Gulf Business Leaders - October 2024

P.17 TAKING CONTROL Bold approaches to unlock business opportunities

P.34 LEAD WITH GRACE 10 Emirati women share their leadership insights

THE FUTURE DRIVING

AL MASAOOD CEO

IRFAN TANSEL ON HOW TECH IS ACCELERATING THE NEXT WAVE OF INNOVATION IN MOBILITY

DREAM TEAM

HOW TO ATTRACT THE BEST TALENT AND BOOST PRODUCTIVITY

14 - 18 OCT 2024

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THE ROAD TO SUCCESS

Irfan Tansel, CEO of Al Masaood Automobiles, shares insights on the future of mobility

THE INNOVATION ADVANTAGE

By embracing innovative approaches and drawing inspiration from successful models, GCC leaders can bolster progress

BE ASSERTIVE TO GET AHEAD

Assertiveness isn’t just about speaking up, it’s about commanding respect, driving results and succeeding in the workplace

EMERGING MARKETS SUCH AS THE MIDDLE EAST – FULL OF FRESH THINKING AND WITHOUT THE STRAITJACKETS OF LEGACY

INDUSTRIES - CAN ‘LEAPFROG’ MORE ESTABLISHED MARKETS AND ARE INCREASINGLY LEADING INNOVATION.”

FAHMI AL SHAWWA, CEO AND FOUNDER OF IMMENSA

TRADITION REIMAGINED

The GCC is redefining how we view heritage, transforming it from a relic of the past into a pioneering force for innovation

LEADING WITH GRACE

Top Emirati female execs share insights on success and leadership

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LOCAL TALENTS, GLOBAL SKILLS

PROFESSIONAL QUALIFICATIONS NOT ONLY EQUIP INDIVIDUALS WITH THE NECESSARY SKILLS TO THRIVE IN A COMPETITIVE LANDSCAPE BUT ALSO CONTRIBUTE TO THE REGION’S OVERALL ECONOMIC GROWTH

The Middle East economies’ ambitious transformation agenda requires a highly skilled, qualified and adaptable workforce to turn vision into reality. The regional governments recognise this and have put bold strategies into motion to build a locally fostered, world-class talent pool. National initiatives such as Saudi Arabia’s Human Capital Development Program (HCDP) and UAE’s NAFIS champion a new era of human capital development, with a strong emphasis on professional qualifications (PQs) to boost citizens’ employability and life-long skills building. Professional qualifications equip individuals with the advanced knowledge, skills and competencies needed to excel in the evolving economic landscape, and are essential for building the capable and versatile workforce necessary to realise the transformation aspirations.

PwC’s Middle East Workforce Hopes and Fears Survey 2023 highlights the urgency of this mission – 52 per cent of employees expect significant changes to their roles in the next five years, highlighting a pressing need for upskilling. Amidst talent shortages and market shifts, more and more organisations are laying emphasis on a professionally qualified workforce as a strategic enabler. These globally recognised credentials not only equip local talent with the skills to compete globally but also boost workforce productivity and, ultimately, business profitability.

52% OF EMPLOYEES

EXPECT SIGNIFICANT CHANGES TO THEIR ROLES IN THE NEXT 5 YEARS , HIGHLIGHTING A PRESSING NEED FOR UPSKILLING, SHOWS STUDY

WHAT MAKES PROFESSIONAL QUALIFICATIONS DIFFERENT

They equip professionals with ‘best practice’ knowledge and standardised skills, crucial for success in today’s globally competitive business landscape. More importantly, most qualifications mandate real-world professional experience for accreditation. For example, in addition to clearing the exams, Association of chartered certified accountants (ACCA) and chartered financial analyst (CFA) candidates must complete thre years of relevant work experience to earn the coveted membership to the respective professional body. This ensures that qualified professionals possess the practical skills and experience necessary to tackle complex challenges in their areas of specialisation and deliver real value to their organisations.

FUELLING A GLOBALLY COMPETITIVE ECONOMY

A professionally qualified workforce is critical to a globally competitive economy. Be it adhering to IFRS standards, operating in the new tax regime and aligning to the new ESG global standards – professionals with the right skill-set and experience are in demand in the region’s public and private sectors. A professionally qualified workforce meets these global benchmarks, guaranteeing businesses have the expertise they need. The rigorous nature of accreditations, like the CFA, with its relatively low pass rates, means that employers hiring CFA charter holders are securing professionals of the highest calibre.

A STRATEGIC INVESTMENT WITH EXPONENTIAL RETURNS

Hiring professionally qualified talent enables the private and public sector to realise the national goal of building knowledge economies. This commitment to talent development and excellence across sectors positions the region as an attractive destination for talent and

A PROFESSIONALLY QUALIFIED WORKFORCE IS

CRITICAL

TO A GLOBALLY COMPETITIVE ECONOMY. BE IT ADHERING TO IFRS STANDARDS, OPERATING IN THE NEW TAX REGIME, ALIGNING TO THE NEW ESG GLOBAL STANDARDS - PROFESSIONALS WITH THE RIGHT SKILL-SET AND EXPERIENCE ARE IN DEMAND IN THE REGION’S PUBLIC AND PRIVATE SECTOR.”

innovation, further boosting global competitiveness. This also enhances nationalisation efforts by empowering local talent. For example, Saudi Arabia’s Human Resource Development Fund (Haddaff) sponsors the CIPD qualification, amongst others, for Saudi Nationals to promote a skilled HR practitioner workforce.

By equipping the region’s workforce, both nationals and expats, with the skills and knowledge demanded by the global market, organisations create a steady talent pool that is both diverse and highly capable.

A NEW AGE OF EDUCATION FOR A NEW AGE WORKFORCE

While these qualifications typically require additional years of study, many offer flexible pathways that allow individuals to study while they work. Also, today’s learners want flexible, accessible learning that fits their lives. They can find short and long-term qualifications suitable to the area of specialisation in finance, HR, digital, tax, project management, procurement and more. Professionals at any career stage can easily find the right training to enable the next step in their career progression.

Being professionally qualified means embracing lifelong learning. By joining a community of professionals committed to development, individuals can network, share knowledge, and continuously grow.

THE KEY TO UNLOCKING THE REGION’S POTENTIAL

The Middle East’s investment in PQs is a strategic move to build a worldclass workforce. It’s about credibility, guarantee, and relevance – not just new skills. It enables long-term organisational growth and empowers individual aspirations. This dual benefit positions PQs as the future of learning and workforce development powering the region’s ambitions. L

The author is the PwC Partner and PwC’s Academy Middle East Professional Qualifications Head.

HOW LEADERS IN THE GCC CAN INSPIRE INNOVATION

BY ADOPTING FORWARD-THINKING STRATEGIES AND LEARNING FROM GLOBAL SUCCESSES, GCC LEADERS CAN LEAD THE REGION TOWARD A FUTURE DEFINED BY CREATIVITY AND ECONOMIC DIVERSIFICATION

ulf Cooperation Council (GCC) countries are undergoing a period of significant transformation. Traditionally dependent on oilbased economies, these nations have begun diversifying their economic models, focusing on sectors like technology, finance, tourism, and renewable energy. As they push towards becoming knowledge-based economies, one of the key enablers of this transition is innovation. Innovation is not just about adopting new technologies; it requires a shift in organisational culture, investment in R&D, talent development, and an emphasis on digitalisation. Despite the growing emphasis on innovation, the majority of the leaders in the GCC face several unique challenges in driving it within their organisations due to a combination of socio-cultural, economic, and political factors. With the right strategies and learning from other successes elsewhere, they can overcome these hurdles and incubate environments where innovation thrives.

Challenge #1

RISK-AVERSE CULTURES AND RESISTANCE TO CHANGE

This has been one of the most significant challenges to driving innovation in the GCC. Historically, the region’s oil wealth has led to the development of economies where predictability and stability were prized over disruptive innovation. This has made many organisations resistant to change, particularly in banking and government services, where traditional ways of operating have proven successful for decades. Additionally, hierarchical structures emphasise top-down decision-making. Employees defer to senior management for approval on most initiatives, which stifles creativity and experimentation at lower levels. To break through this barrier, leaders must promote a culture of experimentation and calculated risktaking. One way to do this is by setting up innovation labs or sandboxes within organisations. These are safe spaces where employees can test new ideas, processes, and technologies without the fear of failure. For instance, Dubai Future Accelerators, launched by the Dubai government, provided a platform for innovators and entrepreneurs to collaborate with government entities and test their solutions in real-world environments. Also, leaders can encourage bottom-up innovation by empowering middle management and employees to make decisions. Companies like Saudi Aramco have started implementing more horizontal decision-making frameworks to drive a sense of ownership among employees and reduce bureaucratic bottlenecks.

Challenge #2

LIMITED INVESTMENT IN RESEARCH AND DEVELOPMENT (R&D)

Historically, investment in R&D in the GCC has been low compared to other regions, such as the US, Europe, or East Asia. According to UNESCO, the average R&D expenditure as a percentage of GDP in GCC countries is around 0.5 per cent, far lower than the global average of 2.2 per cent. Without adequate investment in R&D, it becomes difficult for organisations to build breakthrough innovations, especially in high-tech sectors.

One way for leaders to overcome this problem is by initiating public-private partnerships (PPPs) and collaborations with international research institutions. Governments across the GCC have started to recognise the need for increased R&D; they are working to attract multinational corporations, startups and academic institutions to set up innovation hubs in the region. For example, KAUST (King Abdullah University of Science and Technology) in Saudi Arabia has been a catalyst for driving research and innovation in the country. By collaborating with global universities and corporations, KAUST has created an ecosystem where R&D is thriving. Leaders in the private sector can tap into these resources, partnering with academic institutions and benefiting from their cutting-edge research to drive product and process innovations. Governments are also stepping up with initiatives to promote R&D. Qatar Science & Technology Park (QSTP) and Masdar City in Abu Dhabi are examples of how public investment is being directed toward innovation and sustainable development. Organisations operating within these ecosystems are exposed to the latest technologies and can leverage shared resources to innovate.

