MIDDLE EAST & AFRICA EDITION MAY 20 19
Healthcare undergoes technology transformation
Advisian Digital DISRUPTION TO STAY COMPETITIVE
Chalhoub Group
Where tourism meets business
TOP 10
City Focus
Tallest buildings in the Middle East
ACCELERATING OPERATIONS THROUGH TECHNOLOGY TRANSFORMATION Iyad Rahme on how the leading retail business has optimised its HR function
FOREWORD
W
elcome to the May edition of
month, we spoke with Tony Nitchov,
Business Chief Middle East
Managing Director of Advisian
& Africa!
Digital’s Global Services operations,
In this month’s issue, Business
to find out how the firm is negotiating
Chief spoke with Chalhoub Group
digital disruption in the Middle
about its major digital transformation
Eastern market. “It presents many
in the retail industry. Head
advantages and challenges for
of HR Technology, Iyad
organisations operating in
Rahme, discusses
the region,” says Nitchov.
the digital platforms
“If we consider digital,
implemented across
there is an immense
the company. “We are
enthusiasm for
always scouting for new technologies that
Iyad Rahme, Chalhoub Group
companies to embrace digital technologies
can simplify our processes
across all market
and provide our current and
segments, from oil and gas
future employees with a seamless experience,” says Rahme. Additionally, we interviewed
operators to consumers.” Elsewhere in the magazine, we look at what Dubai offers from a
Bashar Balish, CIO of the strategic
business and tourism perspective
partnership between Cerner and the
and also count down the tallest
UAE Ministry of Health, to discuss
buildings in the Middle East.
the journey to embracing digital in the healthcare sector. In our leadership feature this
m i d dle ea st .busines s chief. co m
Enjoy the issue! Sean Galea-Pace. sean.galea-pace@bizclikmedia.com
a fri c a .busi ne ssc hief. com
03
MEA EDITION EDITOR IN CHIEF
SEAN GALEA–PACE MANAGING EDITOR
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CONTENTS
CHALHOUB GROUP
leveraging on technology transformation in retail
10 24
Advisian Digital
34
ACHIEVING GROWTH THROUGH A DIGITAL TRANSFORMATION IN THE MIDDLE EAST
MAKING THE CASE FOR CYBERSECURITY INVESTMENT
42 How to win the war for skilled talent
54
64
D BAI U DUBAI City Focus
Bringing greener cities to life through connectivity and innovation
74 TOP 10
Tallest buildings in the Middle East
88 Cerner’s
DIGITAL TRANSFORMATION OF POPULATION HEALTH
Covering every angle in the digital age The Business Chief platforms offer insight on the trends influencing C and V-level executives, telling the stories that matter
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w w w.bu si nessch ief.com
10
M AY 2 0 1 9
CHALHOUB GROUP
leveraging on technology transformation in retail WRITTEN BY
SEAN GALEA-PACE PRODUCED BY
K ANE WELLER
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CHALHOUB GROUP
Iyad Rahmeh, Head of HR Technology at Chalhoub Group, discusses how his company’s digital transformation is impacting its HR function with impressive results
A
s technology disrupts the operations of businesses worldwide,
Chalhoub Group is in the process of under12
going a major digital transformation in the retail industry. Their aim is to achieve their North Star Vision to become a hybrid retailer bringing luxury experiences to the fingertips of customers everywhere. Overseeing the human resources (HR) technology department at Chalhoub is Iyad Rahme. “Our Group is going through a major transformation which started from within,” explains Rahmeh. “We don’t just want to give the best experience to our external customers, we also aim to enable our employees with the necessary tools that help them focus better on their stakeholders. In terms of HR, our customers are also our employees and we make sure to keep them at the heart of everything that we do.” M AY 2 0 1 9
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CHALHOUB GROUP
“We are always scouting for new technologies that can simplify our processes and provide our current and future employees with a seamless experience” — Iyad Rahme, Head of HR Technology, Chalhoub Group
14
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CLICK TO WATCH : ‘THIS IS THE CHALHOUB GREENHOUSE!’ 15
IMPLEMENTING DIGITAL PLATFORMS
why this mobile app was necessary
During the past year, Chalhoub Group
and been so successful.”
HR has implemented eight digital
With the aim of introducing a smooth
platforms, including a new social
interface between employees and HR
media platform for all its employees.
at the forefront of Chalhoub Group’s
“Last year, we launched our employee
plans, the firm implemented SAP
mobile app,” says Rahmeh. “It’s a
SuccessFactors solutions to acceler-
Beekeeper SaaS solution with the aim
ate its technological capabilities. “Most
of connecting colleagues wherever
of our HR processes have become
they are and help them communicate
digital; our talent acquisition, perfor-
and collaborate to share knowledge
mance management, learning manage-
and expertise. We are a retail and
ment because going digital enables us
distribution business with 70-80% of
to track each employee’s progression
our taskforce being mobile, which is
and development” says Rahmeh. “We
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CHALHOUB GROUP
“Technology is there to help us and not replace us” — Iyad Rahme, Head of HR Technology, Chalhoub Group
16
are always scouting for new technolo-
upgrade its services. “We’re always
gies that can simplify our processes
looking at ways to gather data as the
and provide our current and future
more data we have, the more we can
employees with a seamless experi-
ensure we are taking the right approach
ence. We recently launched our first
and base our strategy on solid grounds”
ChatBot, in collaboration with Easy
explains Rahmeh. Chalhoub Group
Recrue, called TIM (Talent Interactive
recently introduced Qualtrics — an
Matchmaker) to help candidates apply
experience management platform
for a position on our career website.
allowing them to survey every
We also introduced a pre-recorded
interaction people experience within
video and live interviews to be able to
the Group to spot opportunities for
reach talents at all times.”
improvement. “We gather data at every
Operating with a data-driven approach,
touch point we have with our current
Chalhoub Group leverages on data to
or future employees,” he says. “It starts
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E XE CU T I VE PRO FI LE
Iyad Rahme Iyad Rahme is the Head of HR Technology at Chalhoub Group. In his role, Iyad scouts for HR digital platforms and manages their implementations and support. In 2018, together with the Head of Competence Centers of the Group, Iyad successfully implemented eight digital platforms including an employee mobile app, a Chatbot and an employee engagement and surveying tool. Iyad studied Economics at Saint Joseph University in Beirut and kicked off his career in HR as a recruiter at one of the banks in Beirut. He moved to Dubai to work in Rewards for Chalhoub Group and was part of the implementation team of SAP SuccessFactors.
