Latest news with #C200
Forbes
03-06-2025
- Health
- Forbes
The Value Of Being Grounded In An AI World
By C200 Member Sharon Whiteley . Artificial intelligence is revolutionizing our work in remarkable ways, from automating complex decisions to unearthing insights and enhancing communication—and a great deal is happening at lightning speed. Productivity is soaring, but at the same time, we must grapple with a lurking concern: the steady erosion of our humanity. In this race toward AI adoption and increased efficiency, we leaders need to remember the vital essence that makes us truly effective: emotional intelligence, presence, clarity, resilience, empathy, vulnerability—and the deep ability to listen, reflect, and feel. These uniquely human qualities are not mere distractions from strategy; they are the very foundation of great leadership. They cannot be replicated by AI with authentic resonance. AI may boast the ability to analyze vast amounts of data, spot patterns, and generate text that sounds human-like. It can even rephrase our ideas with more polish than we might initially craft. But it lacks the one thing that defines us: the capacity to feel, to offer comfort, perceive subtle dynamics in a room, or cultivate meaningful connection. It cannot convey personal stories or the deeper value behind them. Stories carry essence, intention, and lived experience. Machine-generated words may mimic structure, but they can't capture spirit or deliver nuance. Nuance is born from discernment, shaped by experience, sharpened through deep listening, and sustained by curiosity—the instinct to explore, question, and keep learning. Adam Grant describes this beautifully in Hidden Potential, calling it the 'sponge effect'—the ability to absorb subtle cues, stay open, and grow through reflection. That kind of awareness can't be programmed. Bo Eason, a former NFL safety turned leadership coach, also teaches that lived experience and story are what make us memorable. He reminds leaders that it's not output, but authenticity and connection that define great leadership. Neuroscience supports this view. The most effective leaders demonstrate strong emotional regulation and cognitive flexibility—traits that can't be coded, only cultivated. In her MIT commencement address, Sheryl Sandberg noted 'It's not the technology you build that will define you. It's the teams you build—and what people do with the technology you build.' The COVID-19 pandemic served as a collective wake-up call. For many leaders, it was a pivotal moment—an invitation to pause, confront their own exhaustion, and reassess personal priorities. They began to prioritize energy management, mental clarity, and holistic well-being. Suddenly, concepts like preventative care and natural wellness leapt from the fringes to the forefront of leadership discourse. Since then, the movement has only grown—amplified by pioneers across generations and embraced by both traditional and emerging companies. As someone who has dedicated my career to fostering health and well-being within organizations, I've seen this transformation firsthand. Leaders who embraced sleep, rest, time outdoors, relationship-building, and stress-reducing practices emerged as more present decision-makers—supporting their teams with deeper engagement, respect, and human connection. What were once 'nice-to-haves' became strategic assets. Grounding—also called earthing—is the practice of making direct physical contact with the Earth's surface, such as walking barefoot on grass, sand, or soil. It's based on the idea that the Earth carries a subtle electrical charge, and connecting to it may help neutralize free radicals, reduce inflammation, lower blood pressure, and regulate the nervous system. More than 22 peer-reviewed studies have explored its physiological benefits—from reduced stress and better sleep to improved circulation and immune function, to return the body to a more normal state of homeostasis. Modern life pulls us away from this natural connection. Synthetic footwear, concrete environments, excessive screen time, and technology overstimulation all create a kind of sensory and energetic isolation. Grounding offers a pathway back to equilibrium. Engaging directly with the Earth yields measurable physiological benefits, including reduced blood viscosity, improved heart rate variability (HRV), and more balanced cortisol levels. For executives, these aren't just wellness wins—they translate into stronger cardiovascular health, greater emotional resilience, and clearer decision-making under pressure. I experienced this firsthand after a health scare that changed everything. A few years ago, I stopped at an urgent care center thinking I was having an acid reflux issue. A quick blood test revealed I was, in fact, in the middle of a heart attack. I was rushed to the ER and told I had 90 minutes to live. I credit grounding—specifically sleeping grounded—with supporting my recovery and improving my blood viscosity, which saved my life. Dr. Stephen Sinatra, a respected cardiologist, was a pioneer in this area of research. I had no idea that attending his lecture 15 years ago would foreshadow our future collaboration—or my own health journey. Years later, I co-authored Get Grounded, Get Well with him. Grounding is also a powerful metaphor. Just as physical grounding brings balance to the body, emotional grounding brings steadiness to leadership. Self-awareness, emotional regulation, and alignment with core values enable leaders to remain calm in chaos and make decisions from a place of clarity. When I first heard the term 'grounding,' I thought it referred to what happened when you missed curfew as a teenager. As it turns out, the concept offers adults a much-needed timeout of their own: