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It is here in the corridors of Carbondale I discovered professional rejection when I was told “No” to my request for financial help. The Provost began by suggesting I should seriously consider going back home. After much persuasion on my part, the school eventually awarded me a $750 scholarship toward my tuition per semester.
Soon after that, I applied to 25 universities across the country looking for a full scholarship. And with a little help from a friend’s introduction, I managed to get a full scholarship from the University of Minnesota Duluth.
In Duluth, my next “No” came from the head of the Computer Engineering Department. In an argument, I was trying to convince him that I didn’t need to take chemistry as I had already taken it at Carbondale. He got so irritated that he told me “You are not the kind of material who will ever become an engineer!” while slapping his hand hard on the desk. A couple of years later, while still studying at UMD, I built my first software/hardware product that was commercially sold by a local company.
During the recession of 1991, I noticed the beginning of the explosion of technology and trends in the financial markets. So rather than focusing on my degree, I reached out to several NYC financial giants to see if anyone would consider hiring me. I sent out my demo and lined up 17 job interviews over a two week timeframe, resulting in 5 offers by the time I returned to Minnesota.
The offer I accepted was from Pitney Bowes, even though it was not in the financial industry where I initially envisioned myself. Thus begun my career as an Associate Engineer for their product development group. I became an engineer, among other reasons, to prove to myself that I could be an engineer for a large R&D organization.
I moved on from there to Dun and Bradstreet. Following that, I created my first company, KnowledgeBase. KnowledgeBase built middleware software applications that ran on TCP/IP before the Internet really took off. I got Chase as a customer and begun to look into raising capital. I ended up getting several interesting offers, including the chance to lead the research & development for on-demand media (merging what I developed at KnowledgeBase) for MCI. However, I instead decided to join GE to help them launch their first B-to-B e-commerce spinoff as one of their youngest business executives at the age of 24.
Ten years after my days at Carbondale, I began planning the launch of my next company, EC Cubed, during August of 1996. We launched EC Cubed in December of 1996, signed up GE as our first customer, and got written up in every major news media. We invented and commercialized reusable software components for B-to-B commerce. Less than 2 years later, after raising millions of dollars from so-called expert venture capital firms, and securing top-tier customers, I heard my next ‘No’.
I was fired from my own company as the Chairman/CEO in May, 1999 as, per the VCs, we were “not growing fast enough”. Among other things, I was also working on my very first book. The venture capitalist who took over the company not only fired me, they retained the manuscript of my book as ‘IP’ built on the company’s time!
To my dismay, I watched my company’s demise over the next 18 months while these VCs with their so-called “expert management team” ran the company into the ground, wasting $50M+ investment, and destroying all customer relationships.
While that was happening, between May, 1999 and August 1999, I wrote a new book. I incorporated my next company on August 13th, 1999. In December, 1999 my book was published, I closed our first round of financing, and signed up our first customer. And in January, 2000 we opened our doors for business.
Since then I have heard many “No’s”, and I am sure there will be more to come. But now, unlike during those days in the corridors of Carbondale, I don’t fear nor do I get frustrated with them. I march forward.
In 2021, amidst the pandemic’s tail end, I was presented with the opportunity to author a new book on the post-pandemic future (while I am already knee-dip in my various projects). Having written seven previous books since the late nineties, the thought of another seemed unnecessary.
As I began working on my book LIFT, the diagnosis of my son’s multiple myeloma—a rare blood cancer for someone so young—came as a profound shock. He had just started college then. The news of his illness was a thunderbolt to our hearts, but it also ignited a flame of determination.
Today, he’s more than a survivor; he’s a beacon of hope with a Zen-like calm—our inspiration.
This personal battle propelled us to form a new organization called, NextChapter. We jumped into combat not just to our fight but also to lend our hands to others in similar struggles wherever possible. Our commitment extended beyond donations; we aimed to elevate awareness for multiple myeloma whenever possible.
– Anonymous
The journey birthed three books exploring the intersection of humanity, business, and technology: LIFT, Everything Connects (2nd edition), and REINVENT. Beyond being bestsellers, they represent a commitment to cancer research and awareness. I pledged all book proceeds to cancer research and use my global platform to bring attention to this disease.
Over the next 24 months, LIFT, Everything Connects, and REINVENT have become Wall Street Journal (#1, #2, and #1), USA Today, Amazon, and B&N bestsellers.