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CHALHOUB GROUP
1955
Year founded
12,000+
Approximate number of employees
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a f r ic a . b u s in e s s c hie f. c o m
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from their initial experience of applying
our business to the next level,” says
for a role within the Group up until their
Rahmeh. “We don’t want to introduce
offboarding experiences.”
a new digital platform for the sake of having lots of different platforms. Our
INTRODUCING THE RIGHT TECHNOLOGY
aim is to make sure to facilitate and
With technology having an increased
simplify our way of doing business –
impact on businesses and its influence
therefore, we ensure to partner with
showing no signs of slowing, Rahmeh
our employees and businesses before
understands the importance of
initiating any digital platform.”
introducing processes which will enable
“One of our guiding principles at
the company to accelerate operations
Chalhoub Group is to collaborate
without rolling out technology for the
with startups as they benefit from our
sake of it. “It’s important that we imple-
expertise in the market and allow us a
ment the right technology that will take
lot of flexibility due to their enthusiasm
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“Most of our HR processes have become digital; our talent acquisition, performance management, learning management because going digital enables us to track each employee’s progression and development” — Iyad Rahme, Head of HR Technology, Chalhoub Group mid dl e e a s t . b u s in e s s c hie f. c o m
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CHALHOUB GROUP
22
“It’s important that we implement the right technology that will take our business to the next level” — Iyad Rahme, Head of HR Technology, Chalhoub Group
and eagerness for new challenges.
countries, Rahmeh looks at how the
It’s much easier for us to work with
Group can remain sustainable moving
them because they are flexible, fast
forward. “It’s important for us to keep
and agile and this embodies our work
searching, learning and innovating.
principles perfectly.”
We have to stay on the move and be
Having achieved substantial growth
agile in order to achieve our North Star
over the past few years which has seen
Vision,” explains Rahmeh. “It is key
the Group’s workforce reach over
for us to be fierce, to keep up with
12,000 team members in nine different
technology and the changing environ-
M AY 2 0 1 9
23
ment that we live in. Technology is
Rahmeh. “It’s important to keep
there to help us and not replace us.”
enhancing, developing and looking for
Looking to the future, Rahmeh has
better solutions because it’s the only
clear ideas in mind on how the Group
way we can keep moving forward and
can continue to achieve success. “We
differentiating ourselves from others
can’t stop here — we have to keep
to achieve our goal of becoming the
enhancing our services. Last year we
employer of choice.”
implemented eight digital platforms, this year we might bring in ten,” says mid dl e e a s t . b u s in e s s c hie f. c o m
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LEADERSHIP
Advisian Digital
ACHIEVING GROWTH THROUGH A DIGITAL TRANSFORMATION IN THE MIDDLE EAST 24
Business Chief speaks to Managing Director of Advisian Digital’s Global Services operations, Tony Nitchov, about the importance on digital disruption in the Middle Eastern market WRITTEN BY
M AY 2 0 1 9
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LEADERSHIP
W
ith technology having a major impact on the
way companies conduct their business, it has become vital for firms to adapt to the
latest trends in order to differentiate themselves
from rivals. Managing Director of Advisian Digital’s Global Services operations, Tony Nitchov, believes that the challenge of digitalisation in the Middle East has caused numerous obstacles for companies to overcome in the region. “The Middle Eastern market presents many advantages and challenges for organisations operating in the region. If we consider digital, there is an immense enthusiasm for 26
companies to embrace digital technologies across all market segments, from oil and gas operators to consumers,” says Nitchov. “Digitalisation, supported by a capable digital labour market, is a key part of these nationalism undertakings. The ability to move local labour from administrative-type work to more complex value-adding roles can come from digital technology adoption. The challenge, however, is the accessibility to a digitally skilled local labour force is limited, which constrains the ability of organisations to develop talent locally.” As the global consulting arm of the WorleyParsons Group, Advisian Digital helps to advise clients in the hydrocarbons, infrastructure, minerals, metals and chemicals sectors. The company provides services and solutions with a primary focus in the energy, oil and gas industries in 45 different countries. M AY 2 0 1 9
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“ I F WE CONSIDER DIGITAL, THERE IS AN IMMENSE ENTHUSIASM FOR COMPANIES TO EMBRACE DIGITAL TECHNOLOGIES ACROSS ALL MARKET SEGMENTS, FROM OIL AND GAS OPERATORS TO CONSUMERS” — Tony Nitchov, Managing Director, Global Services, Advisian Digital mid dl e e a s t . b u s in e s s c hie f. c o m
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LEADERSHIP
Advisian has developed a variety of digital solutions that address a wide range of problems such as data collation, integrity and remediation platforms ranging to sensor integration and machine learning. Having joined Advisian in 2017, Nitchov is based in Melbourne and is responsible for overseeing an experienced team. “Joining Advisian Digital with a strong technical background and deep domain knowledge in business operations and project delivery, I’ve always been appreciative of various clients’ operations and the drivers for their success. I have been
28
blessed with interesting and dynamic roles which supported my development,” explains Nitchov. “With digital advances evolving so quickly, being a member of Advisian Digital where we continually develop, partner, deploy and innovate digital solutions, my past experiences afford me the ability to recognise and help clients understand how our digital solutions can improve their operations.”
EMBRACING TECHNOLOGY By operating as a company that provides digital solutions designed to help its customers’ businesses grow in an everincreasing technological world, Nitchov M AY 2 0 1 9
CLICK TO WATCH : ‘OUR STORY – ADVISIAN DIGITAL’ 29 believes Advisian ensures it meets its
fit-for-purpose digital strategies to
customers’ demands by understanding
improve efficiency. With our strong
their needs and requirements. “As digi-
WorleyParsons delivery heritage
tal technology, data and capability have
across all sectors and markets;
continued to grow at ever-increasing
we lead from experience. Not many
rates, the oil and gas sector has faced
organisations can say that.”
pressures to reduce budgets and
With the importance of standing out
increase revenues due to the industry
from other companies vital to achieving
downturn. Therefore, our clients
continued success, Nitchov affirms
expect innovation to drive efficiencies
that Advisian Digital’s ability to enable
and to facilitate new opportunities.
digital has allowed the firm to differenti-
We support our clients to navigate the
ate its offering from its rivals. “Our
digital landscape by being ahead of the
differentiator is that we are not just
curve, assessing and trialling cutting-
defining digital but enabling it – offering
edge technologies and implementing
real value to organisations,” he explains.
