Like her personalised jewellery brand, Piece of You, Amreen Iqbal’s journey is a narrative of passion, perseverance and meaningful milestones
IS ‘TOO EXPENSIVE’ JUST AN EXCUSE? When customers say your price is too high, it’s rarely about the cost
TIMELESS PRINCIPLES TO THRIVE IN A CHANGING WORLD
Has leadership really changed and what can we learn from the past?
DAVID RODIN , FOUNDER AND CHAIR OF PRINCIPIA, A GLOBAL ADVISORY ON ORGANISATIONAL ETHICS
UNLOCKING LONGEVITY AND WELLBEING
By embracing cutting-edge advancements in longevity medicine, busy executives can not only extend their lifespan but also optimise their health and performance
THE GREATER GOOD
How leaders can use utilitarian principles to shape business strategies
HEAD OFFICE: Media One Tower, Dubai Media City, PO Box 2331, Dubai, UAE, Tel: +971 4 427 3000, Fax: +971 4 428 2260, motivate@motivate.ae
IN THE UAE SUSTAINABLE CAPITALISM PAVING THE WAY TO
BUILDING ON THE PRINCIPLES OF ADAM SMITH, PROFESSOR ADAM D DIXON ARGUES THAT CAPITALISM, WHEN GUIDED BY HUMBLE AND PERSUASIVE LEADERS, CAN SERVE AS A POWERFUL FORCE FOR SHARED PROSPERITY AND ENVIRONMENTAL SUSTAINABILITY
Capitalism is unsustainable. Or at least that›s the view heard from the likes of the degrowth movement and those who see no hope for humanity on a warming planet with the current capitalist system. Capitalism, for them, is a zero-sum game. Not only does humanity suffer from the supposed exploits of capital, but so too does the planet.
But is that view of capitalism accurate? If we go back to Adam Smith, sometimes held as the ‘father of capitalism’, unleashing the power of markets was never meant to be at the expense of the greater good.
In Smith’s great masterwork, The Wealth of Nations, his disdain for the mercantile system of the time was that it produced a zero-sum world. A few gained at the expense of many. Moreover, the few gained through coercion and monopoly rather than persuasion, innovation, and ingenuity. The system was inherently corrupt, and so were the civic and business leaders at its helm.
Smith believed that the economic system and the public policies that underpinned this system should be crafted to promote the wellbeing and flourishing of individuals within society. Not just some individuals but the greater good.
Professor Adam Dixon
HUMILITY ALLOWS LEADERS TO REMAIN GROUNDED, FOSTERING A GENUINE CONNECTION WITH THOSE THEY LEAD. THIS CONTRASTS WITH ARROGANCE, WHICH CAN ALIENATE AND CREATE DISTRUST. HUMBLE LEADERS ACKNOWLEDGE THEIR LIMITATIONS AND ARE OPEN TO LEARNING FROM OTHERS, REGARDLESS OF RANK OR STATUS.
Human flourishing, in Smith’s view, goes beyond mere economic growth to encompass overall well-being, including health, education, and social stability. In today’s context, addressing sustainability is a critical part of fostering human flourishing, as it directly impacts the long-term prosperity of both people and the planet.
While advocating for free markets, Smith recognised the essential role of the state in providing or at least facilitating the provision of public goods, which markets cannot or often fail to supply adequately. In many instances, the government is necessary to take an active role in directly providing or helping facilitate others in providing everything from large-scale transport infrastructure and basic education to public health and even the arts.
Adding environmental health is only logical. Public goods, such as clean air, water, and a stable climate, are non-excludable and non-rivalrous, meaning individuals cannot be excluded from using them, and one person’s use does not diminish another’s. However, because private firms may not find it profitable to protect or sustain these resources, the state must step in.
In the case of environmental health, unregulated markets often lead to pollution and overexploitation of natural resources as businesses prioritise profit over ecological balance. This is where the state’s role becomes critical, establishing regulations, creating incentives for sustainable practices, and investing in long-term environmental solutions.
This does not mean that businesses must wait for regulation to shape behaviour. If Smith, the father of capitalism, was so concerned with the general welfare, then so should private companies. There are certainly limits to what a business can or cannot do. But, the same can be said of government.
If governments should foster general wellbeing, and, by extension a clean and healthy environment in which people live, then businesses should not make that job more difficult than it needs to be. In other words, businesses should take care in creating problems that the government has to solve.
Smith saw the potential for a world that wasn’t zerosum. Profit does not need to come at the expense of harming society. Businesses should be making profits
by providing solutions to the problems that society faces while minimising as much as possible the harm to others and the planet.
WHAT MAKES A GOOD LEADER
Smith didn’t foresee this non-zero-sum world emerging on its own. Leadership matters, both in civic leadership and in business. What makes a good leader, in Smithian terms?
A key trait he admired in effective leaders is humility. According to Smith, humility allows leaders to remain grounded, fostering a genuine connection with those they lead. This contrasts with arrogance, which can alienate and create distrust. Humble leaders acknowledge their limitations and are open to learning from others, regardless of rank or status. This openness encourages collaboration, innovation, and growth within an organization or community.
Moreover, humility in leadership builds credibility. When leaders admit their mistakes and show vulnerability, they gain the respect and trust of their team. This trust becomes the foundation of effective leadership, as it fosters loyalty and cooperation. Adam Smith believed that such virtues were not only good in themselves but also served to stabilise society, helping leaders maintain moral authority.
Smith also believed that good leaders should guide through persuasion rather than coercion, relying on robust knowledge to influence and inspire others. This principle applies significantly to both civic and corporate leadership, particularly when addressing the complex challenge of sustainability.
PERSUASION IS KEY
In civic leadership, Smith’s emphasis on persuasion means that public leaders must present clear, wellfounded arguments to win support for policies that address sustainability. For example, climate change, renewable energy adoption, and conservation initiatives require leaders to communicate the long-term benefits effectively.
Through robust knowledge — grounded in scientific research, economic analysis, and environmental expertise — leaders can build trust with citizens, counter scepticism, and foster collective action. Persuasion becomes essential when rallying a diverse population to embrace sustainable practices, particularly when the immediate costs may be perceived as outweighing longterm gains.
Smith’s insight applies equally to how business leaders encourage sustainable practices within their organisations. Leading through persuasion means using data, market trends, and sustainability metrics to show stakeholders — employees, investors, and consumers — that integrating sustainability is not just ethically sound, but also profitable in the long run.
Leaders like these, armed with robust knowledge of sustainable business models, innovation, and regulatory trends, can align their companies’ objectives with environmental goals, driving both corporate success and societal benefit.
CAPITALISM IS AN INNOVATION MACHINE. FOR THOSE THAT RESIST OR DELAY CHANGE, A DIFFERENT FUTURE WILL CATCH UP WITH THEM EVENTUALLY
Some may counter that the world is and will always be a zero-sum game. Businesses and countries will focus on their own interests at the expense of others. To be sure, Smith was not a blind optimist. Smith was a realist. He was aware of the fragility of society. Smith studied the rise and fall of empires, including the international and civil conflicts of his time.
But holding to a zero-sum view of the world is a losing cause. Innovators and innovative economies are ultimately looking to solve problems that society faces as a whole. There is only so much profit to be had by undermining human flourishing, which includes our environment.
Others may contend that regions such as the Gulf are unable to lead on sustainability. The interests in the status quo are too strong. But such a view is defeatist and regressive. Will civic and business leaders in the region sit and watch the world go by?
SUSTAINABILITY IS THE WAY FORWARD
Capitalism is an innovation machine. For those that resist or delay change, a different future will catch up with them eventually. Embracing the chance to lead now is ultimately about leading the future.
To promote sustainability, civic and business leaders should support conditions, whether through public policy or corporate strategy, that ensure that current and future generations thrive.
Smith’s ideas of capitalism, as seen through the lens of the present, underscore the importance of balancing individual interests with collective, long-term sustainability goals.
In doing so, they ensure that human flourishing is achieved not just in the short term but for generations to come. L
The writer is the Adam Smith Chair in Sustainable Capitalism at Adam Smith’s Panmure House owned by Edinburgh Business School at Heriot-Watt University.
IS ‘TOO EXPENSIVE’
JUST AN EXCUSE?
WHEN CUSTOMERS SAY YOUR PRICE IS TOO HIGH, IT’S RARELY ABOUT THE COST, SAYS PETER HEREDIA
Peter Heredia
We all know that value trumps price, and so do customers. So why do we believe them when they tell us we’re too expensive? It’s simple: we trust that they know their business and budget best. But is price really the issue? In reality, when customers say we’re too expensive, it’s usually for one of two reasons:
First, the client wants a discount: The client is interested but hoping for a better deal. Smart move.
Second, the client is politely declining: They don’t want to buy, and saying “too expensive” is an easy, non-confrontational way to let us down gently.
And the third, a less common possibility? Maybe we are too expensive for their budget, but in most cases, that’s not the real issue.
WHAT’S REALLY HAPPENING?
When price isn’t the real objection, it’s time to dig deeper and examine our sales process. The truth often lies in other aspects of our pitch, and understanding these can turn potential losses into wins. Here are some common pitfalls:
Are they the right customer? If they’re not in our target audience, even the best sales approach won’t work.
Did you build rapport? Without a strong connection, we’ll never uncover their true needs or the value we can offer. When price is the only factor, it’s easier for them to walk away.
Do you really understand them? If we don’t grasp their priorities, they’ll see our offer as lacking value — regardless of cost.
Did we communicate clearly? Sending a quote instead of personally showing how we can add value invites pure price comparison and weakens our position.
Sometimes, the timing is off, or we miss a followup, and the deal slips away. When this happens, “You’re too expensive” becomes the catch-all excuse we hear.
WHAT CLIENTS DON’T SAY
Imagine if clients were blunt enough to tell us the real reasons they didn’t buy:
“We’re not the right fit for you.” “I didn’t really warm up to you.”
WHEN PRICE ISN’T THE REAL OBJECTION, IT’S TIME TO DIG DEEPER AND EXAMINE OUR SALES PROCESS. THE TRUTH OFTEN LIES IN OTHER ASPECTS OF OUR PITCH, AND UNDERSTANDING THESE CAN TURN POTENTIAL LOSSES INTO WINS.”
“You didn’t seem to understand what we needed.”
“I didn’t fully get your offer.”
But they won’t say that, so it’s up to us to self-reflect and improve based on where we might have gone wrong.
MOVING FORWARD
Every lost deal is an opportunity to improve. Here’s how to make the most of it:
REVIEW your sales process every time you lose a deal.
