Faisal Hoque

  • Serial Entrepreneur
  • Thought Leader and Innovation Expert
  • Business Author

Serial entrepreneur, thought leader, and author, Faisal Hoque is the founder of several companies, including SHADOKA, which enables entrepreneurship, growth, and social impact. A frequent public speaker at entrepreneurship conferences, innovation forums, business schools, and leadership summits, his talks are focused on entrepreneurship, innovation, creativity, leadership, mindfulness, and social impact. American Management Association (AMA) named him as one of the leaders to watch in 2015.The editors of Ziff-Davis Enterprise named him as one of the top 100 most Influential People in Technology and Trust Across America-Trust Around the World (TAA-TWA) named him one of the Top 100 Thought Leaders.  

Over the last two decades, he has played a variety of roles including CEO, Chairman of the Board, and an advisor to Fortune 500 boards and management. He has architected customer/partner/joint-venture/business transformational relationships with cross industry, private and public sector global brands such as GE, MasterCard, American Express, PepsiCo, IBM, and many others. 

 
  

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Management guru, Faisal Hoque, explains how 'mindfulness' can transform your business.

A Sample of the Groups That Have Hosted Faisal Hoque
  • Center for Creative Leadership
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How to Reinvent with an Entrepreneurial Mindset

Somewhere along the way, people became convinced that stasis is safer than movement. Consistency feels comfortable; volatility is frightening. Consciously or not, we attempt to protect ourselves against life’s volatility by cultivating routine in our lives. But, in this ever-changing world, w ...

Somewhere along the way, people became convinced that stasis is safer than movement. Consistency feels comfortable; volatility is frightening. Consciously or not, we attempt to protect ourselves against life’s volatility by cultivating routine in our lives.

But, in this ever-changing world, we are constantly forced to reinvent ourselves. And this reinvention process by very nature requires an entrepreneurial mindset. Constant reinvention requires:

A sense of vision takes purpose. Vision is what we’re to do with the time that we have. If you look at the central business theses of a few leading companies, we can see that they prioritize not only revenue–though surely that’s essential–but also the purpose of the work that they do. And that purpose is critical to staying a long-term course.

Finding the platforms that are already there. If vision is an expression of the soul of a person, platform is its body. We often call these “core competencies,” which tend to grow organically. Whether an organization (or an individual) recognizes it in themselves, these competencies are platforms, or assets with business applications. Platform generation is taking assets that have already been created and finding new ways to use them.

Fostering sustainable ecosystems. Why are ecosystems—and understanding them—crucial to sustainable value creation?They are the structure that surrounds and supports our businesses. They spread stakeholdership out from the business and into society. 

Taken together, constant reinvention process is a combination of inner and outer awareness.

Leading and Transforming in the Age of Creativity and Innovation

With the cascade of new technologies and social changes, we are constantly challenged to spark creativity, drive innovation, and ensure sustainability. What are the remedies? How do we work with ourselves and others? The newest problems of the world find solutions in the oldest timeless practices li ...

With the cascade of new technologies and social changes, we are constantly challenged to spark creativity, drive innovation, and ensure sustainability. What are the remedies? How do we work with ourselves and others? The newest problems of the world find solutions in the oldest timeless practices like mindfulness, authenticity, and devotion, because everything connects.

Connectivity is a sense of journey, to the sense of purpose–it is an individual, lonely pursuit and a collective, companionable one at the same time. Our individual, interpersonal, and organizational working lives all interconnect. By examining these connections, we learn new ways to create, innovate, adapt, and lead.

In this part philosophy, part business, and part history talk, Faisal will cover:

  • Connecting with Who We Are. Learn how understanding leads to authenticity, mindfulness cultivates authenticity, and how devotion is mindfulness, mindfulness is devotion.
  • Inspiring and Leading Inside and Outside of our Organizations. How to give people freedom and structure as well as how to curate talent.
  • Generating Ideas, Grounded Decisions, and Long-Lasting Value. How to promote ideas through curiosity, improve decisions by mapping them, and creating value over the long term.

This isn’t just a quick fix for your next financial quarter, or a business plan; this is how you succeed in the long run. It is a systemization of your art, science, business, and spirituality.

Why Leadership is About Poetry and Plumbing

How to inspire and encourage everyone you work with. Traditional hierarchical management style is dead. you have an all-star team and vision for miles, so what's missing? Bring your focus back to your peoples' potential with these tips. Nobody succeeds in a silo. Whatever we venture—personal ...

How to inspire and encourage everyone you work with.

Traditional hierarchical management style is dead. you have an all-star team and vision for miles, so what's missing? Bring your focus back to your peoples' potential with these tips. 

Nobody succeeds in a silo. Whatever we venture—personal, professional, philanthropic, political, or private—we must remember the people involved in and essential to our success.

Everything Connects is about lessons in leadership, from how to be more present to how technology is changing our worlds. A standout theme contained in this talk is our treatment of each other as humans–not just as employees, supervisors or CEOs–and the success this awareness brings.