Challenge #3

TALENT SHORTAGES IN KEY INNOVATIVE SECTORS

A growing challenge is the lack of a skilled local workforce in crucial areas like technology, engineering, data science, and artificial intelligence. Despite a growing focus on education and upskilling, many GCC countries still rely heavily on expatriate talent for knowledge-intensive roles. This

dependence poses risks, particularly in times of global disruption, such as during the Covid-19 pandemic, when mobility restrictions made it difficult to attract and retain foreign talent.

Leaders must focus on developing local talent through education and continuous learning programmes. National governments are already taking steps in this direction through ambitious policies such as Saudi Arabia’s Vision 2030 and UAE’s Centennial 2071 initiatives, which emphasise human capital development and the creation of a knowledge-based economy.

Organisations must also invest in corporate training programmes to upskill their current workforce, particularly in areas like data science, AI, and robotics. For instance, Emirates Group has invested heavily in training its employees in digital skills, recognising that a workforce adept in digital technologies will be key to staying competitive in the future. Similarly, Bahrain’s Economic Development Board is working to position the country as a hub for financial technology (fintech) by providing targeted training and educational programmes in blockchain and digital banking.

Encouraging entrepreneurship is another way to cultivate talent locally. Countries like Oman and Kuwait are increasingly promoting entrepreneurship by providing grants, incubation services, and mentorship programmes for startups. A strong entrepreneurial culture can generate home-grown innovations and create a pipeline of skilled, adaptable talent.

Challenge #4

MANAGING BUREAUCRATIC HURDLES AND REGULATORY BARRIERS

Regulatory frameworks in some countries can be complex and slow to adapt to the fast-changing nature of innovation, particularly in industries like fintech, healthcare and e-commerce. Managing these bureaucratic hurdles can be time-consuming and may deter companies from launching innovative products or adopting cutting-edge technologies.

Governments in the GCC must recognise the need for regulatory reforms to drive innovation. Several countries have introduced regulatory sandboxes that allow companies to test new technologies and business models in a controlled environment, free from some of the usual regulatory constraints. For example, Bahrain’s Central Bank has set it up specifically for FinTech companies. This initiative has enabled companies to develop and test new financial products like digital wallets, cryptocurrency platforms, and blockchain solutions without facing the usual regulatory challenges. Similarly, Saudi Arabia’s Capital Market Authority (CMA) has

implemented a sandbox for testing new financial technologies, helping to stimulate growth in its FinTech sector.

Leaders in the private sector can leverage such initiatives to experiment with new products and services, ensuring they comply with regulations while driving innovation. On their part, government bodies need to continue adopting agile policy-making, keeping pace with technological advancements and creating an enabling environment for businesses to thrive.

Challenge #5

BALANCING INNOVATION WITH TRADITIONAL VALUES

In a region where tradition and modernity often coexist, leaders will face resistance promoting innovation even without alienating traditional segments of society. For example, cultural norms and expectations can shape consumer behaviour, influencing the adoption of new technologies or business models.

To balance the two forces, leaders must approach change with cultural sensitivity. A successful example of this approach is Noon, an e-commerce platform that was designed specifically for the Middle Eastern market.

Recognising that consumer habits and expectations in the GCC differ from those in Western countries, Noon focused on adapting its offerings to local tastes, emphasising cash-on-delivery options, and ensuring culturally appropriate marketing campaigns. This allowed them to innovate in a way that respected traditional consumer preferences.

The journey toward becoming innovation-driven economies will require not only technological advancement but also a cultural shift within organisations and society as a whole. By following the above pointers, leaders can position the GCC as a global leader in innovation and economic diversification in the 21st century. L The writer is the co-founder of the nonprofit Medici Institute for Innovation.

MEASURE INNOVATION SETTING NEW RULES TO

IN AN ERA DEFINED BY RAPID TECHNOLOGICAL ADVANCEMENT, THE MIDDLE EAST HAS EMERGED AS A KEY PLAYER IN ESTABLISHING GLOBAL GUIDELINES FOR DIGITAL MANUFACTURING. AS THE REGION BREAKS FROM TRADITIONAL MOLDS, IT PAVES THE WAY FOR A NEW STANDARD THAT PROMISES EFFICIENCY, SUSTAINABILITY AND INNOVATION ACROSS INDUSTRIES

lobal guidelines are two words that probably mean everything and nothing to readers.

Intuitively, we all know what they mean. By definition, a ‘global’ guideline is just that – a gold standard process and/ or an established codification for the whole world to follow, in whatever discipline it relates to.

We see and understand such global standards every day – probably to the point of not even noticing them: websites with the “http” prefix; everyday measures of length and mass in metres and kilogrammnes; or international dialling codes on our phones.

Simple then? Well, yes and no. As commonplace as standards such as these are – that is because we have become used to them. There are many examples of areas where there isn’t a global guideline or best practice.  For example, ‘ESG’ are three letters front of mind with the global business community, yet there are competing taxonomies. In accounting, its the contrasting GAAP standards (rules-based) and IFRS (principles-based). The world economy – idealistically – would be less turbulent with a global single currency – with zero foreign

exchange risk. Instead, at the last count, we had 180 currencies across 195 countries.

Suddenly, the notion of a global guideline is not so straightforward – and establishing one is more of an achievement than one first realises. Moreover, it is even more of an achievement when emerging markets – who have had less influence historically – are core to a global standard. Generally, developed economies have been the first to utilise technologies or to scale industries –and so set the rules.

This dynamic is now changing. Emerging markets such as the Middle East – full of fresh thinking and without the straitjackets of legacy industries - can ‘leapfrog’ more established markets and are increasingly leading innovation.

THE MANUFACTURING REVOLUTION

A timely example is manufacturing, a sector enjoying a new age of technology. A digital manufacturing revolution, inspired in the Middle East, is taking place with warehouses making the transition from ‘physical to digital’ - being populated with (digital) inventory and (digital) spare parts available for production - literallyat the click of a button.

One of the world’s major industries is positively exposed to this revolution - the energy sector. Global energy companies experience annual ‘unnecessary losses’ of circa $30bn from old-style physical inventory management, not to mention the CO2 emissions from shipping parts across the world, rather than ‘localised’, on-demand, digital production. This makes digitised inventories and on-demand manufacturing of spare parts a high priority for the planet, as well as energy company balance sheets.

Energy companies – including the GCC’s oil majors –are demanding the very latest cutting-edge innovation to produce parts locally, and Middle Eastern national industrial strategies are focused on the same goal for their wider manufacturing sectors.

In a decade or so, it is likely that up to 80 per cent of spare parts manufacturing will be done this way –rendering traditional legacy models obsolete. Like all revolutionising industries, the commercial trickle suddenly becomes a torrent, as the new de facto standard becomes commonplace.

GLOBAL GUIDELINES

Which brings us back to the global guideline. Once it is understood that traditional industries can be transformed in a handful of years, and that the demand for digital manufacturing of spare parts, is ready and available – how does the industry optimally proceed? What is the global best practice?

A world-first guideline – a milestone in the digitisation of industrial spare parts – has just been announced. Involving Immensa, one of the world’s leading industry standard setters (DNV) and customer insights from

ENERGY COMPANIES - INCLUDING THE GCC’S OIL MAJORS - ARE DEMANDING THE VERY LATEST CUTTING-EDGE INNOVATION TO PRODUCE PARTS LOCALLY, AND MIDDLE EASTERN NATIONAL INDUSTRIAL STRATEGIES ARE FOCUSED ON THE SAME GOAL FOR THEIR WIDER MANUFACTURING SECTORS.”

the Abu Dhabi National Oil Company (ADNOC) - the global guidelines cover crucial details in the digital manufacturing revolution. They include (i) how to assess a physical part for digitising (ii) converting physical parts into digital twins and (iii) how ondemand manufacturing should be used for rapid delivery and high- quality standards.

To the casual audience, the detail may rank alongside how international dialing codes are allocated, or website prefixes classified. But such details define best practice in vital global industries, they give a rigour and structure that encourages more market participants – which from an environmental perspective is vital.

We’ve seen how some of the most mainstream industries don’t have global standards. The fact digital manufacturing of spare parts now does – is significant for momentum. And, geographically, the Middle East is leading technical innovation in a sector (manufacturing) that is a bellwether for economic vitality and at the heart of industry 4.0, but also the rules that govern it.

From being rule followers and playing catch-up, to leading innovation and helping set new rules. As role models go, that is an inspiration for all emerging markets. L

The writer is the founder and CEO of Immensa

STRUGGLING TO GET AHEAD?

MAYBE YOU NEED TO BE MORE ASSERTIVE

IS YOUR CAREER STUCK IN NEUTRAL? DON’T LET A LACK OF ASSERTIVENESS HOLD YOU BACK. LEARN HOW TO COMMAND RESPECT AND DRIVE YOUR SUCCESS, ADVISES BINOD SHANKAR

According to the Cambridge Dictionary, assertiveness is defined as “the quality of being confident and unafraid to express what you want or believe”.

Assertiveness is a critical leadership trait and lacking it can cost you the opportunity for advancement.

Leaders are decision makers, not people pleasers. They must make tough calls – whether it’s setting targets, enforcing deadlines, firing employees, denying promotions or restructuring the organisation. Without assertiveness, such decisions become daunting and can hinder leadership effectiveness.

Using the following case studies, we’ll explore the challenges leaders might face, explore practical solutions, and showcase the positive impact assertiveness can have on one’s career.

CASE STUDIES

Consider Leader A, aged 41, a senior vice president at a public listed company. Despite constant praise from his boss and being well-liked by everyone, he has remained stagnant in the same role for the past four years.

Then there’s Leader B, aged 47, an executive director at a financial

services firm, known as the go-to person for solving problems. Yet, despite his popularity, he has struggled to earn a promotion for over a decade.