BE HONEST. Did you nail each stage, or could you have done better?
IMPLEMENT one change in your approach next time.
COMPARE the results and refine your strategy.
Sales growth is a continuous cycle of reflection and improvement. Customers rarely tell us where we slipped, so we have to figure it out ourselves. One thing’s for sure: we’re not too expensive. L
The writer is a sales coach and author.
All in the family
IT’S NOT JUST ABOUT PRESERVING WEALTH, BUT ALSO ABOUT CREATING LEGACIES, SHARES JULIUS BAER’S REGIS BURGER
The wealth management landscape in the Gulf Cooperation Council (GCC) continues to evolve, especially with the growing influx of wealth from high-net-worth individuals (HNWIs) and ultra HNWIs from around the world.
With the projected increase of 150 per cent in the number of centimillionaires by 2040, cities in the GCC including Dubai, Abu Dhabi and Riyadh are leading the way with their favourable positioning between the East and the West, regulatory advances, infrastructure spending, favourable tax environment, supportive government initiatives, as well as safety and security measures.
As these factors aid the influx of millionaires into the GCC, we also see a growing trend of family offices looking towards the region to establish a presence. UAE, for example, is growing as a leading financial hub with Dubai International Financial Centre (DIFC) or the Abu Dhabi Global Market (ADGM) and their vibrant investment ecosystem spurred by financial technology and startups.
RISE OF WEALTH TRANSFER
Nearly $1tn is projected to be transferred across generations in the GCC by 2030, according to McKinsey, leading to an increased awareness among families on the need for intergenerational wealth planning.
However, Julius Baer’s Family Barometer Report revealed that only families with robust governance are likely to successfully accommodate shifting priorities and opinions between individuals and across generations.
Families lacking clear management structures may fall behind or suffer a fundamental breakdown in family relationships. Yet despite this threat, the experts consulted for our report said they had seen a formal governing body in only about one in 10 UHNW families.
The report also revealed the growing responsibility of the next generation, who are aiming to leave their personal footprint and legacy in their family businesses. Here are more key findings shaping wealth transfer.
Family wealth-related topics beyond investments and collaboration with advisors is a topic as old as time. As families become more global, their affairs naturally grow more complex.
In discussions with families, it is very clear that they are far more concerned with themes beyond wealth, as many continue to worry about the passing down of governance and family values. Geopolitics have also made constant challenges a normal state of affairs. As a result, wealthy families need more specialist advice, not only to cater for complexity, but also to manage inherent risks raised by exposure to a multitude of legislations.
GIVEN EVOLVING MARKET DYNAMICS AND EXOGENOUS FACTORS SUCH AS GEOPOLITICS, GLOBAL FAMILIES, ONCE AGAIN, FACE A LESS PREDICTABLE WORLD FOR PRESERVING LEGACIES, AS WELL AS THE FAMILY’S WEALTH AND PURPOSE.
Taxes and regulations is a common topic with families, especially those based in multiple jurisdictions. Ongoing political instability and pressure on publicsector finances mean that changes to tax and regulation are likely to continue. Yet these adjustments require an understanding of fine details in each country, making local specialist expertise essential.
Family governance is a perennial topic that has become more important as wealthy families have expanded to span several generations.
The GCC is unique, by which the rules of inheritance are governed by Sharia law and resultingly, the process of inheritance can become complicated where large families have many entitled heirs.
Therefore, many families are failing to or delaying the process of putting in place a structured plan, due to both the confusion and time taken to allocate assets across families. This often causes issues relating to ownership and an increased risk of internal conflict.
Political stability is another topic taken into account by wealthy families far more than before. Not just in their investment decisions but also in how they structure their overall wealth.
Philanthropy seems to be a topic that is widely discussed. Talking about how philanthropy aligns with family values can foster cohesion between an extended international family’s different branches and generations.
Involving the next generation of a family at a young age can instill pride, responsibility, and identification with their family values.
BRIDGING THE GAP BETWEEN CURRENT AND FUTURE GENERATIONS
In the GCC, family businesses form the foundation of the private sector, many of which developed during the 1950s and 60s and currently are in the second or third generation.
We often see that as the businesses pass down through generations, one challenge that many businesses encounter is the struggle between striking a balance of preserving legacy, whilst embracing innovation.
Regis Burger
As wealth managers, very often we see our role as mediators between the two generations, helping them define together the purpose of their wealth. It is important that the next generation doesn’t view this process just as a wealth transfer, they need to understand the bigger picture which could lie in a shared set of values or purpose, while defining ways of preserving it.
FUTURE OF WEALTH TRANSFER
In our conversations with clients, we continue to expect to see the family office market in the GCC flourish in the coming years. We also see a growing appetite for alternative investments and demand of holistic wealth management services, which will act as long-term drivers fuelled by the rising wealth in the region.
Given evolving market dynamics and exogenous factors such as geopolitics, global families, once again, face a less predictable world for preserving legacies, as well as the family’s wealth and purpose. We also see trends such as the rise of tokenisation and technology impacting the inheritance process.
That makes careful long-term planning and structuring more important than ever. Achieving this is not just a one-off exercise, but an ongoing journey involving the whole family.
Yet, if properly addressed, this journey can be one that provides many opportunities and can even act as a driver for cohesion within a family. So, while there can be much to lose, there is a lot that can be won, too. L
The writer is the head of Middle East & Africa, Julius Baer.
CFO s AND FAMILY FIRMS
UNLIKE THEIR COUNTERPARTS IN PUBLIC ORGANISATIONS, CFOS IN FAMILY BUSINESSES MUST MANAGE NOT ONLY FINANCIALS BUT ALSO FAMILY DYNAMICS, LEGACY PRESERVATION, AND LONG-TERM SUCCESSION PLANNING, ALL WHILE BALANCING GROWTH AND RISK MANAGEMENT
amily-owned businesses contribute an enormous amount to global GDP but are often eclipsed by our fascination with big tech and other large corporates. In fact, family businesses in the GCC contribute a large amount of the non-oil GDP and employ a significant share of the workforce. This is especially true in the UAE and Saudi Arabia, which makes the job of a chief financial officer (CFO) in a family-owned business as crucial as any counterpart in any public organisation or SME.
But a CFO in a family firm needs to navigate and manage complex relationships and must bring soft skills and emotional intelligence to the table. In other words, the role of a family-firm CFO requires a unique skillset.
Why? Because a family enterprise is more than just another business to the family that owns it.
In family-owned enterprises, a CFO’s main job is to provide guardianship to the family’s wealth. But they also need to try and
grow that wealth. And above all else, they will need to approach everything with succession in mind. After all, a CFO must keep a watchful eye on the future as much as on the present, and it represents the single biggest area of risk management that a CFO in any family firm must undertake.
But what are the specific skills and competencies that distinguish a family-enterprise CFO from all others?
TRUST: A CFO’S MAIN CURRENCY
At the centre of the required skillset for family businesses is trust. The CFO of a family-owned enterprise will need to act as a custodian of the founder’s legacy and defender of its values and ethos. Complex family dynamics add to a unique set of challenges for CFOs navigating this environment. In the words of industry experts specialising in the provision of CFOs to family enterprises: “Family CFOs are forced to develop soft skills that are not a typical requirement for that role – balancing sometimes emotionally charged interests and managing expectations that may not always be objective.”
But what else must a CFO bring to a family-owned business?
Leadership
Humility and a lack of ego characterise the best CFOs, because these qualities indicate that a CFO can put the interests of the business and the family that owns it ahead of everything else. What’s more, a CFO will understand that demands for their
Michal Sobieraj
advice won’t be restricted to matters of finance and corporate governance; there is almost no area of a family firm or family, for that matter, on which a trusted advisor won’t be called upon to advise. Quietly and behind the scenes, they must do so without attracting attention whilst being aware of and sensitive to the unique dynamics of family relationships within both a family firm and within a family.
Value creation
CFOs in family firms have to mix the professional with the entrepreneurial; their silent leadership must provide the entrepreneurial drive to grow the family business whilst maximising profits for the family. A successful CFO here will have to be adept at risk management and, most crucially of all, be able to quantify that risk to risk-averse as well as risk-tolerant and riskseeking family members.
In most family firms, the CFO will influence the strategic direction of the company. And in doing so, a CFO can have a significant effect on the company’s valuation.
Dynamism and the ability to pivot at a moment’s notice are the watchwords here, and CFOs that understand how to apply previous experience gained in SMEs or large organisations within the family-firm context, will be more successful at growing the business and keeping the family together.
Succession planning
Given that the most successful CFOs in this environment will be the ones who protect the founder’s legacy, defend the values and ethos of the firm and exercise significant influence on value creation, it’s hardly surprising that founders tend to trust their CFOs to act as mentors to second-generation leaders. In short, they’ve got to teach the children how to run the business successfully. And that’s no easy task to undertake when operating in surroundings as emotive as a family firm.
But succession planning, as mentioned above, is all about risk management. Succession planning, estate management and risk management are all intricately linked, of which contingency for unexpected death is an essential part.
Diplomacy
The art and craft of family politics – one that successfully combines discretion, subtlety, finesse and bravery – is an indispensable tool for any family-firm CFO.
As industry experts in family-firm governance note, “it is important for the CFO to be resilient in the face of difficult conversations, judicious when it comes to key business decisions, and diplomatic in all interactions.”
And that’s no mean feat. A CFO must take account of a wide variety of stakeholder views – not just interested family members, for example, but also outside investors – but they must also reinforce the position of the founder’s family.
AT THE CENTRE OF THE REQUIRED SKILLSET FOR FAMILY BUSINESSES IS TRUST. THE CFO OF A FAMILY-OWNED ENTERPRISE WILL NEED TO ACT AS A CUSTODIAN OF THE FOUNDER’S LEGACY AND DEFENDER OF ITS VALUES AND ETHOS.”
Of course, the level and nature of diplomacy will vary depending on the exact ownership structure. For example, with an owner-operator model, there is usually only one family member involved in running the business. But in a distributed model that sees family members both inside and outside the business, the need for diplomacy becomes more acute.
A firm hand in troubled times
Family businesses are subject to continuous shifts, and nowhere is this truer than in the MENA region. In the GCC, the economic landscape faced by third- or fourth-generation family members would be all but unrecognisable to their founders. Diversification away from hydrocarbon economies, coupled with increasing levels of digitalisation, are posing serious challenges to family-firm CFOs, as many traditional enterprises face disruption from innovative and radical business models and new entrants.
