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Ahmad Salih

Senior Director Knowledge Management and Operational Excellence at Khatib & Alami PTE, Singapore

Toronto, Canada

Dr Salih is a Senior Director of Strategy, Knowledge Management and Operational Excellence at Khatib and Alami PTE, Singapore. He is also a faculty at Edinburgh Business School - Heriot-Watt University. His background of research includes leadership, Cultural Intelligence, entrepreneurship, Digital Transformation and Aikido in large scale business.

In his capacity, lately, as a Knowledge and Innovation Management executive, Dr Salih has been leading the selection and implementation of suitable digital platforms, as a strategic choice, to manage knowledge creation, sharing and curation company-wide. This is accomplished through the development of communities of practice for ongoing services such as Building Information Management (BIM) and digital document management systems.

As a cultural transformation architect, Dr Salih has led many transformation programs company-wide to achieve direct results in efficiency and profitability where he has been employing theory and practice to reach the best outcomes.

Dr Salih’s strategic leadership competencies and skills enabled him to multiple organizational transformations including digital business transformation, especially at the times that require agility and adaptability, to ensure business continuity.

As an experienced Project Manager and organizational entrepreneurship expert, Dr Salih established and led the project management unit within K&A in 2006 and planned to maintain it operational till today.

On the academic dimension, Dr Salih is a course leader and designer of leadership and digital business strategy, author, coach and teacher of leadership, Aikido, entrepreneurship and lately digital transformation. His latest book published with Routledge marks a new milestone in the leadership domain.

Ready to become an advisor for the senior leadership and Boards on Project Management, Cultural Transformation, Performance & talent Management, Knowledge Management, Operations and Strategy.

Available For: Advising, Authoring, Consulting, Influencing, Speaking
Travels From: Dubai
Speaking Topics: Digital Business Strategy, Intelligent Cross-cultural Leadership, Entrepreneurship, PMO Establishment, Cultural Intelligence, Digital Leadership, Orga

Speaking Fee $7,000

Ahmad Salih Points
Academic 605
Author 265
Influencer 8
Speaker 40
Entrepreneur 305
Total 1223

Points based upon Thinkers360 patent-pending algorithm.

Thought Leader Profile

Portfolio Mix

Featured Videos

Featured Topics

Adaptive and Sustainable Leadership in the Digital Era (Salih, 2020)

Leadership has passed through a difficult trajectory since the end of the nineteenth
century until today (Van Seters and Field, 1990). It starts with the personality
era moving to the influence era, behavioral era, situation era, contingency era,
transactional era, anti-leadership era, culture era and transformational era. An
important observation one can notice is that, in the focus of most of the eras, leadership
research reacts to leaders’ traits or behaviors in different contexts. There
is no comprehensive theory of leadership that can be applied at all times in all
contexts. The era of global leadership is not so different from those in the past.

Aikido role to enhance leaders and followers relationship in the workplace

Aikido, known as the royal martial art, the art of peace, or the path to harmony through energy utilization , was founded by Morihei Ueshiba in the 20th century. Since its beginning, it gained a reputation for working with and harmonizing the energy people generate to control themselves and others. Globally, many companies employ it to improve work performance and team efficiency. By concurrently cultivating the ethos of harmony and reciprocity and blending a high degree of non-violence, Aikido assumes
an underlying joint commitment of mutual respect, safety, and beneficial training. Aikido promotes active decision-making because of the interpersonal behavioural dynamics between attacker and defender , which attracts organizations to train their employees using Aikido concepts. This corresponds with scholars’ recommendations for organizations to implement more experiential learning to develop managerial wisdom.
In Aikido training, the partners, the Uke (attacker) and the Tori (defender), exchange roles of who leads the exercise and who follows when practicing on the mat. These exercises require the leaders’ and followers’ mutual participation to achieve joint success. During practice, the Tori must decide, while in motion, how to deter harm from the Uke.

Digitalization Strategies, where they start?

One of the biggest mistakes that some companies make is to start their digital transformation journey by directly contracting their IT professionals to design and implement the process...