a moment to step back, reset, and reconnect. Whether you're a seasoned executive or rising leader, you're likely inundated with inputs—emails, dashboards, texts, alerts. In the push for output, we rarely address the overload on our inputs. Environments saturated with EMFs, Wi-Fi, and screen time compromise not just our clarity, but our physical and mental well-being. Grounding serves as a reset. It quiets mental chatter, calms the nervous system, and strengthens immune response. It also helps mitigate the effects of electromagnetic stress—something increasingly relevant in a hyperconnected world. Grounding gives leaders what they crave most: calm, focus, and access to intuition. You don't need elaborate tools or extended time to ground yourself. These free or low-effort practices can be integrated into your daily routine: Companies don't need massive wellness budgets to support this shift. Start with walking meetings, nature breaks, and quiet zones. A grounded culture begins at the top. As AI becomes increasingly embedded in our systems, the edge in leadership won't come from who processes data faster—it will come from who leads with greater presence, emotional depth, and intention. Grounded leaders show up fully. They guide with grace over speed. They prioritize human connection and lead with clarity in the midst of complexity. Stories—real ones—still matter. While we can't control the chaos around us, we can reconnect with what is real. By grounding ourselves—both literally and emotionally—we can stay true to humanity and lead from that place. It all starts with the Earth beneath our feet. Sharon Whiteley is a current member and former Board Director of C200. She is a veteran entrepreneur, grounding pioneer and founder of the first grounding footwear company, Pluggz, followed by co-founding Harmony783. She is currently founder and CEO of TRU47, a natural wellness brand known for scientifically proven pure silver imbued and woven products that support natural immunity and also EMF-shielding stylish apparel and bedding. A frequent speaker and co-author of Barefoot Wisdom and Get Grounded, Get Well, Sharon has spent decades innovating health-enhancing products. Her work has been recognized with numerous honors, including Ernst & Young's Regional Entrepreneur of the Year, SBA's Women's Entrepreneur of the Year, and Fast Company's Fast 50 Favorites. She was also honored by her alma mater, Skidmore College, with the Creative Thought Matters Award of Distinction for her contributions to enterprise innovation.
Forbes
20-05-2025
- Business
- Forbes
A CEO's Guide To Navigating Tariffs, Uncertainty And Opportunities
By C200 member Hannah Kain As 2025 unfolds, CEOs across industries are bracing for a turbulent year, and in the world of supply chain management, the stakes have never been higher. As the new year approached, I learned that 73% of CEOs identified tariffs as their primary concern for the year ahead. It's no surprise—supply chain-dependent CEOs and executives are constantly navigating unforeseen risks. The uncertainty surrounding geopolitics, tariffs, regulations, supplier stability, ESG commitments, staff, and, of course, costs, keeps many of us awake at night. Yet, simply worrying isn't enough. As someone who survives on strategic thinking, I've often found myself questioning: Am I worrying about the right things? Which issues demand my attention, and which ones can I manage more proactively? Risk management, in particular, has become a vital part of decision-making. But with so many potential pitfalls, how do you focus on the risks that truly matter? To cut through the noise, I've developed a simple methodology for evaluating risk, based on these key questions: Is this risk significant enough to warrant concern? What will the impact be—catastrophic disruption, or merely an added cost? Does it pose a strategic threat, or is it something I can absorb? Most importantly, can I influence the outcome, and will the mitigation strategies offer a reasonable return on investment? For example, a kneejerk reaction to tariffs might lead to overstocking inventory with little benefit. It's a classic case of overcompensating for a risk without fully understanding the long-term impact. By taking a more measured, data-driven approach, leaders can make informed decisions that avoid unnecessary costs while preparing for potential disruptions. Curious, I asked several of my friends in C200, a network of influential executive women, what they perceive boards are most concerned about today. One of the most enriching aspects of being part of this network is the opportunity to engage in high-level conversations that elevate strategic thinking and decision-making. One of my friends shared a powerful observation: if we worry too much about risk, we may miss out on valuable opportunities. In other words, excessive worry can cloud our judgment and prevent us from seizing opportunities. Ironically, this realization made me worry even more—that I may be focusing too much on managing risk and missing opportunities. CEOs, by nature, worry. It comes with the territory of making decisions that affect not just the business, but the lives of employees, customers, and stakeholders. Female CEOs often carry this burden more heavily. We care deeply about achieving results—but we also want to do so in a way that aligns with our values. Women are just as ambitious as men; we strive for success, but we also want to lead with empathy and collaboration. We don't want to trample others on our journey, but doing the right thing often requires balancing priorities, which adds another layer of complexity—or worry. This dual focus on achieving results while maintaining integrity requires constant recalibration. The challenge is