Mentoring and training the next generation of family leaders in this environment requires a resilience rarely seen in other environments, but it also presents opportunities to entrepreneurial CFOs and family leaders working in close partnership to respond to changing landscapes. L
The writer is the CEO of Royal CFO.
HOW SOME GCC STATES ARE NAILING THE ART OF NATION BRANDING MARKETING A COUNTRY:
SUCCESSFUL NATION BRANDING REQUIRES A LONG-TERM VISION, A CLEAR STRATEGY AND BUY-IN FROM THE COUNTRY’S CITIZENS
hen it comes to the complex world of marketing, the business of branding an entire nation comes with its own particular challenges. And with around 200 recognised nationstates around the globe, the competition to attract an arguably unfair share of resources, trade, foreign direct investment (FDI), overseas talent and tourism is intense. But what is nation branding, what are countries hoping to achieve from it, and how are they going about it?
Nation states, with few exceptions, harbour aspirations to strengthen economic growth, increase trade and gain a competitive advantage over rivals in economic might and soft power. That’s partially predicated on updating people’s perception of a country; we all have a mental map of countries around the world and what they’re like, but those perceptions are often stuck in the past. What nation branding seeks to do is reboot the global audience’s perception of a country and reconnect them more directly to modern-day realities.
NATION BRANDING: A LONG-TERM STRATEGY
One of the most revealing examples of nation branding can be found ten thousand miles from the GCC in a narrow, 2,600-mile-long strip of land squeezed between the Andes to the east and the Pacific Ocean to the west. As marketing director for Brand Chile since 2015, Jorge Cortes has identified two key actions that have helped lift Chile’s image after two decades of military dictatorship: having a long-term strategy and getting citizens on board. “It is essential”, he says, “to strengthen Brand Chile inside the country in order to effectively promote it abroad.”
Chile’s experience is regularly offered up as evidence of what nation branding can achieve, but for good reason; since Brand Chile’s foundation in 2009, the country’s FDI receipts, a primary key performance indicator (KPI) for economic success, grew rapidly. By 2012, FDI saw a tenfold increase compared to 2003, and by 2017, the country was welcoming record numbers of overseas visitors.
Closer to home, that need for a clear strategy and plenty of patience is evident in Dubai’s long-term tourism plan. It was the establishment of the Department of Tourism and Commerce in the 1980s that really kicked off the long journey to where we are today. In the first four months of this year, tourist numbers grew 11% per cent on Q1 last year, and 2023 saw Dubai’s highest-ever tourist numbers, with 17.2 million recorded and visitors surpassing pre-pandemic levels. But it took until 2014, more than 25 years after establishing its strategic direction, for Dubai to become the fifth most visited city in the world.
WHAT ARE GCC NATIONS MARKETING?
It’s important to note that even a massive budget won’t
shift a product – in this case, a nationstate – if nobody’s buying. In other words, governments, often in partnership with NGOs, business leaders, tourism experts and corporate sponsors, need to define a country’s positive characteristics and USPs and devise an attractive product to advance your objectives. Key performance indicators (KPIs) in the birth of a brand include national features such as people, culture, global perception and strategic location, as well as infrastructure. And for infrastructure, think economy, ease of doing business, security, safety and tourism.
But creating an enhanced nation brand isn’t an ad-hoc exercise; in-depth academic research has highlighted the science behind the long-term strategies a nation must adopt to strengthen its brand. It’s a well-evidenced fact that the nation-branding strategies that work best, tend to target four key areas: investment, tourism, talent, and goods and services. Countries that attract FDI and domestic investment and hold onto home-grown talent whilst luring skilled talent and foreign students to work and study in their country will do best at enhancing their profiles.
BUILDING A NATION BRAND: THE NUTS AND BOLTS OF EXECUTION
Beyond these four pillars, GCC countries that have successfully marketed themselves overseas have pursued
KEY
PERFORMANCE INDICATORS (KPIS) IN THE BIRTH OF A BRAND INCLUDE NATIONAL FEATURES SUCH AS PEOPLE, CULTURE, GLOBAL PERCEPTION AND STRATEGIC LOCATION, AS WELL AS INFRASTRUCTURE. AND FOR INFRASTRUCTURE, THINK ECONOMY, EASE OF DOING BUSINESS, SECURITY, SAFETY AND TOURISM.”
Alex Ionides
SAUDI ARABIA’S SOVEREIGN WEALTH FUND (PIF) HAS INVESTED HEAVILY IN SPORTS, WITH $5BN PLOUGHED INTO SPORTS IN THE LAST THREE YEARS.
strategies that prioritise economic and cultural tools.
In the UAE, Saudi Arabia and Qatar, for example, these have centred around real estate, international sporting events, conferences and, of course, tourism.
Culture and sport
Abu Dhabi has constructed an identity distinct from its friend and neighbour, Dubai. The emirate’s cultural attractions feature heavily, with havens of tranquillity and beauty encapsulated in the Louvre and the Guggenheim. And yet, Abu Dhabi has positioned itself as the ideal place to host high-profile sports such as Formula 1.
Hosting major sporting events is a common theme in GCC nations that have succeeded in enhancing their image. Saudi Arabia’s sovereign wealth fund (PIF) has invested heavily in sports, with $5bn ploughed into sports in the last three years. It has hosted over 80 major events, including golf, Formula 1 racing, the America’s Cup, horse racing and boxing. In 2034, Saudi Arabia will play host to the football World Cup.
Tourism and aviation
GCC nations have now agreed on a unified GCC-wide tourist visa to further promote an already vibrant tourism sector. But strengthening this sector has been a long game, and the success of a tourist industry depends on putting the right building blocks in place. That’s why some GCC nations have actively emphasised and strengthened the importance of the key enabler of tourism: aviation.
In the UAE, state-owned airline Emirates – a crucial tool in the long-term execution of its tourism plan – has pursued, in tandem with the government, a mutually beneficial corporate- and nation-branding exercise.
Emirates has been hugely successful in leveraging the unique culture of Dubai and the UAE, as well as their respective values and perception, to help promote the airline’s services. But on a truly global platform, it also serves as a very successful advocate, promoter and representative for the nation whose flag the airline bears. Successful flagship carriers such as Emirates embody in microcosm the feel of their country on each and every one of their flights.
As a result, Dubai International Airport has become the busiest in Asia and the second busiest in the world. And with Emirates’ sheer reach and volume –the majority of Dubai’s 87 million passengers in 2023 were transiting onto flights across Emirates’ vast
Europe-North America-Asia Pacific network – it’s an indispensable tool for aligning the perception and reality of modern-day Dubai in the eyes of a global audience.
INFRASTRUCTURE:
REAL ESTATE AND TRANSPORT
High-profile and newsworthy infrastructure projects also tend to grab headlines and reflect GGC states in a positive light. The recent unveiling of Saudi Arabia’s plans to build The Line, an iconic 170-kilometre-long city towering 500 metres above the desert valley from the mountains of Neom to the Red Sea, gives some indication of the ambition of some GCC states to establish themselves on the world map. But even lesser projects have done an excellent job changing perceptions and creating tourist destinations, in and of themselves; when the Burj Al Arab opened late last century, its unique even-star luxury set a benchmark for future tourism. Dubai’s most recent 1,000-metre-tall recordbreaker, the Dubai Creek Tower, will be the tallest man-made structure in the world. Set to open in 2025, its ten observation decks and revolving openair platforms will become a tourist attraction in its own right.
FACTS AND FIGURES: NATION BRANDING WORKS
The complexities of marketing an entire nation have led some sceptics to claim that nation branding does not affect a country’s global image. But various key metrics – tourism, ease of doing business, foreign company ownership and direct investment – seem to tell a very different story in the GCC.
GCC countries that have nailed the art of nation branding with patient, long-term strategies aligned with specific objectives have not just shown that it’s possible – they clearly show exactly how it’s done. L
The writer is the managing director of Silx.
TIMELESS PRINCIPLES TO THRIVE IN A CHANGING WORLD
HAS LEADERSHIP REALLY CHANGED? WHAT CAN WE LEARN FROM THE PAST AND HOW SHOULD WE THINK ABOUT THE FUTURE?
verything changes, so why shouldn’t leadership styles? We’re living in a very different world to the pre-industrial era. Frankly, we’re living in a very different era to just ten years ago. But what does that mean for leadership? Should we throw everything from the past out of the window, or is there wisdom there that can be used today?
My view is that there is much in the past that should be disregarded, but there are certain timeless principles. While leadership has changed from a purely directive model to one more focused on empowerment and inspiration, the importance of cultivating business relationships and the ability to make swift decisions are just two qualities that have never gone out of style.
So, in this article, I’ll define business leadership through the ages, discuss evergreen core leadership qualities, and examine the ‘servant leadership’ model so prevalent today. I’ll also show that if we forget everything from the past, we’re going to lose out on a great deal.
Getty Images
Supplied
Melban Mascarenhas
DEFINING BUSINESS LEADERSHIP THROUGH THE AGES
Let’s start with a look through the years at how leadership has – or hasn’t – changed.
The Harvard Business School defines leadership style as the ‘patterns of behaviour that are consistent across how you make decisions, interact with others, and use your time.’ Leadership today is very much connected to your ability to inspire and guide teams toward achieving strategic goals. It’s about making key decisions, setting the direction for an organisation, and ensuring your workforce is productive and motivated.
Clearly, driving performance and achieving results is pretty much a constant throughout history – the difference is in the methods and styles that leaders have used to achieve this.
Pre-industrial business leadership was often informal and tied to personal relationships and trust. Sound familiar? For anyone doing business in the UAE and wider GCC, the importance of personal relationships and building trust through face-to-face encounters can’t be underestimated. This is where reputation comes from (and where we get referrals), and while our networks may take both in-person and digital forms in 2024, the ability of a leader to build strong work relationships is incredibly valuable to businesses of all sizes.
If we then move through time and look at leadership after the Industrial Revolution, we can find a more structured approach with a greater emphasis on efficiency and standardisation. As hierarchies (organisational charts as we might think of them today) grew, so did a more formalised leadership style. Managers were controlling every aspect of the production process. This is certainly a notable difference with today’s
styles, although the need for efficiency and standardisation has not changed. The mid-20th century saw the emergence of leadership theories. People began considering what makes a great leader. It was at this point that leaders with a clear vision appeared, and there was a new focus on the empowerment of employees. We begin to see employees more involved in decision-making processes, fostering a collaborative work environment – something we would recognise today.