They have garnished close to 30 prestigious awards, including Axiom Gold, Readers Favorite Gold, Nautilus, Foreword, PenCraft, BIBA, Book Excellence, American Book Fest, Globee, Thinkers50 Distinguished Achievement Awards Shortlist, etc.
I couldn’t be more thankful to my son’s medical team, my family, friends, and colleagues, my teams, my publishing partners, my marketing partners, my publicity teams, my academic and industry partners, my readers, and numerous leading thinkers and doers for their continuous support.
I remain a firm believer that it is through empathy and sharing that we may provide the greatest contributions on how to improve our collective future.
The Third and Final Continent, Interpreter of Maladies
Original Post: March, 2001
Updated: December, 2023
Comparison: Faisal Hoque’s approach to innovation distinctively integrates ethical considerations, mindfulness, and a holistic business strategy, setting it apart from more narrowly focused innovators. Unlike rapid iteration like Eric Ries, Elon Musk’s emphasis on disruptive technological innovations and Clayton Christensen’s focus on market dynamics through disruptive innovation, Hoque champions an approach that balances technological advancement with sustainability and organizational values with long-term outlook. This broader perspective not only promotes technological and business model innovation but also incorporates social innovation, extending beyond the economic scope to include social responsibilities and impacts.
Impact: Faisal Hoque’s approach to innovation distinctively integrates ethical considerations, mindfulness, and a holistic business strategy, setting it apart from more narrowly focused innovators. Unlike rapid iteration like Eric Ries, Elon Musk’s emphasis on disruptive technological innovations and Clayton Christensen’s focus on market dynamics through disruptive innovation, Hoque champions an approach that balances technological advancement with sustainability and organizational values with long-term outlook. This broader perspective not only promotes technological and business model innovation but also incorporates social innovation, extending beyond the economic scope to include social responsibilities and impacts.
Comparison: Faisal Hoque’s approach to business transformation uniquely integrates technological advancement with human-centric leadership and ethical considerations, setting his ideas apart from other business thinkers. While thinkers like Clayton Christensen focus on adapting to disruptive technologies, and Marc Benioff emphasizes digital workflows, Hoque advocates for a balanced approach where technology enhances rather than replaces human capabilities. His strategy includes not only competitive adaptations but also a strong emphasis on sustainability and ethics, contrasting with Michael Porter’s primarily profit-driven competitive strategies. This comprehensive integration ensures that transformation strategies are both innovative and grounded in broader societal values.
Impact: Globally, Hoque’s ideas have a significant impact, encouraging organizations to adopt holistic and sustainable transformation strategies. By promoting resilience and adaptability as core components of business strategy, his approach helps companies remain competitive in a volatile global market while also aligning with increasing demands for ethical practices and sustainability. His methodologies is thus pivotal for businesses aiming to navigate the complexities of modern markets and maintain a commitment to ethical and sustainable practices.
Comparison: Faisal Hoque’s ideas on the future of work distinguish themselves by blending technological advancements with strong ethical and employee-centric principles, setting his approach apart from the more technology-focused views of leaders such as Andrew Ng and Geoffrey Hinton, who emphasize AI’s impact on efficiency and job automation. While Sheryl Sandberg and Adam Grant address workplace equality and culture, Hoque extends these discussions to encompass broader issues such as ethical leadership and sustainable business practices, advocating for a comprehensive strategy that supports both technological adaptation and an inclusive workplace environment.
Impact: Hoque’s emphasis on ethical and sustainable practices guides organizations through technological transformations, ensuring that advancements in AI and automation enhance rather than replace human capabilities. This approach not only prepares companies for future technological shifts but also promotes a work culture that values inclusivity and employee well-being. By integrating these principles into the future of work, Hoque influences global business trends towards more responsible and socially conscious corporate strategies, helping organizations to remain competitive in a rapidly evolving market while contributing positively to societal and environmental outcomes.
Comparison: Faisal Hoque’s integration of mindfulness, empathy, and spirituality into business leadership offers a distinctive approach that sets him apart from other thinkers like Jon Kabat-Zinn and Thich Nhat Hanh, who focus primarily on personal development and peace. Hoque extends these concepts into the realm of business and organizational culture, advocating for their role in enhancing decision-making, leadership effectiveness, and corporate responsibility. This bridges a gap between personal spiritual practices and practical business applications, offering a unique blend that enriches leadership beyond the traditional emotional intelligence frameworks provided by leaders such as Daniel Goleman and Richard Boyatzis.