knowing when to push forward and when to step back. Female CEOs often carry the weight of wanting to 'get it right,' which can lead to overthinking. But this awareness also brings strength, ensuring that decisions are made thoughtfully, considering both business outcomes and the human impact. As a result, many female CEOs find themselves in a cycle of reflection and worry—striving for business success without compromising their leadership values. It's a delicate balance that requires knowing when to act decisively and when to pause and reconsider, always with care and thoughtfulness. When I recently learned that CEOs often experience poorer mental health than the employees in their companies, I was surprised. CEOs are typically seen as mentally strong—perhaps even invincible—leading their organizations through uncertainty and disruption. Yet, this revelation didn't surprise me entirely. In my conversations with fellow CEOs, the weight of constant worry and decision-making is a shared experience. We all care deeply about the outcomes of our businesses, our employees, and our customers. But that level of care comes with a personal toll. So, how do successful CEOs manage this barrage of challenges? What tools do they rely on to not just survive, but thrive in such a demanding role? Uncertainty is an inevitable part of leadership, and CEOs are no strangers to navigating its complexities. During the pandemic, the most effective leaders honed their ability to guide their teams through unprecedented change. Those lessons in resilience and adaptability are more relevant today than ever before. As we move forward, we must recognize that while worry is a natural response to uncertainty, how we manage it defines our success. By focusing on what we can control, cultivating strong networks, and prioritizing our well-being, we can transform worry into a powerful driver of strategic growth, innovation, and long-term resilience. The key to thriving in this volatile environment lies not in avoiding worry, but in harnessing it to fuel better decision-making and stronger leadership. Hannah Kain is the Founder and CEO of ALOM, a global supply chain company that manages the physical, digital, and financial supply chains for clients worldwide. She serves on the boards of the National Association of Manufacturers, WBEC-Pacific, and the Women's Business Enterprise National Council (WBENC), where she is also Chair of the WBENC Forum. Hannah is the board chair of How Women Lead – Silicon Valley and a member of the Advisory Council for Heritage Bank of Commerce. She has been a C200 member since 2011.
Time of India
12-05-2025
- Automotive
- Time of India
Mercedes Benz hikes prices in India over rising forex rates
1 2 3 Kolkata: Mercedes-Benz has announced a price hike of up to 3% on models ranging from the C 200 to the Maybach S 680, citing the steep hike in forex rates since Jan that impacted the cost structure of imported cars and price hike will be effective in two phases, first from June 1 and again from Sept 1. The company hopes the staggered hike will allow customers the flexibility to plan their purchases to match their financial India managing director & CEO Santosh Iyer pointed out that forex rates increased by around 10% over the last four months, hiking the prices of components and CBU products. "MBI has continued to absorb this steep cost increase so far, it is now compelled to pass on minimal cost onto the market to offset the impact on operational expenses and maintain business sustainability. The company is passing only a marginal portion of the steep price increase to customers, as it continues to deepen localisation initiatives," Iyer the first phase, the price corrections will range from Rs 90,000 for a C-Class to Rs 12.2 lakh for the Mercedes-Maybach S 680. In the second phase, the price correction will be around 1.5%.The official further pointed out that services from Mercedes-Benz Financial Services, like reduced EMI and partial ownership via Star Agility, will ensure that the monthly EMI outflow for customers will remain largely unchanged despite the minimal price revision, thereby minimising the impact on their expenses. For models like the GLA and GLC, the EMI difference will be less than Rs 2, Mercedes-Benz has announced a price hike of up to 3% on models ranging from the C 200 to the Maybach S 680, citing the steep hike in forex rates since Jan that impacted the cost structure of imported cars and price hike will be effective in two phases, first from June 1 and again from Sept 1. The company hopes the staggered hike will allow customers the flexibility to plan their purchases to match their financial India managing director & CEO Santosh Iyer pointed out that forex rates increased by around 10% over the last four months, hiking the prices of components and CBU products. "MBI has continued to absorb this steep cost increase so far, it is now compelled to pass on minimal cost onto the market to offset the impact on operational expenses and maintain business sustainability. The company is passing only a marginal portion of the steep price increase to customers, as it continues to deepen localisation initiatives," Iyer the first phase, the price corrections will range from Rs 90,000 for a C-Class to Rs 12.2 lakh for the Mercedes-Maybach S 680. In the second phase, the price correction will be around 1.5%.The official further pointed out that services from Mercedes-Benz Financial Services, like reduced EMI and partial ownership via Star Agility, will ensure that the monthly EMI outflow for customers will remain largely unchanged despite the minimal price revision, thereby minimising the impact on their expenses. For models like the GLA and GLC, the EMI difference will be less than Rs 2,000.