The late 20th and early 21st centuries introduced new paradigms in business leadership. Much of this was down to better technology but also the influence of globalisation. There was a shift towards more flexible and adaptive leadership styles. It was at this point that the idea of ‘servant leadership’ gained traction, and we’ll look at this in more detail later in the article. Finally, we arrive at today. Our business environment is complex and leadership styles continue to adapt accordingly. As leadership democratises, we see an increasing value placed on employee input and greater collaboration. In fact, leaders may at times be seen as facilitators who encourage participation and shared decisionmaking. But before we get carried away, let’s not forget the buck needs to stop with someone, and in many cases a modern CEO will need to take swift and decisive action. It’s here that the qualities from earlier eras come into play. While the idea of a leader with vision existed before the current era, the need for that leader to be a strong communicator of that vision has increased, as we’ll discuss in the next section.
SOME THINGS NEVER CHANGE: CORE PRINCIPLES OF BUSINESS LEADERSHIP
As mentioned, some aspects rarely change. But my view is that it’s less about change and more about different levels of emphasis. So, let’s break down what makes a great leader today:
VISION: Effective business leaders have always needed a clear vision to guide their strategies and inspire their
THE MID-20TH CENTURY SAW THE EMERGENCE OF LEADERSHIP THEORIES. PEOPLE BEGAN CONSIDERING WHAT MAKES A GREAT LEADER. IT WAS AT THIS POINT THAT LEADERS WITH A CLEAR VISION APPEARED, AND THERE WAS A NEW FOCUS ON THE EMPOWERMENT OF EMPLOYEES.”
teams. What may have changed here is that there is a much greater emphasis on this skill in our current era, as well as many more platforms (both internal and external) on which this vision must be articulated.
INFLUENCE: The ability to influence and motivate employees towards achieving common goals is a timeless aspect of leadership. While the methods of influence may have changed (pre-industrial and early industrial ‘influence’ was likely closer to the orders of a dictator), the need to inspire and guide remains fundamental.
DECISION-MAKING: Business leaders must make critical decisions that impact their organisations’ direction and performance. Although the tools and processes for decision-making have evolved, the necessity for sound judgment remains unchanged. Where we do see change is in the incredible speed our modern world moves at, and how leaders must be able to keep up – or keep ahead – when it comes to decision-making.
ADAPTABILITY: Closely linked to the point above, leaders must adapt to changing market conditions and organisational challenges. Things move quickly. From managing industrial-era production lines to navigating digital transformation, adaptability is a key trait of effective leadership.
THE SERVANT LEADERSHIP MODEL
Servant leadership is centred around prioritising the needs and development of others within the organisation. The core principle is that for an organisation to thrive, its people must also grow and succeed. Unlike the past, where hiring decisions were based on past performance alone, the servant leadership model focuses on nurturing employees’ future potential. By investing in their growth, you ensure they contribute more effectively to the organisation’s success.
Practicing servant leadership involves several key aspects that are essential for any effective leader today: FOSTERING GROWTH: Supporting the development of your team’s skills and capabilities.
PRIORITISING WELLBEING:
Ensuring that the needs and wellbeing of your employees are addressed.
ENCOURAGING COLLABORATION:
Creating an environment where team members can work together and thrive.
CIRCLING BACK
As we have seen, during the Industrial Revolution, leadership was largely directive, with leaders providing clear guidance due to the manual and hierarchical nature of work. As the nature of work changed to include more whitecollar tasks, this top-down approach became less effective, paving the way for more modern leadership styles.
Today’s leadership emphasises empowerment and integration, focusing on creating environments where employees understand their goals (and the company’s wider objectives) and have the resources needed to achieve them. Modern leaders act as enablers, leveraging team members’ strengths rather than simply managing tasks. This involves a more active role in development, including training and mentoring to enhance team skills and success.
For any leader today, it’s worth looking at the past and the present for inspiration on developing their own unique leadership style. While the approaches to leadership have transformed, core principles such as vision, influence, decision-making and adaptability remain paramount. Understanding this evolution provides valuable insights for current and future leaders aiming to navigate an increasingly complex business environment and drive their organisations toward sustained success. L
The writer is a marketing specialist.
SHATTERING THE STATUS QUO
DESPITE RESEARCH PROVING WOMEN EXCEL AS LEADERS, THEY REMAIN SIGNIFICANTLY UNDERREPRESENTED IN EXECUTIVE ROLES. HERE, BINOD SHANKAR EXPLORES THE CHALLENGES FEMALE LEADERS FACE, OFFERING INSIGHTS AND ADVICE FOR WOMEN STRIVING TO BREAK THROUGH IN THE CORPORATE WORLD
Research has clearly shown that women make better leaders than men. So why are women underrepresented at the top? Of course, one easy answer is that many male leaders make it to the top based on charisma, communication, confidence, and connections among other factors.
But that was only part of the answer. I was extremely curious.
BUT FIRST, A REALITY CHECK
Women CEOs run a mere 10.4 per cent of Fortune 500 companies.
Just 12.6 per cent of the CFOs of Fortune 500 companies are women.
A low 7 per cent of Wall Street analysts are women. The percentage of female fund managers is stuck at 12 per cent.
Just 7.6 per cent of countries have a woman Head of State. Only 26.5 per cent of parliamentarians are women.
MY RESEARCH
I didn’t want to write an article based purely on my perspective, which could be biased.
So, over the past few months I talked to a dozen female executives, all at a director level and above, all based in the GCC.
These are the five questions I asked them related to their journey to have influence:
What were your initial internal challenges?
What were your initial external challenges? What changed internally?
What changed externally?
What’s your advice for women struggling to achieve influence?
INTERNAL CHALLENGES
I started with challenges and asked the women if their biggest problems were “internal”. This is what they said (in their own words). These challenges were mostly in the initial stages of their careers:
01. “I over relied on my intelligence quotient and qualifications.”
02. “I showed low emotional intelligence.”
03. “I was easily affected by the work environment.”
04. “I struggled to find who I am.”
05. “I took too much nonsense from colleagues and bosses.” (Linked to point 4 above). Ifyoudon’tknowwhoyouareandwhatyouwant, there are chances that you will be exploited.
06. “I had no time for myself.” (Linked to point 4)
07. “I never advocated for myself.” (Linked to point 4)
08. “I was too busy gaining skills and aptitude to focus on career strategies, networking etc.”
EXTERNAL CHALLENGES
Of course, the world plays a huge part in one’s success. Hence, I asked them what factors in their environment had held them back.
The women said:
One factor was joining a toxic workplace which was extremely tough (we are talking of sexist, micromanaging bosses and colleagues).
Balancing family and work was another issue.
The mother is the primary care giver in the eyes of children and that’s a big responsibility. The unpredictable, busy work schedule didn’t make things easy.
Another challenge was not being part of the incrowd at work. For example, many men are part of these Boys’ Clubs at work and outside it (golf, socialising,etc.)andit’stoughforwomentobreak into these.
Meeting the expectations of multiple stakeholders was another hurdle mentioned by a few.
One big one was the lack of enablers – supportive family, mentors and sponsors – the presence of whom would have made things much easier.
WHAT CHANGED INTERNALLY?
Now that’s a lot of challenges both in terms of quantity and quality. So, I asked them what “changed” for them internally. The women said:
They gained confidence in their ability and aptitude with experience.
Also, with experience came the maturity and insight to see through deception.
With time, they learned to cope with the guilt of not being able to spend time with the family, particularly if they had young kids. Values was a big theme. Understanding their values, where they fitin(andwheretheydidn’t)andlearningtosticktotheirvalues despite temptations and pressures was critical to their success. They also shed their initial inhibitions and learned to ask for help. Some of them got mentors and sponsors as a result.
WHAT CHANGED EXTERNALLY?
When I asked them about external factors precipitating the change, they said the most important change was in the support systems. Some said that having a nanny, in-laws, husband et al., who stepped in when required was a game-changer.
To quote a female executive: “My husband motivated me to complete Level III of the CFA, pushed me to get a better job post clearing the CFA, and helped me physically and emotionally during my pregnancy.”
Networking was another factor. The mindset of deciding to attend networking sessions, carrying a stack of business cards, driving across town and showing up at important meetings led to a world of opportunities.
A few said that finding their tribe meant a lot. By that involved working in a company and with colleagues whose values aligned with theirs. Building relationships and trust helped and being open and proactive they found supportive bosses, mentors and sponsors.
As one female executive said, “My manager encouraged my attendance at industry events, included me in very useful industry meetings, dealt with HR on my behalf, and compelled me to use my leave before it expired.”
Changing employers also helped. Some tried with their current employers but if nothing worked a new workplace was sometimes the only way to grow.
CAREER ADVICE
Finally, I asked them what advice they would give young women or older women struggling to grow in their careers.
These are the eight tips they shared.
01. Firstly, know your values and where you fit and where you don’t.
02. Build trust and relationships.
03. Find enablers (mentors, sponsors) who will guide you.
04. Learn to say “no”.
05. Talk unashamedly of your accomplishments, your story.
06. Persist. Too many give up too early.
07. Know your job well. This is absolutely fundamental.
08. Once you’ve done all the above, you can legitimately and confidently demand a seat at the table.
CIRCLING BACK
Yes, gender bias in the workplace is still pervasive. But let’s look at the positives and the solutions. To quote Prof Alison DavisBlake: “Women have to be twice as good to get half the credit. Fortunately, many women are four times as good.” L
The writer is an executive coach, keynote speaker and author of Let’s Get Real: 42 Tips for the Stuck Manager.
Binod Shankar
SPARKLING SUCCESS
AMREEN IQBAL , FOUNDER OF PIECE OF YOU, IS PROVING THAT JEWELLERY IS MORE THAN JUST AN ACCESSORY — IT’S A TIMELESS CONNECTION TO LIFE’S MILESTONES
WORDS NEESHA SALIAN
PHOTOS AHMED ABDELWAHAB
Jewellery is not just about adornment — it’s about capturing moments, emotions, and memories that last forever, says Amreen Iqbal.
For Iqbal, the founder of Piece of You, jewellery is more than just a luxury or a decorative accessory. It’s a reflection of life’s most meaningful moments; a creation of something truly personal and lasting. It’s this deep, emotional connection to jewellery that led her to create Piece of You, a brand that has quickly become the go-to brand in the personalised, bespoke jewellery space.
Like her brand, Iqbal’s journey is a meaningful narrative of passion, perseverance and family. It’s a story that weaves together her roots in a family business, her entrepreneurial spirit and her ‘sparkling’ vision for the future.