Company Information

Company Type: Company

Areas of Expertise

Agile
AI
Big Data 31.92
Business Continuity 32.13
Business Strategy 34.62
Change Management 47.18
COVID19 43.88
CRM 34.38
CSR
Culture 73.96
Design Thinking
Digital Disruption 32.20
Digital Transformation 34.82
Digital Twins
Diversity and Inclusion 34.80
Ecosystems 32.59
Emerging Technology 30.52
Entrepreneurship 45.73
ERP 36.73
Future of Work 33.98
Health and Wellness 32.63
Healthtech 33.88
HR 36.38
Innovation 33.71
Leadership 50.70
Management 30.82
Marketing 31.95
Mental Health 30.48
Mobility
Procurement 33.71
Project Management 100
Public Relations
Risk Management 35.24
Sales 32.88
Social
Startups
Sustainability 31.72
Retail 32.65
Mergers and Acquisitions 32.91
Customer Experience 30.99
Customer Loyalty 31.55
Cloud 31.08
Supply Chain 31.49

Industry Experience

Engineering & Construction
Healthcare
High Tech & Electronics
Higher Education & Research
Professional Services
Real Estate
Retail
Utilities

Exclusive Content    Join Ahmad Salih's VIP Club

I have a book with Routledge in the production stage which will be published in April 2022. The book is about Culture in international business.

2 Coursewares
Digital Business Strategy - Platforms and Ecosystems
Thinkers360
February 13, 2022
Digital transformation, as new business strategic direction, has been rapidly spreading globally. Moving from an option or strategies choice into a mandatory direction is quite obvious because of the Covid-19 pandemic. Therefore, all organisations, to a certain degree of, have started their journey.

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Tags: Culture, Digital Transformation, Ecosystems

Digital Leadership
Thinkers360
February 13, 2022
In the era of knowledge, globalisation and digital transformation, the digital Leadership, part of the digital leadership program, aims to develop in students a critical appreciation of leadership theory in the digital age. Sustainable and adaptive leadership in addition to leadership/followership e

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Tags: Culture, Digital Transformation, Leadership

1 Speaking Engagement
Using Aikido to create an egalitarian mindset in the workplace.
Thinkers360
February 13, 2022
Workshop for the UAE Economic Department on Aikido and leadership

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Tags: Culture, Leadership, Mental Health

Publications

6 Academic Fellow / Scholars
Paper Review: A Cross-National Study of Youth Entrepreneurship: The Effect of Family Support
The International Journal of Entrepreneurship and Innovation
July 31, 2022
Still under review

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Tags: Culture, Entrepreneurship, Leadership

ISMO paper review: A Framework for Cultural Diverse Teams and the Importance of Agility -Findings from a Qualitative Study
International Studies of Management & Organization
May 01, 2021
A a reviewer, I find this paper touches some interesting and yet important area of research. It investigates the conditions for successful collaboration in culturally diverse teams from a Positive Organizational Scholarship perspective.

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Tags: Change Management, Culture, Diversity and Inclusion

ISMO paper review: A Hierarchical Model of Personality and Cultural Intelligence
International Studies of Management & Organization
May 01, 2020
This paper studies cultural intelligence (CQ) is composed of four related yet unique dimensions: metacognitive CQ, motivational CQ, behavioral CQ, and cognitive CQ, and employs a meta-theoretic model of motivation and personality (known as the 3M model of motivation and personality),

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Tags: Culture, HR, Leadership

ISMO journal paper review: Insights into Key Determinants of Personal Initiative among Palestinian Professionals
International Studies of Management & Organization Journal
March 01, 2019
As a reviewer, i had to go through many iterations reviewing this paper. ~The paper the key determinants of employee personal initiative is applicable in the context of a developing country - particularly in the Middle East. The researchers have collected survey data from 144 employees of four large Palestinian organisations to examine the relationship between personal initiative and a list of its theoretical determinants, namely: self-efficacy, need for achievement, perceived supervisor support and cultural orientation towards individualism.

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Tags: Culture, HR, Leadership

Paper Review: SEMI-AUTOMATIC SHREDDED BEEF MACHINE
The International Journal of Applied Business &International Management
June 22, 2018
The purpose of this study is to provide solutions to existing problems in SMEs Abon Beef Surabaya. The production process still conventional and tools used are still relatively simple. The method used is by utilizing Gear Box technology as the mechanism of power distributor from Electric Motors to the meat counter. This machine also equipped with Electric Motor so that shredded beef process can run automatically. The expected result is to increase 1.5 times the productivity of the Abon Beef Cow's SMEs, so that from 40 Kg / day can produce up to 60 Kg / day.

