ideas about new ways of doing things is definitely something that the industry needs and will need if it is to achieve net-zero by 2050. There are excellent examples of innovations that have impacted, or have the potential to impact, sustainability practices in the industry. One notable example is HKRITA - The Hong Kong Research Institute of Textiles and Apparel Limited’s initiative to transition their scientific solutions from a closed lab to an #OpenLab, creating an innovation hub aimed at collaboration, problem-solving, and showcasing solutions on a larger scale. The impact could be significant if the right stakeholders, brands, retailers, and manufacturers, come together to work collaboratively. Another example is the emerging recycling and sorting technologies focused on textile waste. Previous winners of the #GlobalChangeAward are developing automatic sorting technologies to address bottlenecks, and separation technologies like the Green Machine are enabling the recycling of blended textiles. My most important learning is to avoid viewing the transformation that is needed as a solo effort. Many of these challenges are too large for any one entity to solve alone. Collaboration and partnerships are crucial. Often, a solution in one area depends on system conditions in other areas. Therefore, solid partnerships among industry peers, manufacturers, and those involved in the value chain are critical. It sounds like a cliché, but only together can we drive meaningful systems change of the textile industry and secure a just and fair transition for both people and the planet. 🤝 🤲 At the H&M Foundation we are happy to connect with anyone sharing the same drive to transform and decarbonize the industry, so don’t be a stranger, let’s explore how to join forces!

80% of startup co-founder relationships fail within the first 3 years. But it's rarely about skills. Most founders pick cofounders based on technical abilities - the best engineer, the smartest salesperson, or the most experienced operator. Big mistake. Because in a startup, it's not skills that break teams - it's misalignment. Here's the truth: ▶︎ 1. Skills won't save you when things go sideways Every startup hits a wall. And in those moments, it's not your CTO's tech stack that matters - it's whether they take accountability or point fingers. ▶︎ 2. Misaligned values create silent resentment I've seen cofounders fight over small decisions. Not because of the decisions - but because one cared about impact, the other cared about money. That difference doesn't show up in pitch meetings. It shows up in year 2, when one wants to raise, and the other wants to exit. ▶︎ 3. Communication styles make or break momentum One founder I worked with made every decision via Slack. His cofounder wanted to talk through everything in person. Same vision. Same goals. Total friction. Startups die from miscommunication, not market failure. ▶︎ 4. Habits matter more than resumes Early bird vs. night owl. Builder vs. brainstormer. Chaos vs. structure. None of these are wrong - until they collide in a 14-hour sprint to get a demo ready. ▶︎ 5. Vision drift is real - and dangerous Your cofounder isn't just helping you build a product. They're helping you build your life. If you don't agree on what that life looks like, you're heading toward a split. So yes, skills are important. But when I work with early-stage founders, I always say: Pick someone you can survive hard days with. Because those are the days that actually test your company. What's one non-negotiable you'd look for in a cofounder - beyond skills? #entrepreneurship #startup #funding

𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧 𝐢𝐧 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬𝐞𝐬 With a decade of experience, from founding my first business in 2014 to achieving two successful exits, I’ve learned the immense value of collaboration, which we continue to prioritize at X-Shift through partnerships with local and global players. Building strategic business relationships is one of the most pivotal factors in driving business growth, especially in the tech sector. As someone who has navigated this landscape for years, I'd like to share a few invaluable lessons for anyone looking to scale their business through collaboration. 𝟏. 𝐈𝐧𝐭𝐞𝐫𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐞𝐝 𝐰𝐨𝐫𝐥𝐝: Partnerships give you access to the resources, expertise, and technologies that would otherwise take years to build internally. The right partnership can be the difference between staying stagnant and growing exponentially. 𝟐. 𝐋𝐨𝐜𝐚𝐥 𝐦𝐞𝐞𝐭𝐬 𝐠𝐥𝐨𝐛𝐚𝐥: One of the most powerful lessons I've learned is the value of blending global innovation with local expertise. For instance, at X-Shift, our collaborations with companies like XEBO.ai (Survey2Connect) Exotel or Knowmax allow us to bring cutting-edge technologies and innovation to our region. But it's our deep understanding of the local market that ensures these solutions resonate and succeed. It’s a perfect balance of global insight and local relevance. 𝟑. 𝐓𝐫𝐮𝐬𝐭 𝐢𝐬 𝐧𝐨𝐧-𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐛𝐥𝐞: A successful partnership is built on trust and alignment. It’s not just about the technology or the business deals. Shared goals and a common vision create the foundation for long-term, sustainable growth. Without trust, even the most promising collaboration will fall apart. 𝟒. 𝐀𝐝𝐚𝐩𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐢𝐬 𝐤𝐞𝐲: Stagnation is the enemy of growth. The tech sector evolves fast, and being adaptable helps you stay ahead of the curve. Don’t be afraid to pivot when necessary. 𝟓. 𝐂𝐫𝐞𝐚𝐭𝐞 𝐰𝐢𝐧-𝐰𝐢𝐧𝐬: The best partnerships are those where both parties walk away better off. Seek out collaborations where both sides gain value, whether it’s through shared technologies, expanded markets, or enhanced capabilities. A partnership should be a journey of mutual growth, not just a transaction. While collaborations offer limitless opportunities, 𝚝𝚑𝚎 key question we must ask ourselves as companies is: have we done great work internally, to position ourselves for success when those collaboration opportunities arise? #collaboration #business #tech #global #saudiarabia #KSA