STRONG FOUNDATION
Iqbal’s passion for jewellery isn’t just a product of her own creativity – it runs in her blood. Growing up in a family deeply entrenched in the jewellery trade, she was surrounded by the sights and sounds of goldsmiths, diamonds, and the ever-evolving
world of high-end craftsmanship. Her father, Firoz Merchant, is the founder of Pure Gold Jewellers, a recognised and trusted name in the industry. Watching him build a brand from the ground up was a formative experience for Iqbal, one that would shape not just her understanding of the jewellery industry, but also her approach to business.
“I had the privilege of learning under the guidance of my father,” Iqbal reflects. “He has been a true mentor, shaping my understanding of business, not just from a technical perspective, but also in terms of ethics and values. His wisdom and leadership have been instrumental in everything I do today.”
Her father’s influence is evident in how Iqbal runs her business. The commitment to quality, transparency, and customer satisfaction are values that Iqbal has carried with her, and they are reflected in every piece of jewellery she creates.
One moment that stands out for Iqbal as a testament to the legacy she’s building is when someone approached her father, and said, “Oh, you’re the father of Amreen?” “That moment is unforgettable for me,” Iqbal reflects. “It was a powerful reminder of the legacy I want to create – not just for myself, but for my parents and my children. I want to be known as a hardworking founder who has made a name for herself in this industry.”
THE BIRTH OF PIECE OF YOU
Iqbal’s journey as an entrepreneur didn’t come by chance; it was a deliberate decision to follow her passion for jewellery design and make it her own. After years of crafting bespoke pieces for family and friends, her husband, Amran, encouraged her to take the leap and turn her craft into a business. “It was after the birth of our third child, Omar, that Amran pushed me to pursue my dream,” she explains. “He saw how much joy creating personalised pieces brought me and encouraged me to turn that passion into a brand. He truly believed in me, and that belief made all the difference.”
And so, Piece of You was born – an online jewellery brand that offers personalised, one-of-a-kind pieces that allow customers to capture their special moments in a way that’s as unique as they are. The brand’s oneof-a-kind pieces (rings, necklaces, earrings, bracelets) are crafted from pure 18 carat gold and adorned with diamonds, pearls and other precious stones.
The idea of personalised jewellery resonated deeply with customers, and the brand quickly gained traction. “I believe there’s something incredibly powerful about jewellery that carries personal significance,” Iqbal shares. “When you wear something that has meaning – whether it’s a name, a date, or a symbol that’s important to you – it becomes so much more than just an accessory. It becomes a part of your story.
“Piece of You is about capturing that personal connection and turning it into something tangible – it’s about being ‘uniquely you’.”
CARVING A NICHE
“We are proud to be pioneers in personalised jewellery — a space where others have tried to replicate our success,” Iqbal says with a sense of quiet confidence. “As the saying goes, imitation is the sincerest form of flattery, and we take pride in knowing that others look to us as a model. However, we will always remain distinct – and dare I say, better – than other brands.”
With over 35 years of family experience in the industry, coupled with nearly 20 years of her own hands-on expertise working with gold and diamonds, Iqbal has developed a deep understanding of the craft. “Our knowledge and passion for the trade are at the heart of everything we do,” she explains.
Furthermore, the brand’s partnership with Pure Gold Jewellers provides an unmatched competitive edge, with Iqbal’s father playing a critical role in the operations, personally overseeing the manufacturing unit. “His involvement ensures the highest standards of ethics and quality at our factory,” Iqbal notes.
“With our own manufacturing unit and the ability to purchase on a large scale through our partnership with Pure Gold Jewellers, we offer accessible luxury that goes beyond competitive prices. This combination gives us a distinct advantage in delivering high-quality, personalised jewellery at unparalleled value, she adds.
But while the brand’s distinctiveness is rooted in its expertise, vision, and commitment to quality, it is the power of social media that has enabled Piece of You to share its story with a global audience, transforming its appeal and growth trajectory.
LEVERAGING SOCIAL MEDIA
Social media has become a game-changer for many businesses –and Iqbal’s journey with Piece of You was no exception. She knew that connecting with customers online was essential, but it wasn’t
WITH OVER 35 YEARS OF FAMILY EXPERIENCE IN THE INDUSTRY, COUPLED WITH NEARLY 20 YEARS OF HER OWN HANDS-ON EXPERTISE WORKING WITH GOLD AND DIAMONDS,AMREEN IQBAL HAS DEVELOPED A DEEP UNDERSTANDING OF THE CRAFT.
PIECE OF YOU IS ABOUT CAPTURING THAT PERSONAL CONNECTION AND TURNING IT INTO SOMETHING TANGIBLE – IT’S ABOUT BEING ‘UNIQUELY YOU’.”
until her pieces were worn by influential personalities that her business truly took off.
“Social media has completely transformed the jewellery industry,” Iqbal explains. “When I started Piece of You, I knew that building an online presence was crucial. But it wasn’t until one of the influencers in Dubai wore one of our pieces that things really started to take off. The response was overwhelming. It opened the floodgates for brand recognition and allowed us to reach customers we never could have imagined.”
The influencer’s endorsement catapulted the brand into the limelight, bringing Iqbal’s personalised designs to the attention of a wider audience. “It was a turning point for us,” she admits. “The exposure we gained through social media and influencers has been incredible. People loved the idea of personalised jewellery, and when they saw someone they admired wearing our pieces, it gave them the confidence to buy for themselves.”
With the power of platforms like Instagram, Piece of You has rapidly grown its following, reaching customers in the UAE and beyond. “The beauty of social media is that it allows us to connect with people globally,” Iqbal says. “Social media has truly allowed us to connect with people who are passionate about what we do, and it’s helped us tell our story in a more meaningful way.”
SURGING AHEAD
Like any entrepreneur, Iqbal faced her share of challenges when launching the brand, but she also had a significant advantage.
“I was incredibly fortunate to have minimal challenges in terms of suppliers and understanding the industry,” she admits. “Having worked in the jewellery business for over 12 years before launching Piece of You, I knew the ins and outs of the trade. But establishing the brand in the market was a challenge. It’s never easy to carve a niche, especially in a market as competitive as Dubai.”
Despite the challenges, Iqbal’s persistence paid off. The brand is a rising star in the world of personalised jewellery. “Today, I’m proud to see Piece of You’s growth and success,” she says with a smile. “It’s a reflection of all the hard work and love I’ve put into the brand.”
example of how Iqbal strives to make a difference. “It’s about more than just making money. It’s about creating something that has meaning, that can help people, and that can make the world a better place.”
EMPOWERING WOMEN
As a female entrepreneur in a traditionally male-dominated industry, Iqbal has encountered her own set of challenges. However, instead of viewing these as setbacks, she embraces them as opportunities to demonstrate her capabilities and create a path for other women to follow in the industry.
“I believe that as women, we all face challenges – especially in industries like gold and diamonds where women are often underrepresented,” she says. “But that is changing rapidly, especially in the UAE, where visionary leaders are empowering women to achieve their dreams. There is a space for everyone to succeed, and talent, drive, and passion are what matter the most.”
“The growth of Piece of You is directly tied to the growth of my entire team,” she adds. “As a leader, I’ve learned that delegation is key. When I first started, I struggled with letting go of control, but over time, I’ve learned that empowering others is essential for the growth of both the business and the people around me.”
Her leadership extends beyond her team to the broader community as well. “One of the things I’m most proud of is how Piece of You is able to give back,” she says. The brand’s ‘One Order = One Meal’ programme, which provides a meal to someone in need for every piece of jewellery sold, is just one
AS A LEADER, I’VE LEARNED THAT DELEGATION IS KEY. WHEN I FIRST STARTED, I STRUGGLED WITH LETTING GO OF CONTROL, BUT OVER TIME, I’VE LEARNED THAT EMPOWERING OTHERS IS ESSENTIAL FOR THE GROWTH OF BOTH THE BUSINESS AND THE PEOPLE AROUND ME.”
As much as she is dedicated to her business, Iqbal’s commitment to her family is equally unwavering. “In addition to being an entrepreneur, I am also a full-time mom to four amazing children, aged two to 12, who need me endlessly,” she says with a smile. “It’s a constant balancing act, but I believe that time management and proper planning are the most important factors when it comes to maintaining balance.”
Iqbal makes it a point to wake up every day at 5:30am, carving out those extra hours to balance her many roles – both at home and in business. “As my brother, Karim Merchant, MD and CEO of Pure Gold Group, taught me early on, effective time management and planning can have a profound impact on every aspect of your life – business, family, mental health, and more,” she says. “As the saying goes, proper planning prevents poor performance.”
EMBRACING TECHNOLOGY
As e-commerce continues to reshape industries across the globe, Iqbal has fully embraced the digital transformation, understanding the critical role technology plays in the modern consumer experience.
“E-commerce is definitely the future,” Iqbal says. “The ability to shop for jewellery from anywhere at any time is a game-changer. But what really excites me is how technology is transforming the jewellery shopping experience. Virtual try-ons, AI-assisted design tools, and augmented reality are revolutionising the way customers engage with our products.”
Piece of You was quick to adopt these advancements, offering customers the ability to design their jewellery online, see virtual mock-ups, and even try on pieces virtually before making a purchase. “These technologies are key to ensuring that our customers have a seamless and personalised experience,” Iqbal explains.
“We bring your unique vision to life and ensure it is delivered directly to your preferred location, combining convenience with a truly bespoke experience,” she adds.
SUSTAINABILITY AND ETHICAL SOURCING
In today’s world, consumers are increasingly conscious of the ethical and environmental impact of their purchases. Iqbal has always been committed to sustainability and responsible sourcing, working with suppliers who share her values of transparency and ethical practices.
“Luxury doesn’t have to come at the expense of the planet,” Iqbal says firmly. “At Piece of You, we ensure that all our materials are ethically sourced. I work with trusted suppliers, ensuring that our jewellery meets the highest standards of quality and sustainability.”
LOOKING TO THE FUTURE
As the brand continues to gain recognition, Iqbal is looking forward to expanding its reach even further.
“My goal for Piece of You is to establish ourselves as the world’s leading destination for personalised jewellery,” she reveals. With a growing demand for special-shape diamonds, such as hearts and stars, Iqbal is excited about introducing new designs that will appeal to consumers seeking both timeless elegance and bold individuality.
The future of personalised jewellery looks bright, and Amreen Iqbal is poised to lead the way. “We aim to remain leaders in this space, and we’re thrilled about the opportunities ahead,” she says. “It’s an exciting time, and I’m proud to help people express their individuality and create meaningful connections through jewellery.” L
LEADERSHIP LESSONS
AMREEN IQBAL’S ADVICE FOR ASPIRING WOMEN ENTREPRENEURS
FIND YOUR PASSION: Pursue a career or business that truly makes you happy. Your passion will drive you even when times get tough.