Here are five ideas for connecting with the people that make business run.

Empower the inner visionary. Commitment-oriented companies are proven to be successful because colleagues are treated like family, not cogs in a machine. If we want to cultivate the visionary in others, we need to attend to the whole system surrounding them.

Leverage talents. Just as you can’t force a flower to grow on a sidewalk, you can’t tell someone to be what they aren’t when they’re in the wrong place. Categorize your organization’s needs by what kinds of talent can fill them.

Encourage ambition. So you’ve curated your dream-team of visionaries, but what if they’re dreaming of their individual success, instead of the greater good? The idea is that those ambitions are what create connections: when people are working together on projects they want to do, they’ll form relationships.

Power innovation. Companies and individuals alike are pushed to reinvent or fizzle out faster than ever. Innovation isn’t an option anymore; it’s a requirement. Sustained innovation is powered by people who come together to share ideas, compare observations, and brainstorm solutions to complex problems.

Practice mindfulness. Rushing from task to task detaches us from our creative potential, the authors say—and isolates us from the people that make our endeavors possible. When we stop being curious, we stop being innovative, create complexity, and ultimately fail. 

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Biography

What sets Faisal Hoque apart is the unique position and perspective he has always maintained, which is grounded in a hardcore technology with deep roots in leading-edge management science and mindful entrepreneurship. His intense curiosity has always led him to explore disruptive approaches to solving complex business problems.

Over the last two decades he has played a variety of roles including CEO, Chairman of the Board, and an advisor to F500 boards and management. He has architected customer/partner/joint-venture/business transformational relationships with cross industry, private and public sector global brands such as GE, MasterCard, American Express, Northrop Grumman, PepsiCo, IBM, Home Depot, Netscape, Infosys, French Social Security Services, Gartner, Cambridge Technology Partners, JP Morgan Chase, CSC, and others.

At the age of only 14, he began what would be the first of many businesses: cobbling together stereo components to sell from his father’s home in Dhaka, Bangladesh in order to save the money he would need to support his plan to study in the United States.

He built his first commercial software product at the age of 19 while studying at the University of Minnesota, and went on to hold management positions in Pitney Bowes and then Dun and Bradstreet. In 1991, Pitney Bowes recruited him to join one of their R&D groups before he finished his undergraduate degree. At Pitney and Dun and Bradstreet, he worked on cutting-edge analytics and decision support methods and systems for customer intelligence, sales effectiveness, and revenue optimization before CRM/ERP, Sales Automation, and Business Intelligence were hardly concepts.

As a serial entrepreneur, he has raised venture capital from angels, strategic partners, and institutional investors to fund his innovative business-to-business startups. Over the decades, his companies innovated products and solutions that: provided middleware software for complex, secure transaction processing; created industry’s first set of re-usable software components for integrated B-to-B e-commerce; and pioneered comprehensive business value management frameworks and platforms. In 1994, GE recruited him, then one of its youngest technology executives, to launch one of the industry’s first comprehensive B2B electronic commerce spin-offs, leveraging his innovation from one of his startups.

As a thought leader, he has written seven books on management, innovation, leadership, creativity, and entrepreneurship; established a research think tank in collaboration with leading academics from around the globe. He has become an authority on entrepreneurship, mindful leadership, innovation, creativity, transformation, and sustainable growth. His research leadership created several financial indices and methods such as the Convergence Index, Business Agility Index, Sustained Innovation Index, and Operational Excellence Index that measure the correlation between management maturity improvement and organizational financial performance. For his commitment to business-technology convergence, CIO Quarterly magazine designated him “Mr. Convergence”.

His previous book,The Power of Convergence (published bythe American Management Association [AMA]), was released in April 2011 and almost immediately was named “One of the Best Business Books of 2011” by 800CEOREAD and CIO Insight. Two of his previous books, Sustained Innovation and Winning the 3-Legged Race, were also included in the “Top 5 Transformation Books” of the last few years, while Sustained Innovation also ranked in CIO Insight magazine’s “Editor’s Picks: The 10 Best Business Books of 2007”.

Faisal regularly chairs and speaks at CEO summits, B-Schools, and leadership forums globally. Notably, the CEO Summits at the NY Stock Exchange, Global China Summits, Forbes Business Leadership Forum, Sino-American CIO Summit in Beijing, European CIO Summit in Monte Carlo, MIT Sloan Fellows Program in Innovation and Global Leadership, Thunderbird Sustainable Innovation Summit, BOOTH School of Business–Entrepreneurial Ventures, CFO Magazine Technology Summit, Chief Executive Magazine CEO Roundtables, and Yale School of Management CEO Summits, among others.

An avid blogger, Faisal has a large following on Twitter and maintains numerous ongoing lines of communication with students and young entrepreneurs to offer guidance and advice to the next generation of business leaders. A lifetime student of Eastern philosophies, he holds a strong belief that it is through knowledge sharing of our experiences that we may provide the greatest clarity on how to improve our collective future.