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Tags: Change Management, Supply Chain

Paper Review: Assessment Of Supply Chain Management Perfomance On Distribution And Transportation Management Process – Case Study At Baja Mas Malang
The International Journal of Applied Business &International Management
June 21, 2018
This research analyzes the Supply Chain Performance Management Appraisal on transportation distribution and management process at Baja Mas. The objectives of this research were (1) Assess the supply chain structure of products of building tools in UD Baja Mas (2) Conduct performance measurement of supply chain management (SCM) for product of building tools in UD Baja Mas. (3) how effective the performance of supply chain management in the distribution and transportation management processes. how to collect data that is with the use of several methods that is with literatu study to compare existing theory and previous research and survey and questionnaire

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Tags: Supply Chain

23 Adjunct Professors
Developing and Executing Strategy - June 2022 intake
Heriot-Watt University
June 05, 2022
Developing and Executing Strategy is the capstone course in the MBA programme. The course is designed to help you think and operate at the strategic level in a range of organisational settings, through integration of ideas across core business disciplines you have studied in other parts of the MBA. We achieve this by using strategy as a ‘lens’ through which a variety of business and management issues can be viewed.

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Tags: Business Strategy, Entrepreneurship, Marketing

Leadership Theory and Practice 2020
Heriot-Watt University MBA 2020
June 05, 2022
The Leadership Theory and Practice course aims to develop in students a critical appreciation of leadership theory and the role of leadership in practice in a range of organisational, social and cultural contexts.

The course critically examines the concept of leadership in organisations, explores major theoretical developments in how leadership is understood and provides opportunities for managers to reflect on real-life leadership issues.

The course is divided into eight modules. Having explored what we mean by ‘leadership’ in the first module, the course then considers key developments in leadership theories and how they apply to modern organisations. Leadership is enacted differently depending on the context, and the course hones in on some example settings for practice, including creative industries and projects, to explore alternative approaches to leading. The role of leadership in setting and shaping organisational strategy is also explored, and contemporary issues of gender, culture and ethics are discussed. The course ends by considering how leaders and leadership can be developed and provides insights into current trends and future directions.

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Tags: Culture, Entrepreneurship, Leadership

Leadership Theory and Practice - Jan 2022 intake
Heriot-Watt University MBA 2022
June 05, 2022
The Leadership Theory and Practice course aims to develop in students a critical appreciation of leadership theory and the role of leadership in practice in a range of organisational, social and cultural contexts.

The course critically examines the concept of leadership in organisations, explores major theoretical developments in how leadership is understood and provides opportunities for managers to reflect on real-life leadership issues.

The course is divided into eight modules. Having explored what we mean by ‘leadership’ in the first module, the course then considers key developments in leadership theories and how they apply to modern organisations. Leadership is enacted differently depending on the context, and the course hones in on some example settings for practice, including creative industries and projects, to explore alternative approaches to leading. The role of leadership in setting and shaping organisational strategy is also explored, and contemporary issues of gender, culture and ethics are discussed. The course ends by considering how leaders and leadership can be developed and provides insights into current trends and future directions.

See publication

Tags: Culture, Entrepreneurship, Leadership

Masters Degree Dissertation Supervision on Digital Leadership in a public sector organization
Heriot-Watt University
November 19, 2021
This qualitative study examined the digital leadership methods that leaders in a public sector organization in Dubai. In order to build a relationship between the two issues of digital leadership and transformation, and to add significance to the existing area of knowledge, such as knowledge enhancement, innovation advancement, motivation enhancement, growth strategy alignment, leadership assistance, and development through collaboration and coalition are all factors that contribute to achieving these components

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Tags: Digital Transformation, Innovation, Leadership

Masters Degree Dissertation Supervision on Organizational Culture on Employee Motivation and Engagement after mergers and acquisitions
Heriot-Watt University
November 16, 2021
This piece of work explores the effect of Organizational Culture on Employee Motivation and Engagement after mergers and acquisitions in the Elevator and Escalator industry in India.