Time of India
09-05-2025
- Automotive
- Time of India
Mercedes-Benz India plans two-phase price hike from June 2025
Mercedes-Benz India announced a two-stage price revision for its model range, effective June 1st and September 1st, 2025, due to a significant increase in forex rates since January 2025 impacting component and product costs. The staggered approach aims to provide customers with flexibility in planning their purchases, while the company absorbs a portion of the cost increase through increased localization efforts and offers financial solutions to minimize customer impact. The initial price increase will take effect on June 1st, 2025, with a further increase of up to 1.5per cent scheduled for September 1st, 2025. The luxury carmaker cited a steep increase in forex rates since January 2025 as the primary driver for the price adjustments. This increase has severely impacted the cost structure of components and products, particularly completely built-up units (CBUs). June Price hike The first phase of price revisions will take effect on June 1, 2025. Several models will see an increase in their ex-showroom prices. The C 200 will see an increase of ₹0.9 lakh, moving from ₹59.4 lakh to ₹60.3 lakh. The GLC 300 4MATIC will increase by ₹1.5 lakh, from ₹76.8 lakh to ₹78.3 lakh. The E 200 will see a price increase of ₹2.0 lakh, moving from ₹79.5 lakh to ₹81.5 lakh. The GLE 300d 4MATIC AMG Line will increase by ₹2.5 lakh, from ₹99.0 lakh to ₹101.5 lakh. The EQS SUV 450 4MATIC will see a price increase of ₹3.0 lakh, moving from ₹128.0 lakh to ₹131.0 lakh. The GLS 450 4MATIC will increase by ₹3.1 lakh, from ₹133.9 lakh to ₹137.0 lakh. The Maybach S 680 will experience the most significant price increase of ₹12.2 lakh, moving from ₹347.8 lakh to ₹360.0 lakh.
Time of India
09-05-2025
- Automotive
- Time of India
Mercedes-Benz India announces two-stage price revision for luxury models effective June and September 2025
Mercedes-Benz India announced a two-stage price revision for its model range, effective June 1st and September 1st, 2025, due to a significant increase in forex rates since January 2025 impacting component and product costs. The staggered approach aims to provide customers with flexibility in planning their purchases, while the company absorbs a portion of the cost increase through increased localization efforts and offers financial solutions to minimize customer impact. The initial price increase will take effect on June 1st, 2025, with a further increase of up to 1.5per cent scheduled for September 1st, 2025. The luxury carmaker cited a steep increase in forex rates since January 2025 as the primary driver for the price adjustments. This increase has severely impacted the cost structure of components and products, particularly completely built-up units (CBUs). June Price hike The first phase of price revisions will take effect on June 1, 2025. Several models will see an increase in their ex-showroom prices. The C 200 will see an increase of ₹0.9 lakh, moving from ₹59.4 lakh to ₹60.3 lakh. The GLC 300 4MATIC will increase by ₹1.5 lakh, from ₹76.8 lakh to ₹78.3 lakh. The E 200 will see a price increase of ₹2.0 lakh, moving from ₹79.5 lakh to ₹81.5 lakh. The GLE 300d 4MATIC AMG Line will increase by ₹2.5 lakh, from ₹99.0 lakh to ₹101.5 lakh. The EQS SUV 450 4MATIC will see a price increase of ₹3.0 lakh, moving from ₹128.0 lakh to ₹131.0 lakh. The GLS 450 4MATIC will increase by ₹3.1 lakh, from ₹133.9 lakh to ₹137.0 lakh. The Maybach S 680 will experience the most significant price increase of ₹12.2 lakh, moving from ₹347.8 lakh to ₹360.0 lakh.