When I began coaching them, the first step was to analyse their latest 360-degree feedback. Here are a few insightful excerpts from the feedback they received:

“He has immense potential but needs to be firmer and more persistent in addressing business challenges.”

“He could benefit from being more persuasive in his communication.”

“Be more assertive. Don’t shy away from correcting mistakes, even when dealing with those in positions of power. Reduce the tendency to please people.”

The issue becomes clear: Assertiveness — or more precisely, the lack of it in both cases.

RED FLAGS

How can you tell if you are not assertive? Here are 10 signs to watch for:

01. You don’t challenge things you disagree with.

02. You accept mediocre work from juniors and colleagues.

03. People come to you at the last minute, and you always oblige.

04. People assume you’ll agree automatically. 05. You’ve never expressed a contrary opinion.

06. You fear that being assertive will upset others.

07. You use conditional body language or language when communicating.

08. People frequently interrupt you while you’re speaking.

09. You go out of your way to avoid conflict.

10. You receive feedback from your boss or colleagues that you’re not assertive enough. At its core, the issue is difficulty in asking for what you want, or saying no.

SOLUTIONS

There’s no magic switch for becoming assertive overnight, but there are practical steps you can take to develop this crucial skill. For starters...

Know yourself

Get to the root of the issue. Why do you feel your opinions are unoriginal or unworthy? Why do you care so much about others’ feelings, even when it affects business outcomes? Often, it stems from unwarranted criticism during childhood.

Dismantle limiting beliefs

Address the internal saboteurs holding you back. Break them down using logic and facts. An unbiased external perspective, such as from a coach or therapist, can be invaluable in helping you understand yourself.

Recognise implicit biases

Society often imposes unspoken rules on how people — for example, women or minorities — should behave. Actions considered normal for others might be perceived as too aggressive for these groups. Remember, these notions are their problem, not yours.

BE PREPARED FOR INITIAL PUSHBACK. PEOPLE DON’T LIKE IT WHEN OTHERS CHANGE, ESPECIALLY IF IT DISRUPTS THEIR EXPECTATIONS. YOU MIGHT HEAR, ‘YOU’VE CHANGED’, BUT STAY GROUNDED. REMEMBER YOUR “WHY” AND DEVELOP THE RESILIENCE TO FACE RESISTANCE.”

Learn to say no

Master the art of setting boundaries. For example, you can say, “Sorry, I really can’t take this on right now as I have too much on my plate”, or “Let’s agree to disagree”. Saying no is not about rejecting others; it’s about protecting your priorities.

Practice assertiveness

Assertiveness is like a muscle — it develops with practice. Start in less risky situations, such as with acquaintances or juniors, and then gradually assert yourself in more important relationships (your boss, spouse, or parents).

Measure progress

Track how often you say “no” each week and monitor the responses. Pay attention to how people react to your assertiveness and adjust your beahviour accordingly.

Build resilience

Be prepared for initial pushback. People don’t like it when others change, especially if it disrupts their expectations. You might hear, “You’ve changed”, but stay grounded. Remember your “why” and develop the resilience to face resistance.

REMEMBER…

Assertiveness isn’t about being rude, aggressive, or selfish. It’s about standing firm in your convictions and expressing your needs respectfully. The truth is, not everything you want will be handed to you. Sometimes, you have to go after it, and sometimes, you have to draw a firm line.

As Warren Buffet famously said, “The difference between successful people and really successful people is that the latter say no to almost everything.” L

The writer is an executive coach, keynote speaker and author of Let’s Get Real: 42 Tips for the Stuck Manager.

TO SAVE A COMPANY

WHAT LEADERS SHOULD KNOW HOW

BY BEING TRANSPARENT ABOUT THE COMPANY’S ISSUES AND TURNAROUND STRATEGY, YOU CAN CULTIVATE THE ESSENTIAL TRUST AND COMMITMENT NEEDED TO MAKE THE NECESSARY CHANGES

hen a company is in trouble, it takes something special to turn it around. One study shows that approximately 30 per cent of all large organisations are seeing significant drops in performance, while at the same time, only 20 per cent of turnaround attempts are successful. These are worrying numbers.

So, how can a successful outcome be achieved? The first step is identifying that the organisation is in a phase of decline.

This may be indicated by a long period of low performance, financial issues, or external factors such as an economic downturn or new competition entering the market. The second step is to take swift but well-planned action, and I’ll share more about this in detail here.

Here, we will look at how two of the world’s biggest firms – IBM and Apple – have both navigated significant turnarounds and while they are both giant organisations, there is much to learn from these examples for the entrepreneur or small business owner.

IDENTIFYING THE PROBLEM EARLY

The decision to initiate a corporate turnaround should not be taken lightly. It requires a clear-eyed assessment of the company’s current standing and a willingness to acknowledge that continuing down the same path could lead to decline or even failure.

Senior management or owners may be unwilling to acknowledge this reality, making it imperative for an incoming CEO to execute the plan effectively to steer the struggling company back on course.

HOW LEADERSHIP CAN APPROACH RESCUING A COMPANY

Before tackling the tasks at hand, it’s crucial to acknowledge the looming pressure from various directions to expedite the turnaround process. Therefore, my initial suggestion is to refrain from panicking. Secondly,

A METHODICAL AND STRATEGIC APPROACH IS REQUIRED, MAINTAINING ONGOING ENGAGEMENT AND COMMUNICATION WITH STAKEHOLDERS THROUGHOUT THE PROCESS. BY BEING TRANSPARENT ABOUT THE COMPANY ’S CHALLENGES AND TURNAROUND STRATEGY, YOU CAN CULTIVATE THE ESSENTIAL TRUST AND COMMITMENT NEEDED TO MAKE THE NECESSARY CHANGES.”

avoid attempting to tackle every aspect simultaneously. A methodical and strategic approach is required, maintaining ongoing engagement and communication with stakeholders throughout the process.

By being transparent about the company’s challenges and turnaround strategy, you can cultivate the essential trust and commitment needed to make the necessary changes.

Let’s look at a step-by-step process that would fit within any turnaround strategy:

Start with strategy: Conduct a thorough examination of the company’s strategic framework, encompassing its mission, vision, and long-term objectives. This may entail refining target markets, revitalising product offerings, or adopting innovative business models.

Review operations: Identifying and rectifying inefficiencies is paramount. This could involve optimising processes, integrating advanced technologies, or enhancing supply chain management.

Restructure finances: Actions such as renegotiating debts, pursuing fresh investments, or moving resources towards more lucrative ventures are vital for financial stability.

Work on company culture: This is about cultivating a culture o f urgency, nurturing innovation, and aligning the workforce with the revised strategic trajectory. In short, getting everyone on board with the proposed changes will help bolster company morale.

IBM AND APPLE – HOW TWO TECH GIANTS WERE RESCUED

It’s useful to look at how those key steps play out in real-life scenarios, starting with a company that has been around for more than 100 years: IBM.

The organisation was dealing with all kinds of challenges in the late 1980s and early 1990s, facing intense competition, outdated business practices, and technological shifts. After innovating for so many years, IBM was soon lagging behind. Lou Gerstner came in as CEO in 1993 and implemented a series of bold

strategies. Among these was a shift towards services, particularly consulting, IT services, and software. This was a significant move away from the company’s traditional hardware business. Gerstner also streamlined operations by cutting costs, instigating layoffs and restructuring.

He also moved the company to a more customer-centric approach, pivoting away from proprietary systems and embracing open standards. By the end of the 1990s, IBM had returned to profitability and regained its position as a leading player in the technology industry. It should be noted, too, that it wasn’t just what Gerstner did, but also how he led his team. It takes a strong figure to lead such a significant turnaround of any company, particularly a multi-national organisation with such a rich history.

Now let’s turn our attention to Apple and its resurgence under Steve Jobs’ stewardship. Upon his return to the company in 1997, Apple faced bankruptcy, prompting Jobs to streamline operations and refocus on innovative, high-quality products that resonated with consumers.

Jobs’ leadership also included crucial financial manoeuvres, securing investments and restructuring debts to stabilise the company’s finances. This action bolstered investor confidence and provided a solid foundation for future growth.

By revitalising Apple’s culture of innovation, groundbreaking products emerged such as the iMac, iPod, iPhone, and iPad, all of which reinvigorated the company’s brand and re-established its reputation as an industry pioneer.

THE IMPORTANCE OF VISIONARY LEADERSHIP

Both Gerstner and Jobs provided invaluable lessons on successfully rescuing a company from the brink of failure. Gerstner’s tenure at IBM and Jobs’ turnaround of Apple highlight key principles essential for corporate revival.

Firstly, both leaders emphasised the importance of strategic vision and bold decision-making. Gerstner redefined IBM’s focus on services, while Jobs streamlined Apple’s product line, demonstrating the necessity of aligning strategies with market demands.

Secondly, the two leaders prioritised operational efficiency and organisational culture. Gerstner streamlined IBM’s operations and fostered a culture of excellence, while Jobs instilled a culture of innovation at Apple. These actions are a great example of optimising internal processes and nurturing a cohesive and well-motivated workforce.

BEFORE TACKLING THE TASKS AT HAND, IT’S CRUCIAL TO ACKNOWLEDGE THE LOOMING PRESSURE FROM VARIOUS DIRECTIONS TO EXPEDITE THE TURNAROUND PROCESS

Thirdly, financial restructuring played a pivotal role. You can’t do anything if your finances are not in order. Gerstner’s negotiations and investments stabilised IBM’s finances, while Jobs secured investment and restructured debts for Apple.

Sound financial management was crucial in restoring investor confidence and ensuring long-term sustainability.

Lastly, effective communication was key, whether that was internal or external. Both these leaders articulated their companies’ visions to their various audiences, rallying stakeholders behind their strategies and speaking to customers in a way they understood.

THE BOTTOM LINE

Company turnarounds pose significant challenges but can bring rewarding outcomes. Effective leadership is paramount for tough decision-making and inspiring others to embrace change.