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Tags: Culture, HR, Mergers and Acquisitions

Masters Degree Dissertation Supervision on Leadership & Digital Transformation
Heriot-Watt University
November 01, 2021
This research is conducted on Leadership & Digital Transformation in primary level education. It includes a systematic literature review on challenges and influence of leadership while implementing digital transformation at primary level education

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Tags: COVID19, Digital Transformation, Leadership

Leadership Theory and Practice - Oct 2021 intake
Heriot Watt University
October 01, 2021
The Leadership Theory and Practice course aims to develop in students a critical appreciation of leadership theory and the role of leadership in practice in a range of organisational, social and cultural contexts.

The course critically examines the concept of leadership in organisations, explores major theoretical developments in how leadership is understood and provides opportunities for managers to reflect on real-life leadership issues.

The course is divided into eight modules. Having explored what we mean by ‘leadership’ in the first module, the course then considers key developments in leadership theories and how they apply to modern organisations. Leadership is enacted differently depending on the context, and the course hones in on some example settings for practice, including creative industries and projects, to explore alternative approaches to leading. The role of leadership in setting and shaping organisational strategy is also explored, and contemporary issues of gender, culture and ethics are discussed. The course ends by considering how leaders and leadership can be developed and provides insights into current trends and future directions.

See publication

Tags: Change Management, Culture, Leadership

Masters Degree Dissertation Supervision on Digital Dexterity
Heriot-Watt University
August 29, 2021
The focus on this research is about the investigation of Digital Dexterity Challenges in Organizations and the Role of Leadership in addressing these Issues: A Case Study of a Professional Service Firm in the UAE.

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Tags: Business Strategy, Digital Transformation, Leadership

Masters Degree Dissertation Supervision on application of sentiment analysis on online customer reviews
Heriot-Watt University
July 30, 2021
Application of sentiment analysis on online customer reviews for hotel resorts in the UAE in assessing guest satisfaction levels. Customer reviews were analyzed effectively to make data driven business decisions. The study aims to evaluate the application of sentiment analysis in assessing customer satisfaction levels based on online customer reviews on booking.com for selected hotel resorts in the UAE.

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Tags: Big Data, Customer Experience, Customer Loyalty

Masters Degree Dissertation Supervision on Role of Cultural Intelligence in the Digital Transformation of a Rwandan Hospital
Heriot-Watt University
July 30, 2021
The aim of this research was to develop a training framework for cultural transformation in Rwandan healthcare. The subject environment for the study was a hospital in Rwanda. The study utilized Douglasian Cultural Framework (DCF) to study the role of Salih's (2020 Dynamic Cultural Intelligence (CQ) to understand the cultural mindset of the employees at the hospital and their motivation for adaptability.

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Tags: Culture, Digital Transformation, Healthtech

Masters Degree Dissertation Supervision on Cultural Intelligence on effect on Communication effectiveness
Heriot-Watt University
July 01, 2021
The thesis studies the application of the concepts of cultural intelligence, communication and cross-functional team success is widely available and critiqued. However, the literature focusing how communication relates to Salih's (2020) Model of Cultural Intelligence (CQ) within the cross-functional team (CFT) environment .

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Tags: Change Management, Culture, HR

Adaptive and Sustainable Leadership for Event Management
Goodfellow
June 01, 2021
Event Management, as a field of study, is relatively nascent. Attempts have been made by some scholars to define a workable framework that includes collaboration from different knowledge disciplines or industry services (Getz, 2000). However, as with many other fields of study, research reacts to the phenomena happening in the outside world, and attempts to find the right solution to standardize individuals’ and organisations’ practice. While we understand the gap between academia and practice, where the latter is always advancing due to actual needs on the ground, we also believe that adopting a proactive approach in research to provide the right solutions and run proper training programs, can help to bridge this gap and provide real value to practice.