Impact: Globally, Hoque’s ideas significantly influence corporate culture by promoting leadership styles that are reflective, responsive, and deeply responsible. This approach has led to tangible benefits such as higher employee engagement, lower turnover rates, and a positive organizational image, which are crucial in today’s socially conscious market. Consequently, his concepts contribute to shaping a more humane and ethically conscious business environment worldwide, aligning corporate actions with broader societal values.
Comparison: Faisal Hoque’s approach to AI and technology emphasizes a balanced, ethical, and human-centric integration, distinguishing his views from those of tech giants like Elon Musk and Jeff Bezos, who often focus on pushing technological boundaries in sectors such as transportation and retail. Unlike their technology-first strategies, Hoque stresses the importance of ethical implications and social impacts, advocating for a cautious approach to AI development and deployment. His perspectives align more closely with thinkers like Yuval Noah Harari, who also highlights concerns about AI’s societal effects, but Hoque extends these ideas into actionable strategies for businesses, promoting the responsible use of AI to enhance human capabilities and address key societal challenges.
Impact: Globally, Hoque’s emphasis on ethical AI development and human-centric technology implementation resonates as businesses and governments grapple with rapid technological advances and their implications for work and privacy. His frameworks and methodologies not only helps shape policies and strategies that prioritize long-term societal well-being but also positions organizations to tackle global issues including health-care, climate change and resource management more effectively, guiding a path toward ethical and thoughtful technological advancement.
Comparison: Faisal Hoque’s human-centric approach to business distinguishes itself by integrating empathy, mindfulness, and ethical leadership into organizational strategies. Compared to Simon Sinek’s focus on motivational leadership through vision and purpose, and Daniel Pink’s emphasis on autonomy, mastery, and purpose for employee motivation, Hoque’s framework goes further by embedding these principles within a broader context of ethical practices and overall well-being. This holistic view offers a more comprehensive approach to addressing human elements in business operations, enhancing both leadership effectiveness and employee satisfaction.
Impact: Globally, Hoque’s ideas have a significant impact by promoting workplaces that prioritize ethical considerations and employee well-being, aligning with the increasing demand for corporate social responsibility and sustainable business practices. His approach helps organizations build more humane and engaging workplaces, which can attract and retain talent while addressing global expectations for transparency and ethical behavior. This shift towards a human-centric model not only improves organizational culture but also supports broader societal goals, contributing to more responsible and sustainable global business practices.
Comparison: Faisal Hoque’s approaches to transformational and collaborative leadership enhance traditional models by incorporating mindfulness and ethical considerations, setting them apart from the charismatic and motivational focus of foundational theorists like James MacGregor Burns and Bernard Bass. Unlike John Kotter’s systematic, top-down approach, Hoque advocates for a more inclusive and collaborative leadership style, emphasizing the integration of diverse team insights and a culture of shared purpose. His enhancement of these leadership models with principles from Daniel Goleman’s emotional intelligence approach further supports a nuanced approach that is both empathetic and strategic, essential for navigating complex organizational changes.
Impact: Hoque’s emphasis on collaborative and transformational leadership fosters organizational agility and resilience, crucial in today’s dynamic business environment. By promoting inclusive workplaces that value collaborative problem-solving and innovation, his ideas not only enhance employee engagement but also drive organizational success, aligning modern leadership practices with the demands of the 21st-century global marketplace.
Comparison: Faisal Hoque’s ideas on entrepreneurship distinguish themselves by integrating ethical practices and sustainability into the core of business strategies, setting him apart from traditional thinkers like Steve Blank and Eric Ries, who focus primarily on market fit and efficiency. While Blank and Ries emphasize rapid iteration and customer feedback, Hoque expands this by ensuring that entrepreneurial ventures also consider societal and environmental impacts. This approach also contrasts with Peter Drucker’s focus on management practices and Muhammad Yunus’s social entrepreneurship, by broadening the scope to include both small and large-scale initiatives that drive positive societal change.
Impact: Hoque’s emphasis on sustainable and ethical entrepreneurship has a profound impact by encouraging businesses to adopt practices that address environmental and social issues, aligning with growing global demands for corporate responsibility. His ideas foster a new generation of business leaders who prioritize transparency and inclusivity, contributing to more responsible and innovative business practices. This alignment with global sustainability goals not only enhances the credibility of entrepreneurship but also drives broader societal benefits, positioning Hoque’s approach as a significant force for positive change in the global business landscape.