BUILD A STRONG SUPPORT SYSTEM: Having a strong support system at home is essential. Whether it’s your spouse, family, or even house help, don’t be afraid to ask for help when you need it.
STAY TRUE TO YOUR VALUES: Integrity and honesty are everything in business. Never compromise your values, no matter how tempting the shortcut may seem.
DELEGATE AND TRUST YOUR TEAM: When you empower others, you allow them to help you achieve your vision. Leadership is about bringing out the best in those around you.
EMBRACE SOCIAL MEDIA AND TECHNOLOGY: Social media can truly elevate your business. Build a community around your brand, and let your customers become your advocates. Incorporating technology is also key to business success in the digital age.
INVESTING – HOW TO START FINANCIAL ADVICE FOR GEN Z
AS GEN Z ENTER ADULTHOOD, MANY ARE REALISING THE IMPORTANCE OF INVESTING FOR THEIR FINANCIAL FUTURE. BUT KNOWING WHERE TO START CAN FEEL OVERWHELMING
As Generation Z enters adulthood, many realise the importance of investing to secure their financial future. However, figuring out where to begin can feel overwhelming for those new to investing. While seeking advice from experienced investors is valuable, it’s equally important to do your own research and find an investment strategy that aligns with your financial goals.
Starting your investment journey involves a few key steps to educate yourself and make the right decisions.
EVALUATE YOUR FINANCIAL SITUATION
Before investing, it’s important to assess your current financial health. Ask yourself critical questions: Are your daily expenses manageable? Do you have an emergency savings fund? Is your budget aligned with your financial goals?
Creating a solid spending plan is the first step if you still need to manage your finances. Understanding where your money goes each month will allow you to determine how much you can set aside for investments without jeopardising your day-to-day financial stability.
Once you have a clear picture of your financial standing, define your long-term financial goals. Are you saving for a down payment on a house, retirement, or a major life milestone? This will help guide your investment strategy, keeping you focused on your end goal rather than getting distracted by short-term market fluctuations.
GET TO KNOW DIFFERENT INVESTMENT OPTIONS
There are many types of investments to consider, and it’s essential to familiarise yourself with the different options. Start by learning about mutual funds, stocks, bonds, and retirement accounts.
MUTUAL FUNDS are a popular choice for beginners. They allow you to invest in a diversified portfolio of stocks and bonds. This is typically less risky than picking individual stocks, as the diversification helps to balance potential losses. They are also “managed” funds, by professional investors and hence you do not need to worry about the day-to-day composition and trading – that is the role of the fund manager. Stocks represent ownership in a company, and their value fluctuates based on its performance. While investing in stocks can generate high returns, it also comes with higher risks than more stable assets. Stocks in
addition to mutual funds are the starting point for most early stage or new investors.
BONDS are relatively low-risk investments where you essentially lend money to a government or corporation in exchange for periodic interest payments and repayment of the bond’s face value at maturity. They can serve as a stable component of a diversified portfolio.
UNDERSTAND THE ROLE OF RISK IN YOUR INVESTMENT STRATEGY
One key element of investing is understanding your risk tolerance. Gen Z, as a whole, has shown a higher risk appetite than previous generations, with many turning to digital assets like cryptocurrencies and meme stocks. These types of investments can offer high returns but are also highly volatile. Studies have shown that although 54 per cent of Gen Z actively invest in some shape or form, only 31 per cent feel confident enough to explain stock market investments to a friend, which should raise some internal reflections around “Do I really understand what I am investing in?”.
Financial awareness and education are highly crucial. Before making any significant investment decisions, consider speaking with a financial professional who can help you assess how much risk you can afford to take based on your current financial situation and goals. While high-risk investments may be tempting for those looking for quick gains, it’s important to strike a balance between risk and stability, ensuring your portfolio can withstand market fluctuations over time.
LEVERAGE TECHNOLOGY, BUT STAY INFORMED
Gen Z has grown up with digital technology, and investment platforms are no exception. With the rise of fintech apps, digital trading platforms and robo-advisors, investing has become more accessible and user-friendly. While these tools can simplify the investment process, be cautious about relying solely
STUDIES HAVE SHOWN THAT 54% OF GEN Z ACTIVELY INVEST IN SOME
SHAPE OR FORM
on them. Many young investors turn to social media, leveraging communities like FinTok, for financial advice, but verifying information from reliable sources is critical before making any investment decisions.
Take advantage of the educational resources offered by financial institutions, which often provide consultations, financial literacy programs, and tools to help you develop a wellrounded investment strategy.
START SMALL, STAY CONSISTENT
Investing doesn’t require large sums of money upfront. You can start small by setting aside a portion of your monthly investment income. Over time, consistent contributions will help you build wealth through the power of compounding returns. The earlier you begin, the longer your money will have to grow, helping you reach your financial goals more efficiently.
BEFORE INVESTING, IT’S IMPORTANT TO ASSESS YOUR CURRENT FINANCIAL HEALTH. ASK YOURSELF CRITICAL QUESTIONS:
ARE YOUR DAILY EXPENSES MANAGEABLE? DO YOU HAVE AN EMERGENCY SAVINGS FUND? IS YOUR BUDGET ALIGNED WITH YOUR FINANCIAL GOALS?”
While the world of investing may seem complex, taking it step by step will make the process more manageable. Start by assessing your financial health, educating yourself on investment options, understanding risk, and using technology wisely. Following these principles can build a solid foundation for long-term financial success. L
The writer is the CEO of MENA and APAC, Saxo Bank.
Damian Hitchen
7 STRATEGIES TO CUSTOMER CENTRICITY FOR RETAILERS IN GCC
CONSUMER PREFERENCES ARE EVOLVING WITH MORE THAN 60 PER CENT OF CUSTOMERS IN THE GCC INTERESTED IN ADJACENT SERVICES FROM THEIR CURRENT RETAILERS
n a hyper-competitive and evolving economy, retailers must adopt a consumer-centric business model, which requires a laser-like focus on understanding, evaluating, and responding to ever-changing consumer expectations. Companies that put customers at the core are more likely to thrive and become market leaders in the years ahead. Here are seven strategies that consumer businesses need to address now, or risk being left behind.
01 EMBRACE GENERATIVE ARTIFICIAL INTELLIGENCE
Generative artificial intelligence (AI) has the potential to reshape the consumer experience by helping companies better tailor products and offerings. By analysing large amounts of data in real-time with AI, retailers can reach consumers with offerings that match their shopping habits and interests. The potential impact on customer experience is huge: Imagine a store where 40 to 60 per cent of human tasks can be automated, allowing resources to be reallocated to drive cost and productivity improvements while fueling innovation and growth. By streamlining repetitive tasks, employees can instead focus on highervalue activities such as customer interaction, sales opportunities, and personalised offers. Customers in the GCC are excited about the prospects of generative AI with more than 50 per cent believing that it can help boost their online and in-store experience, according to the Oliver Wyman Customer Perception Map (CPM) survey. However, generative AI also brings some risks, including confidentiality and security issues.
There can also be a disconnect within companies about the pace of generative AI adoption, as illustrated by the recent survey that revealed that while 69 per cent of executives surveyed said they see broad benefits of adopting generative AI, 70 per cent of nonexecutives said their company was not ready to put the technology in place. As generative AI reshapes customer experience, companies that act decisively will gain a vital head start on the competition. However, it is also essential to have a solid, well-communicated strategy on AI, and upskill the workforce accordingly.
02 MAKE IT PERSONAL
According to the research, more than 60 per cent of customers are interested in tailored promotions and recommendations. In the GCC, where many companies are part of large conglomerates, retailers need to integrate and personalise offers across multiple physical and digital assets. Consumers increasingly expect businesses to go beyond generic interactions and truly understand their unique preferences and needs. By harnessing generative AI, retailers can deliver more personalised experiences, which can boost brand loyalty and drive revenue growth. Research suggests that personalized experiences can deliver a 5-7 per cent revenue boost for retailers.
Usman Iftikhar
03 MASTER YOUR DIGITAL STRATEGY WITH 3COMMS
An integrated digital strategy is key for any company to become customer-centric and drive growth. Companies must leverage technology and digital platforms to engage with consumers as more than 50 per cent of consumers said that they are interested in using technology to improve their experiences and offerings, according to the CPM survey. This would require being more strategic about the ‘3Comms’ — e-commerce, social commerce, and content commerce. This is especially true in the GCC where e-commerce lags more developed markets by 15-30 per cent. Social commerce will be the key that unlocks and accelerates extra growth in e-commerce in the region, especially with the rise of nano influencers and social connectors as an effective sales force. Today, roughly 60 per cent of customers in the GCC make use of online retail channels for convenience and speed, and social commerce in the GCC is expected to see a growth of 28 per cent CAGR from 2024 to 2029, according to our analysis. In addition, more than 50 per cent of purchases are influenced by social channels.
Against this backdrop, it is critical to drive effective and integrated digital strategies with social media campaigns, influencer partnerships, digital marketing and search engine optimisation.
04 PIONEER VALUE PLAYS
GCC consumers are tech-savvy and exposed to greater choices than ever. That said, it is more important for a business to deliver perceived value beyond the lowest prices, which can be in the form of superior customer service, frictionless experiences, and betterquality products. Misconceptions about value in the GCC market prevail, which means there is a real opportunity for businesses. Take grocery retail, for example. While discount chains account for roughly 23 per cent of the market in Europe, there are no large regional discount chains in the GCC comparable with those seen in Europe. Yet eight out of 10 customers in the GCC say they would be interested in a discount retailer. The first company to implement a value-centred format at scale will exert significant price pressure on the entire market and create a distinct value proposition in the market.
05 PUT CUSTOMERS ABOVE SUPPLIERS
Put consumers first when it comes to dealing with suppliers as this can boost like-for-like sales by 5-10 per cent. That is the mantra facing consumer-centric businesses, especially when it comes to retail in the GCC. Rising costs have encouraged some retailers to squeeze the back margin – leveraging discounts from their suppliers so they can make greater profit on products sold or pass on the discount to customers.
Suppliers also use back margin incentives to gain prime positions in stores – both physical and digital, which means consumers are encouraged to purchase items based on back margin rather than merit.
Businesses need to make the right decisions from the perspective of customers to develop a differentiated proposition and continue to attract new customers.