Too often, I’ve been in a meeting where everyone agreed collaboration was essential—yet when it came to execution, things stalled. Silos persisted, friction rose, and progress felt painfully slow. A recent Harvard Business Review article highlights a frustrating truth: even the best-intentioned leaders struggle to work across functions. Why? Because traditional leadership development focuses on vertical leadership (managing teams) rather than lateral leadership (influencing peers across the business). The best cross-functional leaders operate differently. They don’t just lead their teams—they master LATERAL AGILITY: the ability to move side to side, collaborate effectively, and drive results without authority. The article suggests three strategies on how to do this: (1) Think Enterprise-First. Instead of fighting for their department, top leaders prioritize company-wide success. They ask: “What does the business need from our collaboration?” rather than “How does this benefit my team?” (2) Use "Paradoxical Questions" to Avoid Stalemates. Instead of arguing over priorities, they find a way to win together by asking: “How can we achieve my objective AND help you meet yours?” This shifts the conversation from turf battles to solutions. (3) “Make Purple” Instead of Pushing a Plan. One leader in the article put it best: “I bring red, you bring blue, and together we create purple.” The best collaborators don’t show up with a fully baked plan—they co-create with others to build trust and alignment. In my research, I’ve found that curiosity is so helpful in breaking down silos. Leaders who ask more questions—genuinely, not just performatively—build deeper trust, uncover hidden constraints, and unlock creative solutions. - Instead of assuming resistance, ask: “What constraints are you facing?” - Instead of pushing a plan, ask: “How might we build this together?” - Instead of guarding your function’s priorities, ask: “What’s the bigger picture we’re missing?” Great collaboration isn’t about power—it’s about perspective. And the leaders who master it create workplaces where innovation thrives. Which of these strategies resonates with you most? #collaboration #leadership #learning #skills https://lnkd.in/esC4cfjS

Accelerating the decarbonization of industry is more urgent than ever! 🌍 With industry responsible for nearly a third of global greenhouse gas emissions, I was thrilled to co-sign a new report from the World Economic Forum together with Kiva Allgood, Roshan Soorunsingh Gya, David Leal-Ayala, Blake Moret, and Cedrik Neike, that emphasizes the necessity of intervention and collaboration to achieve our goals. The white paper identifies four key barriers to decarbonization: buy-in, carbon calculation, value chain mitigation, and green business growth. It also outlines eight opportunities for public-private collaboration to address these challenges. Here are a few highlights:  📏 Facilitating carbon tracking adoption across supply chains to ensure measurability at every level, helping identify areas for improved efficiency. ♻️ Proactively supporting net-zero solutions implementation throughout a business’s value chain. 💡 Co-investing in climate technology development, infrastructure, and market creation to ensure we are equipped to achieve the necessary scale of reduction. 🏢 Creating policy conditions for the adoption of climate technologies, with governments establishing strict compliance requirements to ensure progress. This report offers valuable insights on how decarbonizing industry requires effective cooperation between business leaders and public stakeholders, highlighting the importance of working together to reach our targets. You can read the full report here: https://lnkd.in/esvQwwBW I’d love to hear your thoughts in the comments! Jean Pascal Riss #WorldEconomicForum #Sustainability #Decarbonization