Although the examples of Jobs and Gerstner provide valuable insights, similar challenges are prevalent among companies worldwide. In the UAE, recent examples include Union Properties and Amlak, both undergoing corporate and debt restructuring.

Following these transformations, both entities have experienced significant financial improvements, with Amlak’s shares surging over 25 per cent and Union Properties witnessing a 12 per cent increase.

Whether drawing from the experiences of global leaders like Gerstner or Jobs or observing successes closer to home, it’s clear that guiding a struggling company through adversity towards a prosperous future is achievable. L

The writer is head of revenue and strategy at SPC Free Zone.

3 WAYS BOLD LEADERSHIP CAN HELP BUSINESSES CAPITALISE ON OPPORTUNITIES

KEY STRATEGIES THAT LEADERS CAN USE TO ENSURE THEIR BUSINESSES ARE MORE AGILE AND INNOVATIVE

The Middle East is at an exciting inflexion point, poised to enjoy a significant period of accelerated growth.

According to the World Bank, the region’s GDP is projected to outpace the global average by 1.5 per cent over the next five years, buoyed by visionary leaders with sky-high ambitions – from Saudi Vision 2030 to We the UAE 2031.

Earlier this year, as part of Russell Reynolds Associates’ Global Leadership Monitor, we surveyed 2,700 business leaders in over 40 countries: board directors, CEOs, C-suite executives, and next-generation leaders. When we asked them to name the top threats to their business, only 51 per cent of Middle Eastern leaders cited

economic uncertainty versus 64 per cent globally. Only 42 per cent in the Middle East cited technological change, compared to 53 per cent globally.

These numbers tell us that business leaders across the Middle East are less worried about the twin threats of technological disruption and economic uncertainty than their global counterparts. They are forward-thinking. They are embracing the latest technology, such as artificial intelligence. And they are ready to deploy capital to see their boldest plans through to fruition.

But thriving in this brave new world will require bold changes in leadership styles.

To be innovative, you need to be agile and cut through bureaucracy, and you need to foster the right kind of culture, where people are open, fearless and empowered to take (calculated) risks and make tough decisions.

Here are three things leaders can do to ensure their businesses are more agile and innovative, at this pivotal moment of opportunity.

01

CONTINUE TO TRANSFORM INTO A CULTURE OF INNOVATION

Traditionally, businesses in the Middle East have tended to be hierarchical in structure, and

conservative in approach. Recently, we’ve seen a noticeable shift at the board and CEO levels to adopt more modern and flexible styles of leadership.

Yet, despite advancements at the highest ranks, this appetite for innovation, allowing failures and risk-taking hasn’t always trickled down to the lower rungs of the corporate ladder.

This matters, because hierarchy is the enemy of agility, collaboration and speed. In hierarchical organisations, leaders below the CEO hesitate to make decisions, because they’re scared of making mistakes and upsetting those above them. This means crucial decisions can only be taken by those at the top, which inevitably slows everything down. Left unchecked, this can create an ‘execution gap’ between the bold visions coming from the CEO, and what happens on the ground.

To counter this, it can be helpful to empower leaders further down the

DIVERSITY IS THE LIFEBLOOD OF INNOVATION, AND IT STARTS WITH YOUR BOARD. WHEN YOUR BOARD IS FILLED WITH PEOPLE WHO ALL THINK, ACT, AND SEE THE WORLD THROUGH THE SAME LENS, IT LEADS TO ‘GROUPTHINK’ —ESPECIALLY WHEN THE BOARD IS DOMINATED BY MEMBERS WITH THE SAME BACKGROUND AND EXPERIENCE.”

69% OF LEADERS IN THE MIDDLE EAST

WOULD BE READY TO TAKE A JOB AT A DIFFERENT ORGANISATION IMMEDIATELY – AND THEIR NUMBER ONE REASON IS A LACK OF CAREER PROGRESSION

‘food chain’ to think and act for themselves—without fear of reprisal, should things go wrong. To innovate, you have to be prepared to fail and learn. You need to let people know they have your permission to innovate.

02.

ACCELERATE INVESTMENT IN LEADERSHIP DEVELOPMENT

Another key finding from the monitor is that 69 per cent of leaders in the Middle East would be ready to take a job at a different organisation immediately — and their number one reason is a lack of career progression.

In a competitive talent landscape, the best organisations are those that invest heavily in the development of their internal talent. Encouragingly, we’re seeing more investment in leadership development across the Middle East. Rather than hiring and firing, there is a growing focus on nurturing the next generation of local leaders, family members or expatriates into the organisation, with investments to make sure they are

ready for their current role and are prepared for the next step.

This is a positive shift. Investing in talent development is a critical first step towards creating a more resilient, forward-thinking and proactive organisation. To keep pace with global trends in a fast-changing world, you need to instil a culture of continuous learning and belonging.

03.

CONTINUE TO EVOLVE BOARD GOVERNANCE TO ENSURE GOOD LEADERSHIP

Diversity is the lifeblood of innovation, and it starts with your board. When your board is filled with people who all think, act, and see the world through the same lens, it leads to ‘groupthink’—especially when the board is dominated by members with the same background and experience. We know from both our research and our professional experience that diverse boards make better decisions and drive better outcomes. That may include adding more independent members to the board.

At the same time, it’s important to be clear about where the balance of power lies between the board and the C-suite.

The role of the board should be to approve the strategy, not to set it. The role of the board should be to encourage and support cultural transformation, not drive it.

While board governance is improving, it needs to change faster. The efficiency of board and committee meetings, the selection of independent board members, and the quality and diversity inside the boardroom can all be improved, but it will take time.  Those who embrace and accelerate this change now can gain a crucial competitive advantage over their rivals, at this pivotal moment of opportunity. L

Nicolas Manset is the head of the Middle East, and Jan Cron is the managing director and partner at Russell Reynolds Associates.

ON BOARD GET

BUILDING A BOARD OF DIRECTORS FOR YOUR FAMILY BUSINESS? CAREFULLY CONSIDER IF YOU NEED ONE, WHO SHOULD BE ON IT AND HOW IT SHOULD OPERATE

It happens to a lot of family businesses. During their founding there is no need to think outside the family. Then, as time goes by and the family business gets more complex, it becomes necessary to rely on a more professional board to play an active role in matters such as setting the company’s strategy and reviewing its management performance. But it’s clearly not just about having a board for its own sake — the board must also have the necessary expertise and independence to challenge the company’s founders in a positive way, acting in the best overall interest of the business.

A well-structured board of directors can be a cornerstone for the success and sustainability of any business. Here, we will look at why a board of directors is crucial, who should be included, and how it should function to provide the governance and strategic guidance necessary for a business to thrive.

Bringing together a family board is all about seeking out the necessary qualities and skills that align with the company’s future objectives (not history) and then ensuring there are clear guidelines within which they function. Let’s look at all of this in more depth.

THE ROLE OF A BOARD IN FAMILY BUSINESSES

Family businesses face unique challenges that make a board of directors particularly valuable. These businesses often deal with intricate family dynamics that can impact decision-making and overall governance.

A board of directors can help mitigate potential conflicts, create a structured decision-making process, and establish clear roles and responsibilities within the family and beyond. A board can also provide professional expertise and industry insights that might not be present within the family, offering a balanced approach to business strategy and operations.

This need for effective governance becomes particularly pressing in challenging times, such as economic downturns or global crises. A well-functioning board of directors ensures that a family business remains resilient and positively impacts all its stakeholders, including employees, customers and suppliers.

WHY A BOARD IS IMPORTANT FOR FAMILY BUSINESSES

The importance of a board of directors cannot be

overstated for businesses of all sizes and industries.

For larger companies, a board offers essential oversight, strategic direction, and accountability, ensuring the business adheres to its goals and complies with legal and regulatory requirements. However, even smaller companies and those in niche industries can benefit significantly from having a board.

In family businesses specifically, a board provides additional layers of governance, helping manage complex family dynamics and bringing in external perspectives that can drive growth and resolve conflicts.

The board can be instrumental in steering the company, setting long-term strategies and ensuring the business remains adaptable and competitive. It’s a delicate balance. In family businesses, the board must ensure that the company’s activities align with the family’s values and (in the board’s

Lorenzo Jooris

opinion) the best way to achieve the business’s long-term objectives. These two things do not always align, and we will address how to mitigate this issue later in this article.

WHY FORMING A FAMILY BUSINESS BOARD IS SO CHALLENGING

So, we have seen why it’s important, but that doesn’t mean forming a board is easy. There are two commonly faced challenges:

Priorities

Instead of prioritising the business’ future needs, owners may focus on family politics. When this happens, relationship dynamics dominate the all-important objective professional decision-making process.

Role

Owners may not think enough about the role and mandate of their corporate board of directors, and because of this, they underestimate what the board could and should do for the family business. In other words, owners often don’t know what a strong, functioning board could do for their business or how to design one.

More often than not, they don’t think about board members in terms of achieving business goals but focus instead on which family members to include. This seems to make sense – after all, this is how the business started in the first place. But when a familycentred board is created, it is often dysfunctional, and the business suffers. With that in mind, let’s look at how these issues can be addressed.

BEST PRACTICE WHEN FORMING A BOARD

External board members with backgrounds in finance, law or other industry-specific knowledge can enhance governance and strategic planning.

When selected strategically, independent directors can contribute significantly to the board’s effectiveness.

So, it is vital to ensure that roles and responsibilities are well defined for all board members and that independent directors are given the respect and authority they need in order to contribute. Let’s look at a few of the specific qualities any family business owner should consider when they start looking to assemble a board.

Strategic thinkers

Are the potential board members fully aware of industry trends and economic conditions? Do they understand their mandate and what the owners want the board to deliver?

Can they look ahead to see early warning signs of disruption, then take that information, work out the implications, and plan scenarios to minimise risk?

Future-focused

Boards should be put together with the company’s future in mind, not its past. The best talent will align with where a business wants to go, not where it started.