06 EXPAND YOUR ECOSYSTEM
The increasingly blurred boundaries between industries and channels are pushing retailers to rethink their position to stay relevant. Consumer preferences are evolving with more than 60 per cent of customers in the GCC interested in adjacent services from their current retailers, according to the CPM survey.
We can also see that 62 per cent of Gen Zers, born in the late 90s and early 2000s, are willing to use alternatives to their preferred brand. With brand loyalties changing, retailers must shift to a customer-centric mindset and explore how they can capture a share of the wallet beyond their core proposition.
Retailers can develop and tap their ecosystem of partners and suppliers to maximise their ability to develop new products, services and experiences. Building an ecosystem is a journey that demands a clear vision, an open mindset for collaboration, and a balanced agenda aligned with the company’s risk tolerance and firepower. Pursuing an expansion strategy into adjacent areas anchored in customer preferences such as innovations in new business models, or developing digital marketplaces, can enable companies to create enormous competitive advantage with minimal risk. However, when doing this, retailers should start with the customer in mind and work backwards to ensure their investments have the best chance of success. When developing products and services in conjunction with partners, business leaders must prioritise solving customer needs, presenting a win-win for both parties –and of course, for the customer.
07 CONSOLIDATION IS INEVITABLE
For a consumer-centric business, consolidation can deliver greater market share and a bigger customer base, while also minimising costs and maximising synergies. Consolidation is almost certainly coming to the GCC retail grocery market, where the top two players command a market share of just 25-30 per cent versus 53-65 per cent in more developed markets. The days of smaller businesses being able to trade punches with the heavyweights are numbered and consolidation is inevitable, with opportunities for bigger, more successful retailers to acquire their smaller counterparts. But making acquisitions can also bring challenges, especially around integrating technology platforms, brands, and work cultures. Retailers should carefully consider their integration plans and keep their customer needs in mind before leaping to mergers and acquisitions. L
The writer is a principal, Retail and Consumer Practice at Oliver Wyman, India, Middle East and Africa.
UNLOCKING LONGEVITY: TRENDING BIOHACKS FOR BUSY EXECUTIVES
FROM STEM CELL TREATMENTS TO PEPTIDE THERAPIES, THESE INNOVATIVE APPROACHES ARE TRANSFORMING HOW EXECUTIVES CAN MAINTAIN PEAK PRODUCTIVITY AND STAY AT THE TOP OF THEIR GAME.
n today’s fast-paced world, where demands on time and energy can be overwhelming, prioritising health has never been more crucial.
For busy executives, maintaining peak performance hinges on a proactive approach to wellness that transcends conventional methods.
As breakthroughs in regenerative medicine continue to reshape our understanding of health and longevity, innovative treatments and biohacks offer new avenues for optimising both mental and physical wellbeing.
BIOHACKS AND THERAPIES GAINING GROUND
Here are some cutting-edge therapies being used to enhance longevity and vitality.
MUSE stem cell therapy
Doctors are leveraging the regenerative power of MUSE stem cells to repair damaged tissues, promote cellular renewal, and reverse signs of ageing at a deep cellular level.
BY SPECIFICALLY TARGETING IMMUNE DYSREGULATION AND CHRONIC INFLAMMATION, INUSPHERESIS IMPROVES OVERALL IMMUNE HEALTH, CONTRIBUTING TO ENHANCED LONGEVITY
MUSE cells stand out from traditional mesenchymal stem/stromal cells (MSCs) due to their pluripotency, stress endurance and ability to selectively home in on injury sites, making them a superior choice for regenerative therapy.
MUSE exosome therapy
This therapy uses MUSE exosomes to enhance cellto-cell communication, reduce inflammation, and accelerate tissue regeneration. These tiny vesicles inherit the stress resistance of MUSE cells, providing targeted therapeutic effects and longer-lasting clinical benefits compared to traditional MSCderived exosomes.
Plasmapheresis for detoxification
This therapy filters the blood to remove harmful substances, promoting systemic rejuvenation by eliminating inflammatory molecules and metabolic waste.
Inuspheresis for immune system optimisation
By specifically targeting immune dysregulation and chronic inflammation, Inuspheresis improves overall immune health, contributing to enhanced longevity.
Umbilical cord plasma
Rich in hematopoietic stem cells and growth factors, umbilical cord plasma aids in tissue regeneration and modulates immune responses, proving beneficial for wound healing and joint diseases.
Peptide therapies
(For example, BPC-157, Thymosin Beta-4)
Advanced peptide treatments accelerate healing, reduce inflammation, and support tissue regeneration, ensuring resilience as we age. For executives, peptides like SS31 offer notable mitochondrial benefits.
A
PERSONALISED
APPROACH
TO HORMONE BALANCE THROUGH A PRECISION HEALTH CLINIC CAN OPTIMISE ENERGY LEVELS, COGNITIVE FUNCTION AND MUSCLE PRESERVATION, SLOWING THE AGEING PROCESS.
Resistance training
Consistent resistance training is essential for preserving muscle strength, improving metabolic function, and enhancing regenerative capacity, all vital for healthy ageing.
Hormonal optimisation
A personalised approach to hormone balance through a precision health clinic can optimise energy levels, cognitive function and muscle preservation, slowing the ageing process. Qualia senolytic to clear senescent cells: These supplements target and eliminate senescent cells that contribute to inflammation and tissue ageing, promoting healthier cellular function.
Focus on gut health
Given the crucial role gut health plays in longevity, advanced therapies, including synbiotics and FMT, that restore the microbiome and reduce inflammation can significantly enhance overall wellness.
By integrating these innovative health strategies into their routines, busy executives can not only enhance their longevity but also ensure they are performing at their best in all aspects of life. L
The author is a regenerative medicine specialist and founder and chairman of Eterna Health.
Dr Adeel Khan
THE GREATER GOOD
HERE’S HOW LEADERS CAN USE UTILITARIAN PRINCIPLES TO SHAPE
BUSINESS STRATEGY
ore and more business leaders are looking to ethics to help shape business strategy. Why? Ethics is the study of the values that form our deepest and most intrinsic reasons for action. Strategy shapes the choice of tactical and operational tools, but to choose the right strategic goals – what we should be aiming at in the first place – we need to understand ethics.
Utilitarianism, first developed by British philosopher Jeremy Bentham, is one of the most important theories of ethics in western philosophy. The power of utilitarianism lies in its simplicity. In Utilitarianism there is but one ethical obligation: to maximise net aggregate welfare, or in Bentham’s words to
ensure “the greatest happiness of the greatest number”.
Bentham understood happiness as pleasure and the avoidance of pain, but modern versions of Utilitarianism employ richer notions of welfare that include life goals beyond the mere experiencing of pleasure. In either case, the reasoning behind Utilitarianism is elegant and forceful. We all have reasons to
David Rodin
ADOPTING A UTILITARIAN LENS ON STRATEGIC DECISION MAKING CAN SUPERCHARGE INNOVATION BY ENCOURAGING TEAMS TO SOLVE BIG PROBLEMS USING MINIMUM RESOURCES AND CREATING THE SMALLEST ENVIRONMENTAL IMPACT.
THE LIMITATIONS
want our own lives to go well – to enjoy health, long life, rewarding work, and rich relationships. But the principle of equality forces us to accept that from an impartial standpoint all lives matter equally. Therefore, we should act to enable as many as possible to lead a good life.
HOW UTILITARIANISM SERVES LEADERS
For business leaders, utilitarianism provides many useful resources. An important test to apply to any decision or strategy is: will it create more benefits than costs overall? If not, then probably you should not be doing it. There are whole industries that may be at risk of failing the utilitarian test, for example illegal narcotics, tobacco and possibly also some models of social media and processed food. Any new product should also be able pass the utilitarian test of bringing more benefits and costs to the world across its entire life cycle.
By encouraging us to focus on the net benefits of business activities utilitarianism provides a powerful approach to corporate purpose. Successful companies tend to be based around a powerful vision of the benefits that they can bring to the world. Utilitarianism thus taps into this deepest motivational purpose of business, providing the opportunity to create motivated employees, loyal customers, and supportive regulators.
Utilitarianism, like a P&L (profit and loss), is fundamentally a difference concept. It requires us to ensure not only that benefits outweigh costs, but also that net benefits are maximised. We must always consider the unintended harms and risks of any action. A utilitarian will ask: what are the externality costs, for example pollution and carbon emissions, of a product? Might this product be used by bad actors to create harm? Does a policy create perverse incentives for others to do harm? Adopting a utilitarian lens on strategic decision making can supercharge innovation by encouraging teams to solve big problems using minimum resources and creating the smallest environmental impact.
But as powerful as utilitarianism is as a tool for shaping strategy, it is also important to understand its limitations. Utilitarianism assumes that the welfare of all humans is equally important, but it also assumes that human welfare is perfectly fungible so that one person’s pain can be weighed against and balanced with another person’s happiness. But from an ethical perspective, we care not only about how much happiness or pain there is in the world, but who experiences that happiness and pain and whether they deserve it or not.
Utilitarianism misses the duties that we owe to other individuals or groups, including the contractual duties we owe to suppliers or partners, the duties of care we owe to customers and employees, and the duties to shareholders to create a financial return. Sometimes we have an ethical reason to prioritise the interests of one of these groups over an opportunity to maximise welfare. For example, when a pharmaceutical company is considering a pricing strategy for a new drug it must balance its duty to shareholders to make a profit against its ability to create positive health outcomes by pricing the drug affordably.
ETHICS OF ENDS
Utilitarianism is an ethics of ends – it focuses our attention on outcomes and impacts. It is impossible to shape good strategy without attending to our fundamental obligation to create better rather than worse outcomes for the world. But utilitarianism must be deployed alongside an ethic of duties which calls our attention to means. “The ends justify the means” is a pure utilitarian strategy. But the truth is that ends and means are always in tension.
Some ends justify some means, but not all ends justify all means. Good ethical judgement – and good strategy – comes from confidently holding this tension and wisely balancing these competing ethical imperatives in action. L
A Rhodes Scholar, David Rodin is founder and chair of Principia, a global advisory on organisational ethics.
BOOKS AND BEYOND
FROM REDUCING WASTE AND RETHINKING CONSUMERISM TO ADVANCING RENEWABLE ENERGY AND DECARBONISATION, THESE THOUGHT-PROVOKING READS OFFER PRACTICAL INSIGHTS AND LEADERSHIP INSPIRATION FOR A SUSTAINABLE FUTURE
SILENT SPRING
BY RACHEL CARSON
This groundbreaking classic is often credited with launching the modern environmental movement. Carson’s
lyrical, yet scientifically rigorous, exploration of the dangers of chemical pesticides transformed public perception of human impact on nature. Silent Spring details the
devastating effects of DDT on wildlife, particularly birds, and shows how interconnected human health is with environmental health. The book isn’t just a scientific report; it’s a wake-up call. Carson’s prose pulls no punches, revealing the hidden costs of human progress. If you want to understand why environmental activism matters, this is where it all began.