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“Our deep domain expertise from our heritage WorleyParsons business and our understanding of delivering engineering, procurement and construction projects across all industry sectors, in combination with our global reach, enable us to predict, initiate and implement new innovations and improve existing practices. We understand the ’what’ and ‘why’ of digital and through our engagement, we can advise and direct the ‘how’ to make it happen.” 30
MAINTAINING SUCCESS Advisian Digital is currently involved in a number of projects that include a variety of different technologies and solutions, such as continuing its work as a leader in the field of additive manufacturing, asset performance manufacturing and the implementation of Requis – a digital supply chain e-commerce platform designed for enterprises. “We’ve recently engaged with a major oil and gas operator to use our latest 3D metal printing technology to re-design the way heat exchanger components are manufactured. In doing so, it is anticipated that the M AY 2 0 1 9
“ M Y PAST EXPERIENCES AFFORD ME THE ABILITY TO RECOGNISE AND HELP CLIENTS UNDERSTAND HOW OUR DIGITAL SOLUTIONS CAN IMPROVE THEIR OPERATIONS” — Tony Nitchov, Managing Director, Global Services, Advisian Digital
operational efficiency will improve when compared to traditional manufacturing techniques. We can design and build equipment that traditional tools and manufacturing processes couldn’t have previously done before,” explains Nitchov. “Equipment surplus is capital inefficient so Requis allows operators and businesses to unlock new streams of revenue by selling excess material online. The Requis marketplace user base is growing by more than 10% month-on-month and it has demonstrated clear benefits to energy asset operators.” In order to achieve mutual gain, it has become important that companies form strategic partnerships to maintain success. With technology evolving on a consistent basis, Advisian Digital has established key partnerships with Aurora Labs, which provides a pre-eminent metal 3S printing enterprise called AdditiveNow, and SaltGrid. Nitchov believes these key partnerships have been critical to ensuring his company maintains its position as a leader in the field. “AdditiveNow marks a technological partnership that revolutionises spare mid dl e e a s t . b u s in e s s c hie f. c o m
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LEADERSHIP
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“ W ITH THE DIGITAL SPHERE EVOLVING SO RAPIDLY, MANY TRENDS ARE FORMING. CLOUD STORAGE AND PROCESSING IS SUPPORTING BET TER USE OF DATA WITH INCREASED PROCESSING POWER” — Tony Nitchov, Managing Director, Global Services, Advisian Digital
parts manufacturing for energy and
highest risk. SaltGrid uses predictive
resource operators by combining the
analytics to uncover patterns and
deep technological expertise of Aurora
trends to predict outcomes before they
Labs with the demonstrated energy,
occur. This enables organisations to
resources and infrastructure engineer-
implement targeted pre-emptive ac-
ing experience of Advisian Digital,”
tions to improve the way they work and
says Nitchov. “SaltGrid helps organisa-
hopefully reduce incidents.”
tions minimise health, safety and envi-
With the future of technology con-
ronmental incidents by leveraging
tinuously transforming, all companies
machine learning and artificial intel-
must continue to adapt
ligence to accurately forecast areas of
to change. Nitchov believes the future
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is bright for Advisian Digital and will
vate servers with limited adaptability
ensure it continues to adapt to the lat-
are well behind us. This processing
est trends in the industry. “With
power brings back data analytics,
the digital sphere evolving so rapidly,
mental automation, mental augmenta-
many trends are forming with some
tion and physical automation to an ex-
quicker than others. Cloud storage and
citing stage of revolution. The future
processing is supporting better use of
really excites us.”
data with increased processing power effectively on tap,” he says. “When you consider the cost of processing is continuously falling, then the days of primid dl e e a s t . b u s in e s s c hie f. c o m
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TECHNOLOGY
MAKING THE CASE FOR CYBERSECURITY INVESTMENT 34
Spencer Young, Regional Vice President EMEA at Cybersecurity leader Imperva explores how businesses need to take decisive action and address today’s complex cybersecurity threats WRITTEN BY
SPENCER YOUNG
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2
018 turned out to be a significant
year for cybersecurity with breaches and attacks making
formal cybersecurity policies in place. While this discrepancy is worrying, it shines the spotlight on why business
the news far too often. In fact, a recent
leaders are yet to fully embrace the
report released by the Department
value of cybersecurity.
for Digital, Culture, Media and Sport
Although we’re in the era of digital
revealed that over four in ten businesses
transformation, many organisations
(43%) in the UK experienced a
are looking for guaranteed returns
cybersecurity breach or attack last year.
from their technology investments.
The same report goes on to highlight
Therein lies the problem – with
that despite the growing number of
increasingly tight budgets, senior
cybersecurity threats and attacks fewer
leaders view of cybersecurity systems
than three in ten businesses (27%) have
is currently framed as insurance. So,
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“ALTHOUGH WE’RE IN THE ERA OF DIGITAL TRANSFORMATION, MANY ORGANISATIONS ARE LOOKING FOR GUARANTEED RETURNS FROM THEIR TECHNOLOGY INVESTMENTS. THEREIN LIES THE PROBLEM” — Spencer Young, Regional Vice President, EMEA at Imperva
how do we shift this mindset so that
required to prepare for these new
senior leaders can better understand
compliance landscapes, they are
that the value of protecting business
putting security strategy decisions at
critical data extends far beyond just
the top of the priority pile of boards
covering your assets?
and exec teams. Board members, in particular, are
CYBERSECURITY AND THE BOARD
responsible for establishing good
In recent months, we’ve seen the
governance practices and policies for
introduction of new regulations such
driving better financial performance
as the EU’s GDPR, as well as
and growth. For this reason, it is vital
constantly shifting privacy laws in
that they have a comprehensive view of
nearly every geography. While there
their organisation’s cybersecurity
are considerable levels of effort
strategy, and the required level of
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TECHNOLOGY
38
“ A RECENT REPORT RELEASED BY THE DEPARTMENT FOR DIGITAL, CULTURE, MEDIA AND SPORT REVEALED THAT OVER FOUR IN 10 BUSINESSES (43%) IN THE UK EXPERIENCED A CYBERSECURITY BREACH OR ATTACK LAST YEAR” — Spencer Young, Regional Vice President, EMEA at Imperva
investment for buying down their risk. Where cybersecurity may have previously been considered one subset of operational IT, a cursory glance over the press clippings in recent years will have alerted them to the real challenge. A growing number of business leaders are awakening to the fact that a data breach is all but inevitable. What they need to know is, how they can limit the scope of damage from a data breach with the right level of investment.
STEP 1: MAKING THE CASE TO SENIOR LEADERSHIP As the levels of liability for failing to govern risk and protect critical data are transferred from the IT department to senior leadership, these leaders need a quantified measurement of risks including:
• Compromised customer data • Diminished brand and reputation • Loss of investor and consumer confidence and loyalty
• Stolen sensitive intellectual property • Compliance and regulatory sanctions • Business disruptions M AY 2 0 1 9
CLICK TO WATCH : ‘MEET THE NEW IMPERVA – DEFENDING YOUR BUSINESS GROWTH TODAY AND TOMORROW’
STEP 2: ASSESSING THE CURRENT SITUATION
The next step requires you to conduct a
Once these risks are quantified, due
thorough inspection of your current
diligence will require leaders to
security posture.
assess the steps their partners and
STEP 3: DO A COMPLETE AUDIT
This involves understanding where
competitors are taking to avoid
your critical data currently resides, who
exposure. Relationships with
requires access to it and more critically,
technology suppliers and lenders then
who actually has access to it.
become less transactional, and more
While it’s a drum we beat perpetually at
of a long-term advisory partnership,
Imperva, many leaders don’t understand
as they’re best placed to provide
the risks of a potential data breach by
advice on the current trends within
careless, compromised, and malicious
your marketplace.
insiders. Not all data assets carry the
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TECHNOLOGY
same level of risk, and not every employee should be given carte blanche access to all organisational data. While this may be time-consuming, leaving no stone unturned at this stage of the audit will give you a clear understanding of where your security measures stand currently and benefit you greatly in the long run.