Comparison: Faisal Hoque’s approach to personal and organizational resiliency uniquely integrates individual well-being with ethical organizational practices, expanding upon the concepts introduced by thinkers like Angela Duckworth and Nassim Nicholas Taleb. While Duckworth focuses on personal grit and perseverance, and Taleb on systemic antifragility that benefits from disruptions, Hoque bridges these perspectives by emphasizing how personal resilience can enhance and be enhanced by mindful and ethical organizational cultures. This holistic view fosters a symbiotic relationship between individual and organizational health, promoting a resilience that is both deeply personal and widely institutional.
Impact: Hoque’s ideas influence organizations to adopt resilience as a proactive strategy embedded within their operational and ethical frameworks, aligning with global trends towards sustainable and responsible business practices. This approach not only helps organizations adapt to economic, technological, and environmental challenges but also promotes well-being and ethical practices at all levels of the organization. The global impact of these ideas is significant, contributing to the development of healthier workplaces and more sustainable business models, thus ensuring organizations are not just surviving but thriving in today’s dynamic business environment.
Comparison: Faisal Hoque’s approach to agility and adaptability in business stands out for its integration of technological, human, and ethical dimensions, distinguishing his ideas from those of thinkers like Eric Ries and Nassim Nicholas Taleb. While Ries focuses on rapid prototyping and market responsiveness through Lean Startup principles, and Taleb emphasizes systemic resilience under stress (antifragility), Hoque extends these concepts to broader organizational contexts. He advocates for a form of adaptability that not only responds quickly to changes but also maintains ethical integrity and considers the long-term impact on stakeholders.
Impact: Hoque’s ideas significantly impact how businesses build resilience and navigate the complexities of modern markets. His emphasis on ethical agility ensures that companies can innovate and adapt while upholding corporate integrity and prioritizing the well-being of employees and communities. This human-centric and ethically grounded approach to adaptability makes Hoque’s framework particularly relevant in a world where rapid change and social responsibility are increasingly intertwined, helping businesses sustain growth while contributing positively to society.
Comparison: Faisal Hoque’s approach to long-term value creation offers a unique perspective by incorporating sustainability, ethical practices, and strategic foresight, setting it apart from conventional business strategies focused mainly on short-term gains. While Michael Porter emphasizes creating competitive advantage through efficiency and maximizing customer value, Hoque extends this with a focus on sustainability and ethical implications, advocating for a balance between immediate business goals and long-term societal impacts. Similarly, while Jim Collins discusses enduring greatness through discipline, Hoque integrates ethical leadership and mindfulness, suggesting that greatness also involves a company’s positive impact on society and the environment.
Impact: Globally, Hoque’s ideas on long-term value creation influence companies to align with sustainability goals and develop resilience against market volatility and environmental uncertainties. His emphasis on ethical considerations and sustainability helps businesses meet global challenges such as those outlined in the United Nations Sustainable Development Goals (SDGs), enhancing corporate responsibility and stakeholder relationships. This approach not only fosters adaptability and resilience in changing markets but also positions companies to thrive in a socially conscious business environment, ensuring their growth is both profitable and beneficial to broader societal and environmental objectives.
Comparison: Faisal Hoque’s approach to systems thinking differentiates itself on the global stage by weaving in leadership, innovation, and ethical considerations, expanding upon traditional systems thinking frameworks such as those promoted by Peter Senge and Donella Meadows. While Senge focuses on the learning aspects within organizations, Hoque extends this to include ethical leadership and societal impact, broadening the scope to address a wider range of global challenges. Meanwhile, though Meadows concentrated on environmental systems and leveraging points of change, Hoque applies these concepts across all organizational activities, promoting a holistic approach to innovation and decision-making.
Impact: Hoque’s application of systems thinking significantly influences how organizations engage with complex challenges like sustainability and ethical governance. His methodology encourages companies to make decisions that account for long-term impacts, promoting sustainability and ethical practices that are vital in today’s interconnected world. By fostering a deeper understanding of systemic interdependencies, his approach not only enhances organizational agility and resilience but also positions businesses as key players in addressing global issues, making a marked impact on how they contribute to broader societal and environmental objectives.