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Tags: Change Management, Leadership, Project Management

Leadership for M.Sc students 2018
Heriot-Watt University
April 17, 2021
Leadership is a popular research and general interest subject that generates lots of discussion and debate amongst academics, practitioners and the public. There are many leadership theories that attempt to describe how it works and why. Unfortunately, all of them are only useful for describing leadership in particular or narrow situations, none provide a universal formula for understanding how leadership works. Therefore, it is important to have a wide understanding of the different theories available. This course provides that broad overview of leadership and its contributing theories.
Many research studies have discovered a positive relationship between effective leadership and improved performance across a number of critical organisational activities like competitiveness, innovation, new product development etc. Relating practice to leadership approaches to understand, which theories are relevant and how they improve performance are examined in the course as well. Moreover, leaderships impact on four important contemporary organisational themes will be explored in the course. These important themes are gender, culture, teams and ethics. Finally, guest speakers are used to help bring to life the leadership approaches and issues discussed in the course.

See publication

Tags: Change Management, Culture, Leadership

Developing and Executing Strategy 2021
Heriot-Watt University MBA 2021
April 01, 2021
Developing and Executing Strategy is the capstone course in the MBA programme. The course is designed to help you think and operate at the strategic level in a range of organisational settings, through integration of ideas across core business disciplines you have studied in other parts of the MBA. We achieve this by using strategy as a ‘lens’ through which a variety of business and management issues can be viewed.
The course begins by reviewing the evolution of strategy and strategic management theory over the past 50 years and examines the role of strategy in the management of different types of organisations. The course then works through the various different aspects of strategy, such as strategic intent, issue diagnosis, analysis, strategic options and execution. At each stage the links with other management disciplines, such as leadership, organisational behaviour, economics, marketing and finance are considered. At the end of the course students will have developed a critical and integrative framework for strategic decision-making.
The ‘way of thinking’ you develop in this course provides a holistic approach to solving complex business and management problems and is the final outcome of the Edinburgh Business School MBA Programme.

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Tags: Business Strategy, Entrepreneurship, Leadership

Masters Degree Dissertation Supervision on the practice of Adaptive Leadership in teh Organization
Heriot-Watt University
February 24, 2021
The focus of this research is to reflect upon the practice of adaptive leadership in a private organization in the UK that harnesses the tactics and tools for bringing organisational change.

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Tags: Change Management, Culture, Leadership

Leadership Theory and Practice - Sept 2019 intake
Heriot Watt University - Jan 2021 intake
January 01, 2021
The Leadership Theory and Practice course aims to develop in students a critical appreciation of leadership theory and the role of leadership in practice in a range of organisational, social and cultural contexts.

The course critically examines the concept of leadership in organisations, explores major theoretical developments in how leadership is understood and provides opportunities for managers to reflect on real-life leadership issues.

The course is divided into eight modules. Having explored what we mean by ‘leadership’ in the first module, the course then considers key developments in leadership theories and how they apply to modern organisations. Leadership is enacted differently depending on the context, and the course hones in on some example settings for practice, including creative industries and projects, to explore alternative approaches to leading. The role of leadership in setting and shaping organisational strategy is also explored, and contemporary issues of gender, culture and ethics are discussed. The course ends by considering how leaders and leadership can be developed and provides insights into current trends and future directions.

See publication

Tags: Business Strategy, Culture, Leadership

Leadership for Master Degree students 2019
Heriot Watt University
September 11, 2020
Leadership is a popular research and general interest subject that generates lots of discussion and debate amongst academics, practitioners and the public. There are many leadership theories that attempt to describe how it works and why. Unfortunately, all of them are only useful for describing leadership in particular or narrow situations, none provide a universal formula for understanding how leadership works. Therefore, it is important to have a wide understanding of the different theories available. This course provides that broad overview of leadership and its contributing theories.
Many research studies have discovered a positive relationship between effective leadership and improved performance across a number of critical organisational activities like competitiveness, innovation, new product development etc. Relating practice to leadership approaches to understand, which theories are relevant and how they improve performance are examined in the course as well. Moreover, leaderships impact on four important contemporary organisational themes will be explored in the course. These important themes are gender, culture, teams and ethics. Finally, guest speakers are used to help bring to life the leadership approaches and issues discussed in the course.