FINAL STEP: DETERMINE THE RIGHT INVESTMENT FOR YOUR BUSINESS By appraising your data assets in 40
terms of their value and risk, you can then begin targeting your investments towards timely threat detection and incident response. No matter the time and effort invested, it is important to remember that data breaches are inevitable. Framing this approach as a risk/ reward equation and using a tiered security approach ensures that your organisation can protect high-value targets that would cause significant harm if they were compromised. At the very least, senior leaders need to be made aware of the growing threat they face every day from external cyberattacks and internal data M AY 2 0 1 9
“A GROWING NUMBER OF BUSINESS LEADERS ARE AWAKENING TO THE FACT THAT A DATA BREACH IS ALL BUT INEVITABLE” — Spencer Young, Regional Vice President, EMEA at Imperva
41 breaches. A single breach has the potential to irreparably damage the financial condition of even the most successful business, and ruin the careers of those leaders involved. Rather than packaging your cybersecurity spending rationale within IT investments, these really need to be highlighted as a high-level risk mitigation strategy.
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PEOPLE
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How to win the war for skilled talent THE SKILLS GAP IS OFTEN CITED AS ONE OF THE BIGGEST OBSTACLES FACING BUSINESSES TODAY. ARE YOU READY TO BEAT IT? WRITTEN BY
M AY 2 0 1 9
LAURA MULLAN
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PEOPLE
T
hanks to technology, the way we work is set to change forever. You need only look at the impact of driverless
cars to see just how disruptive the next generation of technology will be. In fact, accord-
ing to a McKinsey Global Institute report, as many as 375mn workers (or 14% of the global workforce) might need to switch occupation categories because of digitisation, automation and artificial intelligence (AI). It’s a mammoth shift for workers, but it’ll impact business too. Tomorrow’s business leaders will need more 44
analytical, digital-savvy skills than ever before if they want to keep up with the blistering pace of digital transformation – but will companies be able to find these skills? Research by the Korn Ferry Institute forecasts that the existing talent shortage will reach its worst levels in 2030, whereby an expected 85.2mn job openings will go unfulfilled worldwide. In previous decades, the ‘war for talent’ dominated the headlines, but looking forward it seems that it will be the skills gap that will define the business agenda.
AN ANALYTICAL MIND Many tout data as ‘the new oil’, and as a result, data literacy has quickly become a highlycoveted skill for today’s business leaders. M AY 2 0 1 9
“We paired legacy employees with millennials and this helps to break down the paradigms you develop over decades of business. It makes the business open to new ideas” — Dayne Turbitt, Senior Vice President of Dell EMC’s Enterprise Sales Division
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PEOPLE
Gartner has even gone as far as to
exclusive interview with Gigabit, CEO
predict that, by 2020, 80% of organisa-
Adam Selipsky, said: “Recent estimates
tions will have to start to roll out data
from the IBC suggest that between
literacy initiatives to upskill their work-
now and 2025, the amount of data in
force. One such company, powering
the world that’s subject to analysis is
ahead with such training is data visuali-
going to grow 50-fold. I think a lot of
sation giant, Tableau Software. The firm
organisations are just going to get
recently launched Academics, a progr-
crushed under the weight of that data
amme that has helped around 680,000
whilst many others are going to see
students and faculties use Tableau’s
brand new opportunities to develop
software, and on top of this, it has also
insights and make better decisions
partnered with British training partner
based on all of that data. Regardless
AVADO to launch apprenticeships and
of whether your organisation sees data
training programmes in the UK. In an
as a problem or an opportunity, there’s
46
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CLICK TO WATCH : ‘THE HIDDEN WOMEN OF STEM – ALEXIS SCOTT – TED X, MOUNTAIN VIEW COLLEGE’ 47 an urgent need for analytical capabilities to deal with it, and again, to make better decisions faster.”
DIVERSITY MATTERS It’s no secret that many businesses have a diversity problem. In fact, according to stark research conducted by INvolve, more people called David and Steve lead FTSE 100 companies than women and ethnic minorities. Diversity matters but recent research shows that it also pays: in a 2015 study, McKinsey found that companies in the top quartile for gender or racial and ethnic mid dl e e a s t . b u s in e s s c hie f. c o m
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PEOPLE
“We need to increase the pipeline of women in STEM and that starts with education” — Neelam Sandhu, Senior Director of Business Operations, Office of the CEO at BlackBerry
48
diversity are more likely to have financial
think that’s changing. For example, we
returns above their national industry
can see that two leaders of General
medians. Bringing a broad range of per-
Motors – the CEO and the CFO – are
spectives, diversity is a critical asset for
both women.” Another hurdle lies in
businesses looking to address the talent
education. “We need to increase the
gap. For Neelam Sandhu, Senior Director
pipeline of women in STEM and that
of Business Operations, Office of the
starts with education,” adds Sandhu.
CEO at BlackBerry, one of the biggest
“We need to work on creating an
hurdles lie in the lack of female role
environment where women feel comfor-
models in male-dominated fields.
table learning STEM topics. Not only is
“Women don’t have those same role
the professional environment male-dom-
models or examples as men to look up
inated, but the education environment
to or emulate,” she observes. “But I do
is too. So, creating that environment
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or community where women feel
whereby it pairs more seasoned
comfortable in STEM is important.”
employees with new graduates to encourage cross-generational peer-
REVERSE ENGINEERING
to-peer training. “I think it’s been
Any CIO will admit that digital transfor-
a huge learning curve for us,” says
mation isn’t just about new gadgets
Dayne Turbitt, Senior Vice President
and technologies, it’s also about the
of Dell EMC’s Enterprise Sales
people. At its annual Dell Tech forum,
Division. “We paired legacy employ-
for example, Dell Technologies singled
ees with millennials and this helps
out workforce transformation as a cru-
to break down the paradigms you
cial stand of any digital disruption
develop over decades of business. It
programme. Within the firm, Dell Tech-
makes the business open to new
nologies has implemented what it
ideas, it fosters a new culture of inno-
describes as ‘reverse engineering’,
vation. We’ve done some amazing
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things in the past year and it’s down to this speed of innovation.”
PROCUREMENT VALUE Many procurement professionals will tell you that their job is no longer a support function, it’s a business driver. With procurement now at the fore of many business strategies, skilled workers in this field are in high demand. The Chartered Institute of Procurement & Supply (CIPS) has played a pivotal role in the professionalisation of procurement across the M AY 2 0 1 9
world, offering a range of highly-valued training courses. Sam Achampong, Regional Head & General Manager of CIPS MENA, believes that this is crucial to the upskilling of the procurement field. “We work very closely with companies to create a licensed procurement function whereby everyone in their procurement team is qualified to do procurement. We have created the infrastructure to make qualifications available through an increased number of study centres, universities and accredited degrees. For people, we have also set up a number of professional networks that support these people so that they can continue to share knowledge.” Achampong also underlines the importance of working with local communities, noting: “The key thing is for us to be working with local people in this region, so we’ve worked very hard with the prominent local organisations to make sure that we are helping the capability development of Middle East locals to get credible procurement qualifications and skills.”