THE ZERO WASTE HOME BY BEA JOHNSON
Bea Johnson is the pioneer of the zero-waste lifestyle, and in The Zero Waste Home, she offers practical tips on reducing waste at every stage of life–from food and clothing to beauty and travel. But don’t mistake this for a joyless how-to guide. Johnson’s humorous anecdotes and refreshing honesty about the realities of cutting down on waste make
this book a fun and accessible read. You’ll come away with the motivation to declutter not just your home, but your entire life, and reduce your environmental footprint in ways you never imagined.
CRADLE TO CRADLE: REMAKING THE WAY WE MAKE THINGS
BY WILLIAM MCDONOUGH AND MICHAEL BRAUNGART
This manifesto of eco-friendly design reimagines our relationship with waste. The authors argue that our “take, make, waste” model is outdated, and instead propose a circular economy where products are designed to be reused, recycled, or composted. Cradle to Cradle is an optimistic and visionary look at how industries can adopt sustainable design practices to eliminate waste entirely. It’s not just about recycling; it’s about reinventing the way we create things in the first place. After reading, you’ll never look at your trash the same way again.
THE MINIMALIST HOME
BY JOSHUA BECKER
Minimalism is not about deprivation – it’s about choosing what adds value to your life. In The Minimalist Home, Joshua Becker shares the transformative power of simplifying your space. By decluttering, you free yourself from the burden of too many possessions,
allowing you to focus on what truly matters: relationships, experiences and sustainability. Becker’s warm and accessible writing style makes minimalism feel doable, even for those with packed closets and garages. His practical tips for simplifying every room in the house will inspire you to live more intentionally and with a smaller environmental footprint.
NO IMPACT MAN
BY COLIN BEAVAN
What happens when a regular guy from New York City decides to go a year without making any
environmental impact? Colin Beavan’s hilarious and insightful account of his family’s experiment is a relatable and eye-opening read. From giving up electricity to learning how to compost in a tiny apartment, No Impact Man shows how difficult – and rewarding – bit can be to live sustainably in the modern world. Beavan’s witty, self-deprecating humor keeps you entertained, while his reflections on consumerism and climate change challenge you to reconsider your own habits.
THE STORY OF STUFF
BY ANNIE LEONARD
Ever wonder where all your stuff comes from— and where it goes once you throw it away? Annie Leonard takes you on a deep dive into the lifecycle of products in book. From resource extraction to disposal, Leonard reveals the hidden costs of our consumer habits, showing the environmental and social impacts of overconsumption. This book is equal parts informative and inspiring, offering practical solutions to shift toward a more sustainable, less stuff-centric lifestyle. After reading it, you’ll think twice before making your next impulsive purchase.
BOOKS AND BEYOND
PLASTIC-FREE
BY BETH TERRY
If you’ve ever felt overwhelmed by the sheer amount of plastic in your life, Plastic-Free is the book for you. Beth Terry recounts her personal journey to eliminate plastic from her daily routine, sharing the tips, tricks, and hard-earned lessons she learned along the way. Terry’s approachable style makes this book feel like chatting with a friend who’s been there and understands the challenges of reducing plastic waste. She also highlights the broader environmental impact of plastic pollution, making a convincing case for why we all need to rethink our reliance on singleuse plastics.
THIS CHANGES EVERYTHING
BY NAOMI KLEIN
Naomi Klein’s This Changes Everything is a powerful critique of capitalism’s role in environmental destruction. Klein argues that incremental change is not enough; we need a radical overhaul of the global economy to address the climate crisis. This isn’t just a book about climate science – it’s a call to action. Klein’s sharp insights and extensive research will challenge even the most environmentally conscious readers to think bigger about how we tackle global warming. It’s a compelling read that will leave you motivated to demand more from political and corporate leaders, as well as from yourself.
THE UNINHABITABLE EARTH: LIFE AFTER WARMING
BY DAVID WALLACE-WELLS
David Wallace-Wells paints a harrowing picture of the future if we fail to address climate change. While terrifying at times, the book is a must-read for understanding the stakes of inaction. WallaceWells doesn’t mince words about the catastrophic effects global warming will have on everything from agriculture to international conflicts. But the book also serves as a call to arms, urging individuals, governments, and corporations to act before it’s too late. It’s a sobering and essential read for anyone interested in the realities of climate change.
HOW TO AVOID A CLIMATE DISASTER
BY BILL GATES
In How to Avoid a Climate Disaster, Bill Gates lays out a comprehensive plan to reach net-zero carbon emissions. Using his signature analytical style, Gates identifies the biggest contributors to global warming – power generation, transportation, agriculture, and more – and proposes specific solutions for decarbonising each sector. His pragmatic, data-driven approach makes this
book an essential guide for anyone interested in climate solutions. It’s not just about problems, but about the innovations and policy changes we need to avoid the worst impacts of climate change.
THE CLEAN TECH REVOLUTION
BY RON PERNICK AND CLINT WILDER
The Clean Tech Revolution explores the growing industries of renewable energy, green building, and electric vehicles, and shows how these technologies are reshaping economies around the world. Pernick and Wilder make the case that clean technology is not only good for the planet but also represents the biggest business opportunity of the 21st century. This book offers a hopeful and optimistic view of how innovation can drive environmental change. It’s a must-read for anyone interested in the intersection of business, technology, and sustainability. L
PROTECT THE PLANET
FROM AMBITIOUS RENEWABLE ENERGY GOALS TO CALLS FOR INNOVATION, THESE LEADERS ARE SETTING THE TONE FOR A SUSTAINABLE FUTURE
We showcase some of the most impactful quotes from global leaders and industry titans at the forefront of climate protection, offering their perspectives on the path forward and the collective responsibility to combat climate change
AS THE UAE CONTINUES TO DRIVE ECONOMIC GROWTH, WE ARE COMMITTED TO BALANCING THIS WITH ENVIRONMENTAL RESPONSIBILITY. WE ARE IMPLEMENTING SUSTAINABLE SOLUTIONS ACROSS THE ENERGY SECTOR TO REDUCE EMISSIONS AND LEAD THE WAY IN THE ENERGY TRANSITION.”
Getty Images
“As part of the UAE’s commitment to sustainability, we are working towards increasing the contribution of clean energy, promoting energy efficiency, and ensuring that our infrastructure development aligns with environmental best practices.”
“WE BELIEVE AVIATION CAN AND MUST BE DECARBONISED. FROM OPERATING MORE FUEL-EFFICIENT AIRCRAFT TO ADVOCATING FOR ZERO-EMISSION TECHNOLOGIES, WE ARE TAKING BOLD STEPS TO REDUCE OUR CARBON FOOTPRINT AND BECOME A LEADER IN SUSTAINABLE AVIATION.”
— JOHAN LUNDGREN, CEO OF
EASYJET
XXX AT EMIRATES, WE RECOGNISE THE CRITICAL NEED FOR ENVIRONMENTAL STEWARDSHIP IN AVIATION. WE ARE COMMITTED TO REDUCING OUR ENVIRONMENTAL IMPACT BY INVESTING IN THE LATEST FUEL-EFFICIENT AIRCRAFT AND EXPLORING SUSTAINABLE AVIATION FUEL SOLUTIONS.”
— HH SHEIKH AHMED BIN SAEED AL MAKTOUM, CHAIRMAN AND CEO OF EMIRATES AIRLINE & GROUP
Courtesy: Emirates Group
— SUHAIL MOHAMED AL MAZROUEI, UAE MINISTER OF ENERGY AND INFRASTRUCTURE
— DR SULTAN AL JABER, UAE MINISTER OF INDUSTRY AND ADVANCED TECHNOLOGY, GROUP CEO OF ADNOC, CHAIRMAN OF MASDAR, AND COP28 PRESIDENT-DESIGNATE
— PAUL POLMAN, FORMER CEO OF UNILEVER “Businesses that do not embrace sustainability will be the businesses of yesteryear. Future growth and success rely on companies that make the environment and sustainability central to their mission.”
THE FUTURE IS ELECTRIC, AND WE MUST TRANSITION RESPONSIBLY, WITH A COMMITMENT TO REDUCING OUR CARBON FOOTPRINT WHILE SUPPORTING ENVIRONMENTAL STEWARDSHIP AT EVERY LEVEL OF OUR SUPPLY CHAIN.”
— MARY BARRA, CEO OF GENERAL MOTORS
“CLIMATE RISK IS INVESTMENT RISK. THE REALLOCATION OF CAPITAL IN RESPONSE TO CLIMATE CHANGE IS ACCELERATING, AND THOSE COMPANIES THAT FAIL TO EMBRACE SUSTAINABILITY WILL LOSE THEIR ABILITY TO COMPETE.”
— LARRY FINK, CEO OF BLACKROCK
“The world needs to reduce its carbon emissions to net zero in order to avoid the most severe impacts of climate change. We are committed to meeting this challenge by innovating in how we operate and partnering with customers to drive sustainable outcomes.”
— SATYA NADELLA, CEO OF MICROSOFT
— JESPER BRODIN, CEO OF IKEA WE HAVE TO ACT NOW FOR THE PLANET. SUSTAINABILITY IS AT THE CORE OF IKEA’S STRATEGY, AND WE BELIEVE THAT IT’S POSSIBLE TO DELIVER AFFORDABLE, WELLDESIGNED HOME FURNISHING SOLUTIONS THAT ARE GOOD FOR PEOPLE AND THE PLANET.”
“BUSINESSES HAVE A CRUCIAL ROLE IN BUILDING THE SUSTAINABLE FUTURE WE NEED. ONLY THROUGH BOLD CLIMATE ACTION CAN WE SAFEGUARD OUR PLANET AND THE ECONOMY.”
— PATRICIA ESPINOSA, FORMER EXECUTIVE SECRETARY, UNFCCC
Attractions
Activities
Dining
Health
Education
Entertainment
Real Estate
Hotels & Resorts
The
Choose from our extensive range of authentic Thesiger photographs.
PERFECT DECORATIONS FOR HOTELS, OFFICES AND HOMES.
Framed or unframed prints available exclusively from The Arabian Gallery
