Zivit Inbar | Source | Founder & CEO at DifferenThinking

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Zivit Inbar

Founder & CEO at DifferenThinking
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Dr Zivit Inbar is the founder and CEO of DifferenThinking, a consulting practice that specialises in people, culture, ethics, responsible AI, leadership and decision-making strategies for growth. Zivit has over 20 years of experience and expertise in building high-performing teams, driving high-level strategies and processes at the board and executive levels, spanning private and listed local and global organisations (China, APAC, Europe, and the US). Her Board portfolio includes roles as a Chairwoman, Non-Executive-Director (NED), Company Secretary, and Advisory Board Member. Zivit is a member of Standards Australia AI trustworthiness and governance committees, the Co-Chair of Harvard Alumni Entrepreneurs (Australia), an NED at Rural Northwest Health, Chair of the People, Culture & Safety committee, and an NED at NCJWA Vic, Chair of the Risk and Governance Committee and Company Secretary.
Dr Inbar is an Honorary Enterprise Fellow at the University of Melbourne, Business and Economics faculty, holds an Executive Certificate in Public Leadership from Harvard Kennedy School, a Graduate of the Australian Institute of Company Directors, and a Fellow Certified member of the Australian Human Resources Institute. Her Ph.D. is focused on Strategic Thinking and Strategy Implementation by Western companies operating in China. She is the author of “The Ethical Kaleidoscope: Values, Ethics, and Corporate Governance” (with Doug Long), 2017, Routledge Publishing, UK.
Zivit has been awarded the 2024 Australian CEO Excellence Award by APAC Insider in two categories: (1) Most dedicated ethical leadership development CEO 2024 and (2)
Excellence in cultivating innovative & ethical organisational cultures. Zivit has also been recognised as one of Australia’s 2024 Top 50 Small Business Leaders for her work on responsible AI and integrating ethical AI governance frameworks into leadership programs.

Employment
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Story Ideas
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  • Expert Insights: Talent and Decision-Making Strategies for SMEs
    Dr. Inbar shares, “Over 20 years of experience in building high-performing teams” and expertise in leadership decision-making. As a co-author on ethics and governance, she provides insights into optimizing talent acquisition and decision-making, informed by academic research and practical experience.
  • Future of Work: SMEs Embrace Remote Models Amidst Office Return Push
    Dr. Inbar observes a two-tiered approach: "Larger firms push office returns, while SMEs use remote/hybrid models to attract talent." This trend may create a societal divide between career-focused individuals and those valuing work-life balance. SMEs have a unique chance to hire talent they couldn't previously afford.
  • Adapting Workplaces for Gen Z: Insights from Dr. Zivit Inbar
    Dr. Inbar emphasizes "flexible work arrangements, continuous learning, and advanced technology integration" to prepare for Gen Z employees. She highlights their desire for "face-to-face interactions, work-life integration, and career guidance." To attract and retain Gen Z, offer "personalized career paths and transparent communication." Dr. Inbar is available for interviews to discuss creating inclusive environments that leverage Gen Z's strengths.
Recent Quotes
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  • “As a person that has had mentors throughout my career and have always mentored others, I believe that mentoring is a powerful tool for leadership development,” Dr Zivit Inbar, founder and CEO of DifferenThinking, said.
    Mentoring offers personalised support, helps mentees develop critical skills, and offers opportunities for reflection and learning from the mentor's experiences, she said.
    “It can complement other leadership development initiatives by providing a supportive environment for mentees to navigate challenges, gain insights, and develop their leadership capabilities.”
    Plus, mentoring relationships can be developed inside the organisation and outside professional networks, Zivit said.
    “It is often adventurous to have both internal and external support and views.”
    Leadership development comes in many forms
    While certain people in organisations have formal titles that convey leadership positions – CEO, CFO, COO – the reality is that all organisations need employees to show leadership on a daily basis.
    “Leadership is not a position, it’s the actions we take,” Zivit said. “One can be a leader without a formal title and there are people in high positions who unfortunately do not demonstrate leadership.”
    As a result, leadership development involves identifying and nurturing high-potential employees, providing opportunities for growth and skill-building, fostering a culture of continuous learning, and creating an environment that encourages leadership development at all levels, she said.
    “This may include mentorship programs, coaching relationships, job rotations, shadowing, cross-functional projects, and access to resources and tools that support leadership development.”
    Additionally, organisations should establish clear expectations, provide feedback, and offer opportunities for leaders to reflect on their experiences and learn from them, Zivit said.

    https://www.hcamag.com/au/specialisation/leadership/leadership-development-comes-in-many-forms/449475

  • “Selecting a CEO from within the company is a strategic decision that requires a thoughtful and well-planned approach that starts implementing thorough succession planning throughout the organisation, ensuring a talent pipeline for future leadership roles,” Dr Zivit Inbar, founder and CEO of DifferenThinking, says.
    “This includes assessing the existing talent pool at various levels, identifying individuals who demonstrate exceptional leadership potential, and creating development plans tailored to their growth. During the selection process, we look at the candidates
    performance, alignment with company values and vision, and the cultivation of essential skills in leadership, culture, operations, and industry dynamics.”
    “Selecting a CEO is one of the most crucial roles of board of directors, as it significantly impacts the organisation's success,” Dr Inbar said. “While each organisation may have its specific requirements, there are qualities that we generally recommend avoiding in a CEO selection process.
    “We caution against individuals with manipulative tendencies, excessive ego, or a dictatorial leadership style, as we value collaboration and a team-oriented approach. Additionally, we consider the ability to balance risk-taking with prudent decision-making, integrity, emotional intelligence, mental complexity, and an aptitude for handling ambiguity as essential qualities to scrutinise carefully.”

    https://www.hcamag.com/au/specialisation/recruitment/how-to-choose-a-new-ceo/450549

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