PEOPLE POWER Looking forward, it’s clear that if you want to build the workforce of the mid dl e e a s t . b u s in e s s c hie f. c o m
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PEOPLE
“We should never underestimate the power and need of human interaction” — Johan Reventberg, President EMEA at JDA Software
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future you need to act proactively.
survey, McKinsey pointed out that
Business leaders should be vigilant
75% of executives were optimistic that
about workforce gaps and be aware
reskilling and training would help to fill
of the skills needed in the future. They
at least half of their talent needs. Amid
should also create a robust plan to
the war for talent and hiring difficul-
hire, upskill and contract the right
ties, businesses need to be productive
skills and be sure to establish a dedi-
if they want to tackle the challenge of
cated cross-functional team, with
skills and training. It may be easy to
a forward-thinking HR team. In a recent
get caught up in talk of digital disrup-
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tion or supply chain transformation
people behind. If people get left behind,
but without the people behind it, it’s
they will then be a threat to themselves
near impossible.
and to the companies because they’re
“We should never underestimate the
not going to keep pace with the company.
power and need of human interaction,”
If we don’t train our people, we’re not
agrees Johan Reventberg, President
enabling the workforce of the future.”
EMEA at JDA Software. “The risk is that if your company doesn’t educate and train your workforce, you will leave the mid dl e e a s t . b u s in e s s c hie f. c o m
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S U S TA I N A B I L I T Y
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Bringing greener cities to life through connectivity and innovation Hosting half the world’s population on 2% of the planet’s surface poses a unique set of challenges, says Mike Hughes, Zone President UK and Ireland, Schneider Electric WRITTEN BY
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MIKE HUGHES
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Deloitte’s headquarters, The Edge Building in Amsterdam mid dl e e a s t . b u s in e s s c hie f. c o m
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S U S TA I N A B I L I T Y
T
ackling climate change and
population is expected to grow by over
creating sustainable cities in the
1bn people over the next thirteen years,
face of rapid population growth,
reaching 8.6bn in 2030.
ageing infrastructure and the
Meanwhile, the increasingly digital,
pace of technological change has
connected and electric nature of our
never been more important. Cities
lives means that we each as individuals
make up 2% of the world’s surface
have greater energy needs than ever
but house more than half of the world’s
before. Is this pace of growth sustain-
population and consume 75% of
able for urban centres and cities like
energy resources. By 2030, urban areas
London or Paris, let alone megacities?
are projected to host 60% of people
The answer is yes, but only if we make
globally. Very soon, one in every three
our cities ‘smarter’.
people will live in cities with at least half a million inhabitants, as the world’s 56
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Incorporating renewables into our energy mix is a vital part of reducing
our environmental impact, but their potential is being wasted by our inefficient use of that energy. Modern technologies, smart sensors and services that can help us identify and tackle energy waste can and must help to improve cities’ efficiency, sustainability, and resilience. For any city, going ‘smart’ can be difficult. The sheer size and complexity involved in building a truly integrated
“ Creating sustainable cities means creating smart cities, powered by clean energy that is responsibly consumed and saved” — Mike Hughes, Zone President UK & Ireland, Schneider Electric
and sustainable smart city is difficult to comprehend. In India, Schneider Electric is helping to build Naya Raipur, 57
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“ The only way we will tackle climate change and create cities fit for the future is by rethinking our relationship with energy as individuals, businesses and nations” — Mike Hughes, Zone President UK & Ireland, Schneider Electric
a project which aims to build an entirely new capital city for the newly created state of Chhattisgarh. The funding, expertise, organisation, planning and collaboration to create this smart city from the ground up is incredible. Smart cities at this scale require multi-level governance, expert consultants, technology firms and vendors working together to make the concept a reality. But the vast majority of the world’s population live in existing towns and cities, not brand-new developments.
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Naya Raipur is a smart city project located in the newly formed state of Chhattisgarh in India Photo © Smart Cities Council India
Ageing city infrastructures pose connectivity and network management challenges. At the same time, a 24/7 society and a wide array of IoT-enabled devices and electric vehicles (EV) are fuelling greater energy demand. While cities are tasked with improving services and building new transport networks, hospitals, schools, and homes to accommodate population growth, they do so with tightening budgets. Critical infrastructure (old or new) – such as hospitals, airports, live entertainment venues, schools and office buildings – must be reliable, functional but also efficient if we are to build a sustainable future. And it is in efficiency where there is potential to
M AY 2 0 1 9
CLICK TO WATCH : ‘TOTTENHAM HOTSPUR’S NEW STATE-OF-THE-ART STADIUM WITH ADVANCED ENERGY MANAGEMENT FACILITIES’ 59 unlock huge financial savings that
of projects to improve their water
could, in turn, reduce running costs,
systems, local or regional energy grids,
helping to fund future investment.
transport infrastructure or buildings.
Developed cities considering going
These precincts or district-scale
‘smart’ simply don’t have the option to
developments are not city-scale, but
rebuild everything from the ground up.
they are large enough to form multiple
They are busy, functioning ecosystems
smart city domains and become a
that need to continue to work whilst
visible and useful reference point to
improvements are made. As a result,
encourage future investment. Indeed,
a piecemeal approach to making cities
by working collaboratively with both
smarter is the only option. It is essen-
public and private sectors, Schneider
tial, therefore, that incentives and
Electric has successfully delivered
regulation are introduced to drive
smart city project applications to more
organisations and individuals to
than 250 cities worldwide.
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One such example is our recent a f r ic a . b u s in e s s c hie f. c o m
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partnership with Tottenham Hotspur to help build and manage the energy distribution and consumption at the club’s new state-of-the-art stadium – a landmark in sports venue efficiency and connectivity. As the stadium’s official Energy Management Supplier, Schneider Electric performs 60,000 automated checks every five minutes to ensure that every aspect of energy usage is monitored and optimised, ensuring such aspects and optimal temperature and lighting conditions. Designed for visitor enjoyment and 60
comfort, the stadium is also helping to regenerate the surrounding area of Tottenham, bringing the smart city reality one step closer. The ripples of projects such as these, ambitious in scale and innovative in nature, not only improve energy efficiency, but also set a new standard of living and urban regeneration, whilst also starting to change perceptions of energy use. Take for example the Edge building, Deloitte’s headquarters, in the Netherlands. This building not only delivers a cutting-edge digital workspace and meets the highest environmental standards, but it was created with the goal of being a ‘net neutral’ M AY 2 0 1 9
Tottenham Hotspur’s new state-of-the-art stadium
“ Projects such as these, ambitious in scale and innovative in nature, not only improve energy efficiency, but also set a new standard of living and urban regeneration” — Mike Hughes, Zone President UK & Ireland, Schneider Electric
building and the potential to be ‘net positive’. The Edge is a building that is self-sufficient in terms of the energy it requires to function, and at times (such as at night or weekends) returns excess energy produced to the grid. Forward-thinking projects such as these start to enable us to imagine a future where perhaps the majority of homes, businesses, schools and hospitals could be at worst net neutral and ideally net positive. Imagine receiving an income from your home or place of work, instead of paying bills. It would completely change the way we think about energy generation, distribution, and consumption. Digitisation paves the way for more and more net neutral or net positive buildings, generating their own energy on-site with smart systems that give excess energy back to the grid. Whilst net neutral and net positive buildings are currently just a dream for all but a few, the road to achieving this starts with tackling waste. Something that every government, business or individual can do. With demand for energy rising, unlocking untapped energy efficiency potential has never been more urgent, or easily achieved.