Diversity of perspective

A diverse board will improve every level of decision-making. Diversity in age, race, gender, generation, experience and so on will all come into play when considering board composition.

Balance between board members

Strike the right balance between family members and external professionals.

ENSURE NONE OF THE BOARD MEMBERS ARE INDIVIDUALS YOU’RE ALREADY WORKING WITH – WHETHER THAT’S A SUPPLIER, LAWYER OR ACCOUNTANT. AVOID FRIENDS WITH NO RELEVANT EXPERTISE, AND WHEN IT COMES TO EXECUTIVES (WHO OFTEN FOCUS ON OPERATIONAL ISSUES), CONSIDER HAVING ONLY THE CEO AND CFO.”

Ensure none of the board members are individuals you’re already working with — whether that’s a supplier, lawyer or accountant. Avoid friends with no relevant expertise, and when it comes to executives (who often focus on operational issues), consider having only the CEO and CFO.

Number of board members

It’s about having the right number of people — often somewhere between three to seven works well, but this may differ depending on the specific business.

HOW THE BOARD SHOULD OPERATE

Now that you have established how you want your board to be composed, let’s think about what you can do to ensure the board functions as it should:

Establish clear guidelines and structures

Define the board’s roles, responsibilities and decisionmaking processes.

Schedule regular meetings

Hold regular meetings to review performance, address issues and set future objectives to keep the board on track.

Create committees or sub-groups

Consider forming specialised groups to handle specific areas.

Ensure transparent communication

Maintain well-documented processes to support accountability and alignment with the business’s goals.

Set metrics and reviews

Periodically evaluate the board’s performance to ensure it continues to add value to the business.

PARTING THOUGHTS

First attempts at putting together a board for a family business often result in a group dominated by founders and family members, with independent advisors added much later on.

My advice is to reverse this and ensure you have a well-balanced, independent board as soon as possible. A board of directors is a vital asset for any family business, offering governance, strategic direction and expertise that can help navigate complex challenges and foster growth. L

A

CULTURE

OF CONTINUOUS INNOVATION

IRFAN TANSEL , AL MASAOOD AUTOMOBILES CEO, BELIEVES THE FUTURE OF THE AUTOMOTIVE INDUSTRY DEPENDS ON ITS ABILITY TO DELIVER CUTTING-EDGE MOBILITY SOLUTIONS THROUGH INNOVATION, DIVERSIFICATION, AND TECHNOLOGICAL ADAPTATION

WORDS KUDAKWASHE MUZORIWA

The UAE and Japan have cultivated a strong bilateral relationship spanning over five decades. Over the years, these two nations have forged deep ties across various sectors, including technology, automotive, and energy security.

Al Masaood Automobiles has been a cornerstone of the robust UAE-Japan relationship for decades. As the exclusive distributor of Nissan in Abu Dhabi, Al Ain, and the Western region, the company has embodied the durability and strength of this bond.

Nissan unveiled the latest iteration of its oldest nameplate, the Patrol, in Abu Dhabi last month – a global debut that president and CEO Makoto Uchida described as a nod to the Middle East’s strong passion for the brand’s longest-running nameplate.

The spectacular event, attended by royals, VIPs, global executives, and key stakeholders, underscored the importance of the Nissan Patrol to the UAE community.” For decades, Al Masaood Automobiles has played an instrumental role in cementing the Patrol’s enduring legacy as an icon of power and prestige in the UAE.

“Celebrating The Nissan Patrol’s world premiere here in Abu Dhabi proves that it isn’t merely an SUV; it’s a reflection of our city’s spirit and the daring, adventurous hearts that fuel its people,” Irfan Tansel, CEO of Al Masaood Automobiles, says while noting that the launch reflects on the enduring legacy that the iconic model has cultivated over the decades, particularly here in the emirate.

Nissan has awarded Al Masaood Automobiles several prestigious accolades, including the Nissan Excellence Award and the Nissan Dealership Standards and Processes Award, in recognition of the company’s continuing exceptional performance in sales, aftersales, and customer experience.

As a part of the UAE-based Al Masaood Group, the distributor has played a pivotal role in the country’s mobility journey. “For over four decades, Al Masaood Automobiles has been a leading force in the UAE’s automotive industry, serving as the exclusive distributor for Nissan, INFINITI, and Renault in Abu Dhabi, Al Ain, and the Western region,” says Tansel.

The UAE has made significant strides in promoting smart and sustainable mobility as part of its Net Zero by 2050 strategic initiative, which aims to reach zero carbon emissions by 2050. “Al Masaood Automobiles and its partner brands have been at the forefront of automotive innovation, consistently striving to bring the latest advancements in technology, safety, and performance to our customers,” Tansel accentuates.

A FORCE TO RECKON WITH

Dubbed ‘The Hero of All Terrains’, the Nissan Patrol has been a steadfast companion for decades, conquering everything from sprawling deserts to urban jungles. Its reputation for strength and resilience has made it an iconic symbol of adventure.

Since its debut in 1951, the Nissan Patrol has become an integral part of the UAE’s cultural and environmental landscape. Its combination of rugged capability, luxurious amenities, and enduring reliability perfectly aligns with the needs of Al Masaood Automobiles’ customers, making it a cherished family vehicle and a versatile performer both in the city and beyond.

“The Nissan Patrol has marked many significant milestones here in the UAE, consistently dominating its segment and ranking as the number one SUV in the country for many years,” Tansel says.

The latest iteration boasts a host of innovative features, including a captivating new design, a potent V6 twin-turbo engine, a smooth-shifting nine-speed automatic transmission, and a customisable adaptive air suspension system for superior off-road performance.

The Patrol has played a pivotal role in establishing Nissan’s strong presence in the Gulf region. Its popularity in the UAE is evident, with nearly 80 per cent of Patrol purchasers at Al Masaood Automobiles in 2024 being Emirati.

Over the past decade, the Patrol has cultivated a dedicated following of owners

OVER THE PAST DECADE, THE PATROL HAS CULTIVATED A DEDICATED FOLLOWING OF OWNERS AND FANS. THIS IS REFLECTED IN ITS STRONG SALES PERFORMANCE IN ABU DHABI, WITH A SIGNIFICANT 58 PER CENT INCREASE

AND A STEADY IMPROVEMENT

IN CUSTOMER SATISFACTION RATINGS

and fans. This is reflected in its strong sales performance in Abu Dhabi, with a significant 58 per cent increase and a steady improvement in customer satisfaction ratings, demonstrating both its popularity and the trust customers place in Nissan and Al Masaood Automobiles.

A confident Tansel expects the introduction of the All-New Nissan Patrol 2025 to boost Al Masaood Automobiles’ legacy. The dealership was inundated with inquiries about the upcoming Patrol, underscoring its popularity in the UAE.

CONTINUING LEGACY

With a legacy spanning more than five decades, Al Masaood Group has been an integral part of the UAE’s growth story, contributing significantly to sectors such as automotive, engineering, power generation and marine services.

“From the very early days, back in 1972, Al Masaood Automobiles has played a pivotal role in shaping the UAE’s automotive landscape. As one of the first to introduce Datsun vehicles to Abu Dhabi, the company contributed significantly to the country’s burgeoning automotive industry,” Tansel recalls.

With a commitment to the nation’s infrastructure development, Tansel notes that the company expanded its operations to serve various sectors vital to Abu Dhabi’s growth. “The company solidified its position as the official Nissan dealer for Abu Dhabi, Al Ain, and the Western Region in 1984. Al Masaood Automobiles widened its partnership ecosystem by adding Renault and INFINITI to its portfolio in 2004 and 2005, respectively,” he shares.

Over the years, the auto behemoth has expanded its reach, establishing a comprehensive network across the Emirate of Abu Dhabi. Today, Al Masaood Automobiles boasts ten new vehicle showrooms, three used car showrooms, and a flagship complex in Musaffah, Abu Dhabi.

Al Masaood Automobiles’ commitment to customer satisfaction extends beyond vehicle sales. The company’s extensive network of service and spare parts centres ensures that customers receive top-notch support throughout their vehicle ownership journey.

CELEBRATING THE NISSAN PATROL’S WORLD PREMIERE HERE IN ABU DHABI PROVES THAT IT ISN’T MERELY AN SUV; IT’S A REFLECTION OF OUR CITY’S SPIRIT AND THE ADVENTUROUS HEARTS OF ITS PEOPLE.”

THE PATROL POPULARITY IN THE UAE IS EVIDENT, WITH NEARLY 80 PER CENT OF PATROL PURCHASERS AT AL MASAOOD AUTOMOBILES IN 2024 BEING EMIRATI

“For the past four decades, Al Masaood Automobiles has collaborated closely with our key principals and international partners to deliver innovative mobility solutions that meet the evolving needs and preferences of our customers. We are committed to providing exceptional quality and experiences in every aspect of our services,” adds Tansel. 80% 20%

The Al Masaood Automobiles Nissan Service Centre in Mussafah, Abu Dhabi, stands as a testament to the company’s dedication to excellence. This state-of-the-art facility is the largest Nissan service centre globally, offering customers in Abu Dhabi unparalleled service and expertise.

Al Masaood Automobiles registered a significant surge in vehicle sales during the first nine months of 2024. The company’s strong performance reflects the overall recovery of the UAE and GCC automotive markets, driven by factors such as population growth and urbanisation.

“Our commitment to delivering exceptional customer experiences extends beyond the sales process to encompass aftersales services. We recognise that today’s customers seek value-added services, convenience, and innovative solutions throughout their automotive journey,” says a proud Tansel.

“To meet these expectations, we are focused on providing personalised customer experiences that seamlessly integrate online and in-store interactions.”

The dealership is also witnessing significant growth in other key areas of its business, including aftersales services and certified pre-owned vehicles. Tansel notes that the offerings have proven to be popular choices for many customers seeking reliable and value-driven options.

