Duke Corporate Education
Sharmla Chetty has extensive experience in leadership and business operations. Sharmla is currently the Chief Executive Officer of Duke Corporate Education (Duke CE), where they oversee global markets and ensures alignment with the company's strategy. Sharmla's expertise lies in emerging markets, and they have deep local experience in various industries. Prior to their current role, they served as the President of Global Markets USA, UK, Europe, Africa, and Asia at Duke CE, where they collaborated with leaders to achieve measurable results. Before joining Duke CE, Sharmla held positions such as Global Managing Director for Europe & Africa and Regional Managing Director for Africa. Sharmla has also served as a Managing Director at different organizations. Apart from their roles at Duke CE, Sharmla has been a Board Member for the International Women's Forum of South Africa, a Member of the Board of Trustees at AVI Limited, and the Chairperson of the Share Scheme Trust at Boston Consulting Group (BCG). Sharmla was also a Board Member at Bigen Africa. Earlier in their career, Sharmla was the Head of Human Capital Development at Nedbank, where they worked extensively with HR practices and processes.
Sharmla Chetty earned a Masters Certificate in Training and Development from the University of Johannesburg between 1999 and 2004. Sharmla also completed a Master of Business Administration (M.B.A.) with a specialization in MBA from Henley Business School. Additionally, they pursued a Master of Management in the field of Business and Executive Coaching at the University of the Witwatersrand.
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Duke Corporate Education
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Leaders are the greatest levers for winning in an unpredictable world. They create the conditions for success with customers, employees, stakeholders and society. Duke CE's purpose is to help these leaders get ready for what’s next in the midst of uncertainty. We primarily do this through our custom leadership programs, consistently ranked at the top by the Financial Times and Business Week. Previous experiences, right answers and new content are insufficient in addressing today’s challenges. In some instances, these may actually be counter-productive. Leaders need to have the capacity to understand context and how things work systematically. To do this effectively requires more than simply closing knowledge gaps. It requires a more fundamental reorientation and re-wiring to be successful.