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S U S TA I N A B I L I T Y
Investing in smart systems that monitor energy use and efficiency across every aspect of your energy infrastructure is something that can be realised today. By understanding how, where and when energy is used, opportunities for efficiencies can be identified and actioned. Our Global Digital Transformation Benefits Report 2019 identified 12 ways that the digital transformation of energy management and automation drives benefits in CapEx, OpEx, based on interviews with 230 businesses. These companies have realised 62
savings in energy consumption of up to 85% and up to 80% on energy costs. Energy efficiency projects are becoming a C-suite priority, as board members recognise the competitive edge that projects can deliver, at the same time as delivering on sustainability commitments which employees, customers and governments are driving for. Projects like these demonstrate that rethinking energy is not only a major enabler of innovation. It powers progress and life. As the global population grows and our world and lives become increasingly electrified, creating sustainable cities means creating smart cities, M AY 2 0 1 9
S TAT I S T I C S
• Cities make up 2% of the world’s surface but house more than half of the world’s population and consume 75% of energy resources • By 2030, urban areas are projected to host 60% of people globally
Crossrail Place Roof Garden in Canary Wharf, London Photo Š Jason Williams
powered by clean energy that is responsibly consumed and saved. The fact is it is far easier to save a unit of energy than it is to create one. The only way we will tackle climate change and create cities fit for the future is by rethinking our relationship with energy as individuals, businesses and nations.
Deloitte’s headquarters, The Edge Building in Amsterdam
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CITY FOCUS
DUB DUB City Focus
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As the largest and most populous city in the United Arab Emirates, Business Chief explores how Dubai has become a major business and economic hub in the Middle East WRITTEN BY
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SEAN GALEA-PACE
BAI mid dl e e a s t . b u s in e s s c hie f. c o m
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CITY FOCUS | DUBAI
C
onsidered one of the fastest growing economies worldwide, Dubai is a focal point in the exportation of trade in the
Middle East with a growth rate of 6.1% (2014).
The city has also become a global hub for service sectors such as IT and finance, according to Dubai.com. A key example of this is the Dubai Media City, which houses over 2,000 regional and international media companies including global offices 66
of BBC, Sky News and CNN as well as IT giants including Microsoft, Hewlett-Packard and Dell.
BUSINESS IN DUBAI Similarly to other regions in the Middle East, Dubai has undergone a significant transformation as it seeks to diversify from oil. As a result, it is believed that 95% of Dubai’s Gross Domestic Product (GDP) is non-oil based. Due to the city’s increased interest in tourism, oil is thought to only total less than 1% of Dubai’s income. In addition to tourism, Dubai has embraced a variety of different industries such as banking, property and investments and is home to a number of global companies. M AY 2 0 1 8
‘ Similarly to other regions in the Middle East, Dubai has undergone a significant transformation as it seeks to diversify from oil’ DUBAI HOLDING The global investment holding firm develops and manages a number of global companies which specialise in industries such as investments, financial services, real estate, specialised business parks, hospitality and telecommunications. Dubai Holding has played a key role in helping to diversify the city’s economy across 12 industries in order to support the UAE’s Government Vision 2021. Dubai Holding has a range of subsidiaries that include; mid dl e e a s t . b u s in e s s c hie f. c o m
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CITY FOCUS | DUBAI
Jumeirah Group, Dubai Properties
employees across 70 different nation-
Group, TECOM Group, ARAB Media
alities working for the group, making
Group, Dubai International Capital,
it one of the most culturally diverse
Dubai Group and Emirates Integrated
employers in the UAE. The NBD has
Telecommunications Company.
operations in other countries such as Egypt, Singapore, Saudi Arabia and the
EMIRATES NATIONAL BANK OF DUBAI (NBD)
United Kingdom. With total assets
As one of the leading banks in Dubai,
believed to be worth $134bn, the NBD
NDB is listed in the Dubai Financial
was announced as being the “Most
Market and has more than 9,000
Innovative Financial Services Organization of the Year” at the 2017 BAI Global Innovation Awards.
EMAAR PROPERTIES
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Founded in 1997, Emaar Properties has cemented itself as one of the world’s biggest real estate development firms. During the first quarter of 2018, Emaar experienced an increase of 37% to its total revenue as it saw its revenue reach $1.52bn, according to Arabian Business. The firm specialises in properties, shopping malls, retail, hospitality and leisure. Emaar Properties chairman, Mohamed Alabbar, said: “Our strategy to build long-term value for our shareholders is to focus on creating future cities that are
Emirates National Bank of Dubai Photo © Patano M AY 2 0 1 8
relevant to our new generation, and to continue to drive the success of our
CLICK TO WATCH : ‘15 THINGS YOU DIDN’T KNOW ABOUT DUBAI’ 69 hospitality, malls, leisure and entertain-
reports. In the report, Helal Saeed
ment businesses. We’re a customer-first
Almarri, director general, Dubai Tourism,
company, and we focus on rapid con-
commented: “The first six months of
struction and project delivery.”
2018 have both generated and sustained a steady performance, supporting
A HOT-SPOT FOR TOURISTS
strong growth across our global feeder
Dubai is a well-renowned tourist desti-
markets. Attracting 8.10 million visitors
nation for travelers and the city is the
during the first half of 2018 stands us
seventh most visited destination in
in good stead as we accelerate
the world with approximately 15.8mn
momentum towards our visionary aspi-
visitors annually, according to British
ration of becoming the most visited
market research institute Euromonitor.
city in the world.” Following the end of
During the first six months of 2018,
2017, it was confirmed the sector was
Dubai saw a record 8.1mn international
worth approximately $29.7bn annually,
tourists visit Dubai, Arabian Business
according to the tourism department.
