On episode 32 of The Tech That Connects Us Podcast John Clifton and Tegan Lloyd Williams interviewed Nancy Goldberg, Chief Marketing & Sales Officer, Nagravision.
From professional rock climbing and snowboarding to the EVP of Chief Marketing and Sales Officer at the Kudelski Group and Nagravision, Nancy has walked a very different path to most people in her position and one part of the interviewed that really stood out for us was how Nancy and Nagravision adapted their leadership style over the past 12 months.
As a leader, how have you had to adapt your style over the last sort of 12 months or so?
“I would say these last 12 months it’s been really tough, but incredibly helpful at the same time. It’s really pushed us in a way that we weren’t necessarily super comfortable with in the beginning, but it’s really opened our eyes and opened our ability to manage in a different way.
I think one thing that we have been able to embrace over this last year is really looking at our entire employee base and shift away from the standard hierarchical structures, really empowering people across the entire organisation, with decision making, execution and what success even means.
That is what has shifted for us in this organisation. This is a company that for many, many years was very hierarchical with our decision making; it was done from the top down. But when COVID hit we’re suddenly having to work in a completely different way, in completely different environment.
Now, we have shifted into smaller teams all over the world. And all of these smaller teams can take on problems, resolve those problems, and push them back onto the organisation effectively. So that’s where I see where we’ve changed not only from a company perspective, but my own management style.”
What is the most positive outcome that has that has come out of this?
“The most positive outcome, I believe out of this period has been camaraderie, collaboration and teamwork. Again, I think that as we have had to deal with the situation, and we are spread across 33 countries around the world with about 3,300 employees. We had to come together as ‘mini teams’ to resolve immediate problems and deal with time zone issues and deal with things in real time.
For me the best thing that’s come out of this is this renewed sense of camaraderie of team spirit of collaboration. To me, that’s the biggest benefit that we have achieved over this period, or the biggest benefit from a very bad situation.”
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