With the anticipated arrival of new models from Al Masaood Automobiles’ partner brands, along with the introduction

of refreshed model year editions, the remainder of the year promises to be filled with exciting automotive launches and events.

“The new offerings, just like the latest Patrol, are designed to cater to the evolving preferences of our discerning customers and showcase the latest technological advancements,” Tansel says.

A NEW ERA OF MOBILITY

The invention of the internal combustion engine in the 19th century marked a pivotal moment in technological, economic, and social progress. It was indeed a game changer that revolutionised people’s lives.

However, as we embark on the second major revolution in the mobility sector, the level of disruption is poised to surpass anything we have witnessed in the past.

“Mobility in future will undoubtedly be driven by intelligent and smart technologies. Connected cars, advanced mobility apps and multimodal transportation platforms will revolutionise the way we travel, making it more convenient, sustainable, and adaptable to changing lifestyles,” Tansel says, adding that the younger generation is embracing flexible ownership models and seeking innovative transportation solutions.

“Driver-assistance technologies and self-driving cars are poised to become increasingly prevalent in the automotive market.”

While the necessary infrastructure and regulations are still evolving, Tansel is confident that the UAE will play a leading role in shaping the future of the mobility industry. “By investing in cutting-edge infrastructure and developing supportive legislative frameworks, the UAE can position itself as a global leader in the adoption of autonomous vehicles,” he adds.

FROM THE VERY EARLY DAYS, BACK IN 1972, AL MASAOOD AUTOMOBILES HAS PLAYED A PIVOTAL ROLE IN SHAPING THE UAE’S AUTOMOTIVE LANDSCAPE. AS ONE OF THE FIRST TO INTRODUCE DATSUN VEHICLES TO ABU DHABI, THE COMPANY CONTRIBUTED SIGNIFICANTLY TO THE COUNTRY’S BURGEONING AUTOMOTIVE INDUSTRY.”

The UAE automotive industry – like several other sectors – is experiencing unprecedented evolution. In an era of rapid technological advancement and digitalisation of businesses, Al Masaood Automobiles is taking a future-forward approach by keeping pace with innovation and technology, ensuring digitised operations tailored to meet customers’ changing needs.

By embracing these advancements in its operations, Tansel emphasises that Al Masaood Automobiles is future-proofing its business and contributing to an advanced, responsive, and customerfocused automotive landscape.

“Al Masaood Automobiles is committed to utilising digital technologies to enhance customer experiences and streamline processes,” he says, adding that key initiatives that are being implemented by the dealership include AI-driven personalisation, predictive analytics, automated marketing and website personalisation.

Al Masaood Automobiles continues to evolve and innovate, capitalising on its automotive experience and pursuing new ventures.

Tansel emphasises that Al Masaood Automobiles’ commitment to introducing the latest mobility innovations, including cutting-edge technologies, enhanced safety features, and exceptional performance. He further highlights the company’s alignment with its partner brands’ electrification strategies, ensuring that customers benefit from advanced and sustainable mobility solutions.

Nissan has outlined its ambitious plan, “The Arc”, to introduce five new SUVs in the Middle East by 2026, including electric vehicles. The expansion aligns with the car manufacturer’s broader vision, Ambition 2030, which prioritises electrification and sustainability.

Similarly, INFINITI also plans to electrify a significant portion of its global product range by 2030. Meanwhile, Renault has been actively revamping its product line and strengthening its position in key areas such as electric vehicles, software and new mobility.

Al Masaood Automobiles is strategically expanding its product and service offerings to provide customers with a broader range of options and unlock new revenue streams for the business. “We are leveraging innovative technologies such as AI, data analytics, and automation to optimise how we as a business interact with our customers and to help us streamline operations,” notes Tansel.

Electrification is key to the transformation of the mobility sector and presents major opportunities in all segments, ranging from passenger to commercial vehicles.

AN AUTOMOTIVE POWERHOUSE

Tansel’s leadership has been instrumental in Al Masaood Automobiles’ diversification and expansion – a strategic vision that is positioning the company for sustainable growth. Al Masaood Automobiles continues to evolve and innovate, capitalising on its automotive prowess in Abu Dhabi, Al Ain and the Western Region.

“Our long-term aspirations are fueled by a commitment to innovation, customer-centricity, and sustainable growth. I envision Al Masaood Automobiles remaining a trusted and influential leader not only within the UAE but also beyond its borders,” he says,

TANSEL’S LEADERSHIP TIPS

TRUST: Your team members are your most valuable asset. Empower them to innovate, be creative, and give their best effort.

EMPOWERMENT:

Never demand blind obedience. Encourage creativity, innovation, and out-of-the-box thinking by fostering an environment that supports and rewards these qualities.

TEAMWORK: A shared vision and goal are essential for success. Companies often fail

not because of bad planning but because employees lack commitment.

LEADING BY

EXAMPLE: Guide your colleagues from strategy to implementation, ensuring their understanding, contribution, and alignment with your vision.

EMPATHY: Understand the needs of your employees and customers to meet their expectations effectively.

adding that the legacy will be built on a foundation of trust, relevance, and innovation.

Beyond the UAE market, Tansel envisions a future where Al Masaood Automobiles extends its geographical footprint into other GCC markets, sharing its expertise and offerings with customers across the region. Meanwhile, innovation is a cornerstone of Al Masaood Automobiles’ strategy as the company seeks to diversify and expand its product and service offerings and revenue streams.

Tansel believes this proactive approach will enable Al Masaood Automobiles to meet our customers’ evolving needs and adapt to the dynamic mobility landscape.

TRANSPARENCY AND ACCOUNTABILITY:

These are fundamental principles of leadership and operational excellence, ensuring ethical conduct and unwavering focus.

STRATEGIC PLANNING: A well-defined strategy is crucial for success. Failure to plan inevitably leads to failure.

EMBRACING FAILURE: Failure is a natural part of the innovation process. If you’re not failing, you’re not innovating enough.

His approach to leadership has been centred around the power of teamwork, innovation, and, surprisingly, failure. “Over my four decades in business, I have learnt valuable leadership lessons that I would like to share with aspiring young leaders,” adds Tansel.

Tansel emphasises the importance of empowering team members to innovate, be creative, and give their best effort, recognising them as the company’s most valuable asset. He advises young leaders never to demand blind obedience but rather encourage creativity and out-of-the-box thinking by fostering an environment that supports and rewards these qualities.

While steering Al Masaood Automobiles towards success, Tansel’s vision for the company is one of continual growth and innovation. Al Masaood Automobiles will leverage its automotive expertise and seek new opportunities for growth to maintain its leadership position in the UAE automotive industry. By staying attuned to market trends and customer preferences, the company aims to remain a driving force in the sector. L

BY COMBINING CUTTING-EDGE TECHNOLOGY WITH ANCIENT TRADITIONS,

THE GCC IS REDEFINING HOW WE VIEW HERITAGE, TRANSFORMING IT FROM A RELIC OF THE PAST INTO A PIONEERING FORCE FOR INNOVATION

I TRADITION

nnovation and heritage often seem like opposing forces, yet they intertwine in ways that enrich our daily lives. Imagine a modern café adorned with motifs from ancient local culture, or a high-fashion garment that showcases traditional craftsmanship. These examples highlight how innovation breathes new life into heritage, ensuring that the essence of our history and culture continues to inspire and shape our present and future.

In an era of globalisation, the younger generation has instant access to global content, influenced by viral trends on platforms like Instagram and TikTok. While globalisation has made Generation Z more educated, mobile, and informed, particularly in the GCC where cultural exchange is embraced, it also risks overshadowing local traditions and eroding the unique cultural fabric that has shaped these societies for centuries.

Preserving local heritage is more crucial than ever. It strengthens local identity amidst the turbulence of globalisation, and it brings substantial socio-economic benefits by boosting employment, tourism, and cultural awareness – all top priorities within the national visions of GCC states.

Four areas of innovation can redefine the entire heritage value chain, from conservation and preservation to dissemination and engagement.

Patrick Samaha

Lama Yassine Getty Images

REIMAGINED

01. Technology integration

Technology revolutionised the heritage sector by improving the documentation and preservation of cultural assets through tools like 3D scanning, photogrammetry, and digital twins. These technologies help monitor and conserve sites more effectively. Additionally, AR, VR, AI and mobile apps enhance visitor experiences, making heritage more interactive, accessible, and engaging.

TECHNOLOGY

02. Modernisation of traditional crafts and designs

Another wave of innovation is modernising traditional crafts and designs, merging them with contemporary elements to ensure their continued relevance. In the GCC, this trend is visible in initiatives like the revival of Omani silverwork. The Oman Ministry of Heritage and Culture, in collaboration with contemporary designers, infused traditional silver jewellery with modern aesthetics, preserving the craft while appealing to today’s market.

03. Sustainable practices

Sustainability is an essential factor in the heritage sector, driving innovation through eco-friendly conservation practices, sustainable site management, adaptive reuse, and sustainable tourism.

Spain’s Santiago de Compostela pilgrimage routes, for example,

SOCIAL ENGAGEMENT IS A POWERFUL LEVER FOR COMMUNITY DEVELOPMENT AND ECONOMIC GROWTH IN THE HERITAGE SECTOR. ACTIVELY INVOLVING LOCAL COMMUNITIES IN PRESERVING AND MANAGING CULTURAL HERITAGE FOSTERS A SENSE OF OWNERSHIP AND PRIDE WHILE CREATING JOBS AND ATTRACTING PRIVATE SECTOR INVESTMENT.

incorporate solar-powered lighting and zero-waste where pilgrims use reusable containers. These practices not only protect the environment but also enhance the visitor experience, ensuring that the cultural and natural heritage of the trails is preserved for future generations.

04. Social engagement

Social engagement is a powerful lever for community development and economic growth in the heritage sector. Actively involving local communities in preserving and managing cultural heritage fosters a sense of ownership and pride while creating jobs and attracting private-sector investment.