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3.1mn+ Population of Dubai (2018)
1833
Year founded Nearest Airport 70
4.6km
Dubai International
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‘ The Burj Khalifa is a popular tourist spot with visitors coming from all over the world to experience the landmark’
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According to the Dubai Media Office, tourism in Dubai is set to rise during the next four years to coincide with the hosting of the World Expo 2020. It is expected that approximately 20mn international tourists will have visited Dubai by 2020. The World Expo 2020 will provide a platform for millions of people to share ideas, promote collaboration as well as highlight innovation. The expo, which is held once every five years over a six-month period, will be based in the Middle East for 72
the first time ever. With Dubai providing the platform, key global issues such as mobility, sustainability and opportunity are set to be discussed. Dubai was the clear winner as it beat second-placed Yekaterinburg in Russia by 69 votes. Following the announcement in 2013, Sheikh Mohammed bin Rashid, Vice President and Ruler of Dubai, said: “I am proud of our teams who earned this victory for Dubai with two years of hard work, dedication and commitment. We renew our promise to astonish the world in 2020.” Emaar also developed the world’s M AY 2 0 1 8
‘The city is set to host the World Expo 2020 which provides millions of people an opportunity to share ideas, promoting innovation and collaboration’ 73
tallest building, the Burj Khalifa, in the city. At a total height of 829.8m (2,722ft), it became the tallest building and structure worldwide in 2008 and is described as the company’s headlining
Photo © Atlantis, The Palm Photo © Emaar Properties
accomplishment. The Burj Khalifa is a popular tourist spot with travelers coming from all over the world to experience the landmark. Dubai is home to a number of other tall skyscrapers, such as Marina 101 at 425m high, Princess Tower (414m) and 23 Marina (393m).
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T O P 10
TOP 10 Tallest
buildings the Middle East in
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Business Chief ranks the top 10 tallest buildings in the Middle East, according to the Skyscraper Centre. Out of the top 10, seven of the region’s largest structures are located in Dubai. The remaining three places are claimed by buildings in Kuwait Cit y, Abu Dhabi and Mecca. In 2020, the Jeddah tower — which will become the heart of the Kingdom’s Jeddah Economic City — will surpass the current world number one by over 500ft. Until that happens, let’s see which skyscrapers rule the Middle East WRITTEN BY
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HARRY MENEAR
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10
Almas Tower 1,181ft
Overlooking Jumeirah Beach in the South of Dubai, the Almas Tower was completed in 2008 and stands 1,181ft tall at the centre of the Jumeirah Lake Towers Free Zone. Designed by architecture firm Atkins, the structure has 68 floors above ground and five below, and is dedicated to office space.
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09
The Address Boulevard 1,214ft
Also designed by Atkins, the Address Boulevard stands 1,214ft tall in the heart of downtown Dubai, a few hundred feet from the Burj Khalifa. The building opened in 2017, and is one of the city’s leading luxury hotels, with rooms starting at US$416 per night. It has 196 hotel rooms, operated by The Address Hotels + Resorts, as well as 530 serviced residential apartments spread over 73 floors. Also, with only 196, it has the smallest number of parking spaces of any building in the top 10.
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08
Elite Residence 1,250ft
Located between Dubai’s famed marina and the artificial island of the Palm Jumeirah, Elite Residence stands 1,250ft tall with 87 floors above ground and four below. Designed by Adnan Saffarini of Tameer Holding Investment LLC, the structure contains 697 luxury apartments ranging from one-bed apartments to four-bed penthouses. The building also contains fully equipped sports and recreational facilities, including indoor and outdoor swimming pools, a gym, billiards and table tennis rooms, a multi-function room, a separate children’s play area, and retail facilities, according to the Skyscraper Centre.
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Photo Š Foster + Partners
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07
Burj Mohammed Bin Rashid 1,251ft
The Burj Mohammed Bin Rashid was completed in 2014 and stands 1,251ft tall. The tallest building in Abu Dhabi, it is the only structure from the United Arab Emirates in the top 10 not located in Dubai. Designed by Foster & Partners, the Burj Mohammed Bin Rashid has 88 floors above ground and five below, which are divided between office space, luxury apartments and a hotel. The facility also contains a traditional souk and seven floors of retail installations.
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06
23 Marina Tower 1,287ft
Completed in 2012, the 23 Marina building is located in Dubai with views of the Arabian Gulf. The luxury residential skyscraper stands 1,287ft tall and contains 289 apartments over 88 floors, making it the second tallest residential structure in the region. Marina 23 was designed by Hafeez Contractor and KEO International Consultants.
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05 Al Hamra Tower 1,354ft
The tallest building in Kuwait, the Al Hamra Tower stands 1,354ft tall in the heart of Kuwait City. The structure was designed by Skidmore, Owings & Merrill LLP,
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and has 80 floors above ground with three below. Completed in 2011, the building is dedicated to office space, except for a restaurant located at its top with views of the surrounding Kuwait Bay.
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04
Princess Tower 1,358ft
Overlooking the Palms Jumeirah resort, Princess Tower is the tallest residential-exclusive building in the Middle East, standing 1,358ft tall. Upon its completion in 2012, it was the tallest residential building in the world, until 432 Park Avenue, New York, overtook it in 2015. The 101-floor structure contains 763 luxury apartments, complete with several innovative safety features, including high-speed wind alarms installed in upper-floor apartments to warn residents before opening balcony doors.
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03
Marina 101 1,394ft
Completed in late 2017, Marina 101 is the newest building on the top 10 list – although the skyscraper officially opened to the public in late 2016, prior to construction finishing. The building stands 1,394ft tall and is divided between residential and hotel space, with the lowest 33 floors dedicated to a five star Hard Rock Hotel. Designed by the Kingdom’s National Engineering Bureau, the structure stands out from the emerging style of postmodern Arabian architecture by incorporating elements of Art Deco design. The building has 101 floors above ground and six below, the same configuration as Princes Tower.
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T O P 10
02 Makkah Royal Clock Tower 1,972ft
Built in 2012, on the site of the historic Ottoman Fortress Ajyah, the Makkah Royal Clock Tower sits in the heart of 84
Mecca, directly adjacent to the grand mosque and centre of the Islamic faith. Each year, during the Hajj period, up to 2mn visitors pass through the mosque each day. The Makkah Royal Clock Tower provides luxury accommodation to these travellers. Standing 1,972ft tall, it contains 858 hotel rooms spread over 120 floors. It is also the most expensive building in the world, costing an estimated $15bn to construct, more than 10 times the cost of the Burj Khalifa.
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01
Burj Khalifa 2,722ft
The Burj Khalifa stands almost 1,500ft taller than any other building in Dubai. At a total of 2,722ft tall, the building contains 163 floors and is a symbol of the city’s
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wealth, modernity and aspirations. The project was completed in 2010 and has remained the tallest building in the world for nine years. It is expected to remain in the number one position until the completion of the Jeddah Tower in 2020. Designed by Skidmore, Owings & Merrill LLP, the Burj Khalifa was designed with great attention to its aerodynamic shape, which minimises wind resistance and reduces strain on the structure. The building is mixed use, shared between luxury hotels, restaurants, retail space, apartments, and an observation deck.
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DIGITAL TRANSFORMATION OF POPULATION HEALTH WRITTEN BY
HARRY MENEAR PRODUCED BY
K ANE WELLER
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CERNER MIDDLE EAST AND AFRICA
Bashar Balish, CIO of Cerner’s strategic partnership with the UAE Ministry of Health, discusses the digital transformation of the healthcare industry
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world without medical error is, for many people, an impossible dream. In 2017, the World Health Organisation estimated
the global cost of medication-related errors at US$42bn annually. In the United States, medical error accounts for anywhere between 210,000 and 400,000 deaths per year – making it the third largest cause of mortality in the country, according to a report by Patient Safety America. However, Missouri-based healthcare information technology (IT) company Cerner Corporation is working toward the goal of a world without medical error. “We consider ourselves to be a healthcare company more than an IT company. Our focus is on healthcare and helping the organizations we serve to mature and materialize the value of the healthcare IT in their industry,” says Bashar Balish, MD, Chief Information Officer (CIO) of the strategic partnership between Cerner and the UAE MOHAP.
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“Our vision is to know the population better, to connect different variables around health care to one platform and manage that population in order to improve the health of our communities” — Bashar Balish, CIO, Ministry of Health Strategic Partnership
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Founded in 1979, Cerner has spent more than 40 years providing IT solutions to healthcare operations around the world, ranging from single physician practices to entire countries. With a network of over 29,000 associates in more than 35 countries, Cerner specialises in innovative end-to-end solutions that allow its clients in the health space to provide more effective medical care to their patients. Since 2014, Cerner has been engaged in a partnership with the United Arab Emirates Ministry of M AY 2 0 1 9
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Health and Prevention (MOHAP),
is the first of its kind for the company
overseeing the digital transformation of
outside the US. “We have a dedicated
the organisation’s IT infrastructure and
team working for the MOHAP on IT
operations. “In my opinion, healthcare
applications, change management,
IT is no different than any other tool
physician and nursing adoption, provid-
that physicians and nurses use. We
ing technology support, a help desk
are the CT or the MRI interpretation for
and other IT functions. In addition to
the physicians. We are the assisting
that, we also manage their data centre,”
physician, nurse or clinician to the
says Balish. We sat down with Balish
caregivers, and we exist wherever
to discover more about this unique
they exist,” says Bashar Balish, MD,
partnership and how Cerner is propel-
Chief Information Officer (CIO) of the
ling MOHAP further along its digital
strategic partnership between Cerner
transformation journey, as industry 4.0
and the UAE MOHAP. The relationship
continues to disrupt and reshape one
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94
of the world’s oldest professions. “I’ve been in the healthcare industry
between our roadmap and the client’s roadmap. The relationship needs to
for close to 20 years,” says Balish.
create synergy between the two
“I started as a physician. In 2001,
organisations,” he explains. A signifi-
I shifted to the business side and then
cant proportion of the work done by
got introduced to healthcare IT in
Cerner in partnership with the MOHAP
2003.” As a medical professional and
is helping the organisation align its
IT specialist, Balish is acutely aware
goals with those of the UAE’s Vision
of the need for synergy between
2021. Launched in 2010, the UAE
a healthcare organisation and its IT
government’s plan centres around
solutions providers. “There really
the social and economic development
needs to be an alignment between our
of the nation towards a diversified,
vision and the country’s healthcare
knowledge-based economy. One that
vision; there needs to be an alignment
can “compete with the private sector
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“In my personal opinion, health care IT is no different than any other tool that physicians and nurses use” — Bashar Balish, CIO, Ministry of Health Strategic Partnership 95
E XE CU T I VE PRO FI LE
Bashar Balish A graduate of Damascus University, Bashar has a bachelor’s degree in medicine. He is also a certified Health Care CIO. Bashar joined Cerner in 2011 as a client executive, and has held a variety of roles with the company, including business development executive, client result executive and senior operation leader. During this time Bashar has helped Cerner significantly expand its global ITWorks footprint. Bashar has more than 18 years of experience in health care. Before joining Cerner, he held different leadership and business/product management roles with GE and Carestream “Kodak”, covering Middle East Africa region.
mid dl e e a s t . b u s in e s s c hie f. c o m
a f r ic a . b u s in e s s c hie f. c o m
CERNER MIDDLE EAST AND AFRICA
1991
Year founded in Saudi Arabia
300+
Approximate number of employees
96
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“Analytics are an important module in our population health platform. We look at the trends, we look at the behaviour of the data, the behaviour of the population and we connect the dots” — Bashar Balish, CIO, Ministry of Health Strategic Partnership
push it to the next level by providing both an automated way of running things and smart analytics.” Balish believes that analytics will increasingly reshape the way healthcare organisations approach population health, an idea that he places at the forefront of the healthcare industry’s unfolding story. “Over the last 15 to 20 years, we’ve seen healthcare management extend past the four walls of the hospital. The factors that interfere with your health are your school, your place of worship, your home, etc. Our vision is to know the population better, to connect
in terms of the calibre of service it
different variables around healthcare
provides,” according to Emirates
to one platform and manage that
Crown Prince his Highness Sheikh
population to improve the health of our
Mohammed bin Zayed Al Nahyan.
communities,” says Balish. “Analytics is
Balish says, “We’ve been working
an important module in our population
closely with the physicians and nurses
health platform. We look at the trends,
in order to achieve their organisation’s
we look at the behaviour of the data
goals of becoming smarter and more
and the behaviour of the population
relevant to their business, as well as to
and we connect the dots. We predict
the community they’re serving and
trends, predict behaviours in the
enabling. My own role is focused on
population and suggest protocols to
making sure that the tools these
manage these trends. We are seeing
physicians and nurses use are smart
that analytics have shifted the opera-
enough to support the program and to
tional model of the organisation
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“There needs to be an alignment between our roadmap and the client roadmap; the relationship needs to create synergy between the two organisations” — Bashar Balish, CIO, Ministry of Health Strategic Partnership
towards data driven behaviour, and
this stage. At present, a solid platform
that’s wonderful.” Balish also notes
that provides affordable health to the
that the power of new healthcare
population does not exist. Technolo-
technologies includes their ability to
gies for this platform – analytics, AI and
scale across regions, continents and
deep machine learning – do exist, but
the world. “Analytics will drive the
at an affordable price? We’re not there
bigger programs of population health
yet. I don’t think the industry has yet
management,” he predicts.
matured enough to fully utilise the
However, he acknowledges that
technologies available.” Looking to the
mass adoption is struggling to take
future, Balish aims to “ensure that the
hold. “All of these are the concepts and
strategy leverages all the available
new trends that we’re focusing on at
technologies, tackles the current adop-
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101
tion issues and ultimately delivers
on transferring data between different
quality care and a lower cost.” He sees
organisations.”
this realisation dawning across the rest
While Balish is “very optimistic about
of the industry. “I think everyone is
the future”, he maintains: “The future
starting to realise that no one can do it
will not realise its potential until all
alone. Cerner has started a common-
healthcare providers, companies and
Well health Alliance IT. We work with
vendors work together with one vision,
other healthcare IT providers, even
which is consumer benefit. Healthcare
our competitors, on exchanging data.
can’t afford to stay still.”
That’s the only way to do it: write standards, change protocols, make it more affordable for the market to work mid dl e e a s t . b u s in e s s c hie f. c o m
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