Consider the “So distant, incredibly close” initiative launched in 2018 in Italy. This project engaged sub-Saharan individuals from diverse backgrounds in guided tours of museums. Their reflections were captured in webcomics, presenting new narratives around museum collections. This initiative increased museum engagement by about 20 per cent, according to the Metropolitan Museum of Art. Not only did this preserve cultural heritage, but it also provided sustainable economic opportunities for local populations.

HERITAGE INNOVATION IN THE GCC

Within this realm of opportunities for the heritage sector, where do GCC countries stand?

Although the potential of the cultural heritage sector in the GCC has yet to be fully realised, significant efforts were made to preserve heritage through innovation. Several collaborations with the private sector emerged, integrating cutting-edge technologies to protect cultural and natural heritage. For example, AlUla’s archaeological sites in Saudi Arabia and Qal’at al-Bahrain are being digitally preserved using advanced 3D scanning and digital reconstruction techniques. This aids in conservation efforts and allows for global access to these cultural treasures.

Significant progress has also been made in modernising traditional crafts, such as the revitalisation of traditional Emirati crafts by the Irthi Contemporary Crafts Council. This organization integrates traditional techniques with modern designs, resulting in a 30 per cent increase in demand for handcrafted products in international markets.

THE INITIATIVE

“SO DISTANT, INCREDIBLY CLOSE” INCREASED MUSEUM ENGAGEMENT BY ABOUT 20 PER CENT

Strategic recommendations

Building on the remarkable advancements accomplished, GCC states can further elevate their innovation efforts by:

Support and empower SMEs and local talent: Initiatives such as incubators and accelerators can transform local artisans and small businesses into pioneers in the heritage sector.

Increase private sector involvement: Diversifying investments in the heritage sector beyond government support is crucial. The private and non-profit sectors can significantly contribute through funding, support services, infrastructure access, and training offerings.

Emphasise social innovation: Empowering local communities to take an active role in the preservation and management of cultural heritage fosters economic growth and strengthens local identities. By implementing these initiatives, GCC countries can set a global standard, inspiring future generations to reimagine heritage’s role in society and the economy.

Innovation can bring stories told by your grandfather to life, blending past and present to preserve legacies for future generations. This fusion of heritage and progress ensures that yesterday continues to inspire tomorrow. L

Patrick Samaha is partner, and Lama Yassine is manager - Public Sector at, Kearney Middle East and Africa.

LEADERSHIP LESSONS

EMIRATI FEMALE EXECS SHARE THEIR INSIGHTS

IN A RAPIDLY EVOLVING WORLD, THE VOICES OF VISIONARY LEADERS ARE MORE CRUCIAL THAN EVER. THIS IS ESPECIALLY TRUE IN THE UAE, WHERE A REMARKABLE COHORT OF FEMALE LEADERS IS BREAKING BARRIERS

BY NEESHA SALIAN

n a nation committed to progress and inclusivity, Emirati women are leading ransformative changes across various sectors, from finance and technology to healthcare, maritime, and more. As the UAE continues to champion gender equality and provide robust

Eopportunities, these remarkable women are breaking barriers and setting new standards of excellence. We share inspiring insights of strong female leaders who are shaping the future of their industries and empowering the next generation to follow in their footsteps.

DR SAEEDA JAFFAR SVP AND GROUP COUNTRY MANAGER, GCC, VISA

mirati women are making a significant impact in finance and technology, with increasing opportunities in these fields.

The financial services sector, in particular, has been at the forefront of gender inclusivity, with leaders like Shamsa Al-Falasi, CEO of Citibank UAE Onshore, and Hana Al Rostamani, Group CEO

at First Abu Dhabi Bank (FAB), setting new leadership standards.

The UAE’s commitment to gender inclusivity, exemplified by mandated female representation on corporate boards, has created an environment where talent thrives regardless of gender. This focus, coupled with strong educational opportunities and supportive policies, has enabled Emirati women to achieve significant milestones in the industry.

To young and ambitious Emirati women, my advice is to harness your potential and commit wholeheartedly to your goals. Utilise skill development and mentorship programmes, such as Visa’s She’s Next initiative, or the initiatives led by the Gender Balance Council UAE and the Dubai Women’s Business Council (DWBC), to get the support and knowledge needed to achieve your ambitions.

As Sheikha Fatima bint Mubarak, the Mother of the Nation, wisely stated, “Emirati women have proven day after day that nothing is impossible with hard work, diligence, creativity, and hope for a prosperous future.” Success is a collective effort; surround yourself with mentors and supporters who will guide, challenge, and help you grow.

ABEER ALSHAALI DEPUTY MD, GULF CRAFT

Emirati women are rapidly becoming key figures in the leisure, entertainment, and travel sector. At Miral, we witness their impact daily, from spearheading innovative guest experiences at Yas Island to managing complex operations and driving strategic marketing initiatives. Their dedication, creativity, and passion are transforming the landscape in Abu Dhabi and across the UAE.

To aspiring Emirati women, I offer these guiding principles: EMBRACE YOUR HERITAGE: Use your unique cultural perspective to bring fresh ideas and authenticity to your work.

NEVER STOP LEARNING: Seek new knowledge, embrace technology, and be adaptable.

COLLABORATE WITH OTHERS: Connect with mentors and peers who inspire you, support each other, and celebrate successes together.

BE BOLD AND TAKE RISKS: Don’t be afraid to step outside your comfort zone and pursue opportunities that challenge and excite you.

NOOR ABBASI MANAGER, CONSULTING, PWC MIDDLE EAST

Emirati women are making their mark in the maritime sector, bringing determination and a drive to succeed in what has traditionally been a male-dominated industry. At Gulf Craft, we take pride in fostering an inclusive environment where women can thrive.

As more female engineers and professionals join our ranks, Emirati families are increasingly recognising the opportunities in this sector and supporting their daughters’ ambitions.

My advice to young Emirati women entering this field is to earn their place at the table through dedication and perseverance. Demonstrate your capabilities and embrace change, even in traditionally male-dominated spaces.

MARIAM AL MUSHARREKH

ED – HUMAN RESOURCES AT MIRAL

The professional services industry is witnessing an increasing number of Emirati women pursuing careers in auditing, consulting, and deals, drawn by the opportunities for professional development and exposure to diverse industries across the region.

Many of these women have transitioned from consulting roles to leadership positions in top government entities, where their expertise has enabled them to excel as leaders and entrepreneurs.

My advice to young Emirati women is to seek out female role models in your career. Establishing relationships with mentors can provide valuable insights, guidance, and encouragement, helping you navigate challenges and succeed.

OUR ORGANISATION IS FORTUNATE TO HAVE SUCH TALENTED EMIRATI WOMEN AT ITS HELM, AND WE ARE PROUD OF THEIR HARD WORK, DILIGENCE, AND PIONEERING SPIRIT.”

Emirati women are not just leaders but changemakers, powering transformative solutions and setting new standards for excellence in the industry.

Our organisation is fortunate to have such talented Emirati women at its helm, and we are proud of their hard work, diligence, and pioneering spirit. We are honoured to support their journey and celebrate their continued success as they help shape a brighter future for healthcare in the UAE.

MAITHA SHUAIB

ED, CORPORATE COMMUNICATIONS, DUCAB GROUP

ABIR ARAKI

MANAGER – EMIRATISATION AND NATIONALISATION, CIGNA HEALTHCARE MEA

Emirati women are more than just role models; they are the driving force behind our nation’s extraordinary journey. Their notable accomplishments in STEM, where they constitute an impressive 56 per cent of public university graduates, highlight just a fraction of their immense impact.

At Ducab, we are proud to have 80 per cent of our female management team spearheading change within our organisation. Their leadership exemplifies the boundless potential of Emirati women, who consistently surpass expectations in governance and innovation.

Let us celebrate their outstanding achievements and appreciate their tireless dedication to both our nation and society.

Emirati women play a vital role in the UAE’s overall development, especially in the financial and banking sector. Thanks to our wise leadership, which prioritises investing in human resources and empowering women, the UAE has become a global leader in female empowerment.

At the Emirates Institute of Finance, we empower women through world-class training and provide them with the right tools and opportunities to thrive and grow, reflecting the vision set forth by our nation’s leadership.

Emirati women accounted for 32 per cent of participants in our training courses and workshops last year, with a 27 per cent increase in women’s participation over the past five years.

This indicates that women are encouraged to play an active role in the country’s economic progress.

NOURA ALBLOOSHI

GENERAL MANAGER, EMIRATES INSTITUTE OF FINANCE

AS AN EMIRATI WOMAN, I AM PROUD TO BE PART OF A NATION THAT CELEBRATES WOMEN’S ACHIEVEMENTS AND PROVIDES LIMITLESS OPPORTUNITIES FOR REACHING SENIOR LEADERSHIP POSITIONS.”

The UAE is a leading country in gender equality in the region, as highlighted by the World Economic Forum’s 2024 Global Gender Gap Report. As an Emirati woman, I am proud to be part of a nation that celebrates women’s achievements and provides limitless opportunities for reaching senior leadership positions.

At DIFC, we are grateful to Sheikha Fatima bint Mubarak, the ‘Mother of the Nation,’ for her support in encouraging Emirati women to lead pioneering achievements across vital sectors. We continue our efforts to create a supportive and enabling work environment that empowers women, tapping into their skills and potential, ultimately contributing to the UAE’s growth.

Iam honoured to be part of a nation and an industry that recognises and celebrates the invaluable contributions of women. The UAE’s National Policy for the Empowerment of Emirati Women 2023 – 2031 represents a steadfast commitment to providing every Emirati woman with the support and resources necessary to build a fulfilling and impactful career.

At the heart of this vision lies the crucial role of mentorship. By fostering strong mentor-mentee relationships, we can offer invaluable guidance, support, and inspiration to emerging female leaders. Together, we are not merely paving the way for the future; we are mentoring, empowering, and leading a path where our influence will resonate globally, leaving an indelible mark on the world.

Through our dedication to mentorship, we are ensuring that the next generation of Emirati women is equipped with the knowledge, skills, and confidence to drive our nation forward, continuing the legacy of excellence and innovation that defines the UAE.

WAOOD IBRAHIM AL MUTAWA

HR DIRECTOR, THE GALLERIA AL MARYAH ISLAND, AL MARYAH RETAIL COMPANY

MARIAM AL MERAIKHI

KEY ACCOUNT MANAGER, SCHNEIDER ELECTRIC

My journey as a young Emirati woman in the industrial sector came with its challenges, but with a love for what I do and the support of an amazing team, I found my way.

I’m continually inspired by Emirati women breaking new ground in this sector, especially in fields like digital automation, technology, and engineering. Their success shows the strength of diversity and the limitless potential of women. Remember, every challenge is a chance to grow, and with passion, you can achieve anything. L

ALYA AL ZAROUNI

COO, DIFC AUTHORITY

BOOKS AND BEYOND

A CURATED COLLECTION OF INSPIRING BOOKS ON LEADERSHIP THAT OFFER VALUABLE INSIGHTS AND STRATEGIES FOR ASPIRING AND EXPERIENCED LEADERS

START WITH WHY

BY SIMON SINEK

This thought-provoking book inspires organisations to discover and articulate their “why” and use it as a powerful tool to inspire and lead. Sinek’s central message is that organisations and leaders who start with a well-defined and inspiring “why” - their purpose, cause, or belief - are more likely to succeed, inspire others, and achieve long-term success.  He illustrates this point with numerous real-world examples, such as Apple, Martin Luther King Jr, and the Wright Brothers, who all led with a clear sense of “why” that ignited passion and loyalty in their followers.

PRIMAL LEADERSHIP

BY DANIEL GOLEMAN, RICHARD E BOYATZIS AND ANNIE MCKEE

The book starts by highlighting the significance of emotional intelligence in leadership. It argues that effective leaders are not just those with high IQs but also those who possess emotional intelligence. Leaders who understand and manage their emotions and the emotions of those around them can create a positive and productive work environment. The book is a valuable resource for business readers looking to enhance their leadership skills.

THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE

BY STEPHEN R COVEY

This book is a timeless resource for business professionals seeking to enhance their leadership, productivity, and effectiveness. It provides a framework for personal and professional growth that can lead to positive, lasting impacts in the business world.

MINDSET: THE NEW PSYCHOLOGY OF SUCCESS

BY CAROL S DWECK

Dweck’s work on the growth mindset and its impact on leadership and personal development is insightful. Dweck identifies two mindsets: the fixed mindset, which believes abilities are static, and the growth mindset,

which sees qualities as malleable. She illustrates how individuals with a growth mindset are more likely to embrace challenges, persevere through setbacks, and ultimately achieve higher levels of success. Her research emphasises the importance of cultivating a growth mindset in both personal and professional initiatives, encouraging readers to view failures as opportunities for growth and to unlock their full potential.

TEAM OF RIVALS

BY DORIS KEARNS GOODWIN

This book examines Abraham Lincoln›s leadership during the Civil War, showcasing his ability to lead a diverse group of individuals effectively. Goodwin examines how Lincoln assembled a cabinet of political rivals to address the nation›s challenges, offering valuable lessons in leadership, political strategy, and unity during times of crisis.

BOOKS AND BEYOND

THE INNOVATOR’S DILEMMA

BY CLAYTON CHRISTENSEN

This groundbreaking book examines the challenges companies face when trying to innovate in a rapidly changing market. Christensen introduces the concept of disruptive innovation, where smaller, more agile firms disrupt established industry leaders. He provides numerous case studies to illustrate how companies can lose their market dominance by failing to adapt to disruptive technologies and trends. It’s a must-read for business leaders seeking to navigate the complexities of innovation and market dynamics.

THE FIVE DYSFUNCTIONS OF A TEAM

BY PATRICK LENCIONI

Lencioni dissects the common pitfalls that hinder team success. He identifies five dysfunctions: absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. Through the story of a fictional executive team, he highlights how these issues can erode teamwork and impact an organisation’s performance. Lencioni offers practical strategies to address these dysfunctions, emphasising the importance of open communication, trust-building, and mutual accountability. The book serves as a valuable guide for leaders and team members seeking to cultivate a more cohesive, productive, and resultsoriented team dynamic.

GIVE AND TAKE

BY ADAM GRANT

giving more to others, rather than competing against them, maybe the secret to profound success and fulfillment. Grant argues that givers, who are generous without expecting immediate returns, often achieve long-term success and satisfaction.

The book provides numerous case studies, research, and practical advice to help individuals and businesses harness the power of giving. It serves as an insightful guide for readers seeking to cultivate a giving mindset and leverage it for personal and professional growth.

THE INTROVERTED LEADER

BY JENNIFER KAHNWEILER

Kahnweiler explores the unique strengths and capabilities that introverted individuals bring to leadership roles. She dispels myths about introversion, emphasising that introverted leaders often possess valuable qualities like deep listening, empathy, and thoughtfulness. The book offers practical strategies to help introverted leaders excel in extroverted settings, including effective communication and networking techniques.

It is a valuable resource for both introverted leaders seeking to harness their potential and extroverted colleagues aiming to better understand and support their introverted counterparts.

lasting influence. It uses engaging real-life stories and inspiring quotes from successful leaders describes key pitfalls that may be holding you back and explains how to overcome them.

Maxwell presents a leadership framework based on five distinct levels of influence and effectiveness. His model starts with the lowest level, Position, and progresses through Permission, Production, People Development, and Pinnacle. The book guides readers on how to advance through these levels by developing leadership skills and building meaningful relationships. It emphasises the importance of self-awareness, character, and continuous growth.

TRUE NORTH

BY BILL GEORGE

The book offers a breath of fresh air to traditional theories of what it takes to be successful. Backed by in-depth research, the book demonstrates how

5 LEVELS OF LEADERSHIP

BY JOHN MAXWELL

This book is a step-by-step guide to becoming a true leader with a

This compelling book delves into the concept of authentic leadership. George contends that effective leadership begins with a deep understanding of one’s inner values, passions, and principles, which he refers to as the “True North”. Through personal anecdotes and interviews with successful leaders, George guides business readers in their quest for authentic leadership. He underscores the importance of staying true to one’s values and principles in the face of challenges and external pressures. The book serves as a roadmap for leaders looking to lead with authenticity, integrity, and purpose, ultimately driving personal and organisational success. L

BY INNOVATION

THESE LEADERS REMIND US THAT STAYING AHEAD MEANS STEPPING OUTSIDE THE BOX, EMBRACING RISK AND REIMAGINING THE NORM INSPIRED

In today’s fast-paced world, creativity, disruption, and innovation have become the driving forces behind industry breakthroughs and societal progress. As global leaders push the boundaries of what’s possible, their words offer powerful insights into the mindset required to transform ideas into reality. From technology pioneers to business moguls, these thought leaders remind us that staying ahead means stepping outside the box, embracing risk, and reimagining tradition. Here are some of the most inspiring quotes from those who have changed the world by daring to think differently.

WE MAY NOT LIVE FOR HUNDREDS OF YEARS, BUT THE PRODUCTS OF OUR CREATIVITY CAN LEAVE A LEGACY LONG AFTER WE ARE GONE.”

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SHEIKH MOHAMMED BIN RASHID AL MAKTOUM, VICE PRESIDENT AND PRIME MINISTER OF THE UAE AND RULER OF DUBAI (FROM HIS BOOK, FLASHES OF THOUGHT)

“INNOVATION DISTINGUISHES BETWEEN A LEADER AND A FOLLOWER.”

— STEVE JOBS, CO-FOUNDER OF APPLE

“I THINK FRUGALITY DRIVES INNOVATION , JUST LIKE OTHER CONSTRAINTS DO. ONE OF THE ONLY WAYS TO GET OUT OF A TIGHT BOX IS TO INVENT YOUR WAY OUT.”

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“THERE’S A WAY TO DO IT BETTER — FIND IT.” — THOMAS EDISON, INVENTOR

— PETER DRUCKER, MANAGEMENT CONSULTANT AND AUTHOR IF YOU WANT SOMETHING NEW, YOU HAVE TO STOP DOING SOMETHING OLD.”

“SOME PEOPLE DON’T LIKE CHANGE, BUT YOU NEED TO EMBRACE CHANGE IF THE ALTERNATIVE IS DISASTER.”

JEFF BEZOS, FOUNDER OF AMAZON

— ELON MUSK, CEO OF TESLA AND SPACEX

WE ALWAYS OVERESTIMATE THE CHANGE THAT WILL OCCUR IN THE NEXT TWO YEARS AND UNDERESTIMATE THE CHANGE THAT WILL OCCUR IN THE NEXT TEN. DON’T LET YOURSELF BE LULLED INTO INACTION.”

— BILL GATES, CO-FOUNDER OF MICROSOFT

“OUR INDUSTRY DOES NOT RESPECT TRADITION – IT ONLY RESPECTS INNOVATION.”

“MOST ENTREPRENEURIAL IDEAS WILL SOUND CRAZY, STUPID, AND UNECONOMIC, AND THEN THEY’LL TURN OUT TO BE RIGHT.”

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“IF YOU’RE CHANGING THE WORLD, YOU’RE WORKING ON IMPORTANT THINGS. YOU’RE EXCITED TO GET UP IN THE MORNING.”

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LARRY PAGE, CO-FOUNDER OF GOOGLE

“DISRUPTION IS ABOUT RISK-TAKING, TRUSTING YOUR INTUITION, AND REJECTING THE WAY THINGS ARE SUPPOSED TO BE.”

— RICHARD BRANSON, FOUNDER OF VIRGIN GROUP

INNOVATION IS NOT AN OPTION BUT A NECESSITY.”

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JACK MA, FOUNDER OF ALIBABA

REED HASTINGS, CEO OF NETFLIX