See publication

Tags: Culture, Digital Transformation, Leadership

Masters Degree Dissertation Supervision on Sustainable Knowledge Sharing
Heriot-Watt University
May 01, 2020
This research was conducted on retail industry by proposing the sustainable knowledge sharing using Salih's (2020) Model of dynamic cultural intelligence to assist retail managers and firms improving their knowledge sharing culture and overcome cultural obstacles, towards improvement and innovation.

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Tags: Culture, Innovation, Retail

Masters Degree Dissertation Supervision on adaptive leadership impacts employee wellbeing and happiness
Heriot-Watt University
September 13, 2019
This research talks about the effect of adaptive leadership on employee wellbeing and happiness in the organization and its subsequent impact on performance. The research is conducted in Dubai.

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Tags: Culture, Health and Wellness, Leadership

Masters Degree Dissertation supervision on Disruptive Innovation in coaching industry
Heriot-Watt University
August 31, 2019
This research is about how disruptive innovation has become key to understanding the increased number of new companies overtaking the market. The work explored the use of technology such as Artificial Intelligence in the coaching industry and showed how poor is the use of technology in this domain....

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Tags: Digital Disruption, Digital Transformation, Future of Work

Masters Degree Dissertation Supervision on project management of events
Heriot-Watt University
August 18, 2019
This work explores the challenges faced by project managers in the events industry in the UAE whilst adopting Salih's (2018) Model of Adaptive Leadership in the event industry, within the UAE. Salih's model consists of effective leadership effectiveness and ineffectiveness, the meta-cognitive dimension of Cultural Intelligence (CQ) combined with the autonomous culture of the Douglasian Cultural Framework (DCF).

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Tags: Culture, Leadership, Project Management

Masters Degree Dissertation Supervision on the influence Aikido and Cultural Intelligence (CQ)’s Mindfulness on leader-follower relationships
Heriot-Watt University
July 20, 2019
This research sheds light on the dynamics of leader-follower relationships. The Adaptive Leadership Model of Salih (2018) has been employed to interpret followership to this end, in order to bridge the gap between leadership and followership literature. As CQ’s metacognition is related to mindfulness and Aikido practitioners are known to possess mindfulness, the study has been conducted on Aikido practitioners.

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Tags: Change Management, Culture, Leadership

Masters Degree Dissertation Supervision on the application of Adaptive leadership in sustainable project management
Heriot-Watt University
April 23, 2019
This piece of work explores the effect of Salih's (2018) Model of Adaptive Leadership on the project management sector in Nigeria. The aim is to achieve a sustainable project management practice in the country.

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Tags: Culture, Leadership, Project Management

3 Article/Blogs
Perceived Managerial and Leadership Effectiveness In UAE and Egypt: A Comparison Through The Combined Lenses Of Islamic Work Ethics and Islamic Leadership
European Management Review
April 18, 2021
We conduct an emic replication study of managerial and leadership effectiveness in UAE, thereby addressing the paucity in extant literature of indigenous management research in non-Western countries. Second, we compare our findings from the UAE study with those from a similar study previously conducted by author 3 in Egypt, to reveal that there are considerable similarities in the perceived effectiveness and ineffectiveness of managerial behavior across these two countries, but also considerable differences. Finally and most importantly, we examine the findings from the two studies through the combined conceptual lenses of Islamic Work Ethics (IWE) and Islamic Leadership (IL). We find that more than half of positive and negative Behavioral Statements emerging from these studies are grounded in the principles of IWE and IL, implying that these principles exercise significant influence on followers’ Implicit Leadership Theories, and consequently their perceptions of managerial and leader behaviors. Theoretical and managerial implications are also offered.

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Tags: Culture, Leadership, Management

A Dynamic and Interactional Framework Cultural Intelligence
International Studies of Management & Organization, Volume 48, 2018 - Issue 4: INNOVATIVE TRENDS IN CULTURAL STUDIES
April 17, 2020
Cultural Intelligence (CQ) scholars' continuing reliance on static geo-ethnic (mostly national) conceptualizations of culture raises three dilemmas: (1) the practical challenge of managers having to adapt to as many national cultures as they encounter, (2) a superficial understanding of how cultural intelligence manifests itself in everyday life, and (3) the inability to elaborate upon the nature (transient versus profound) of and potential pathways for cultural adaptations. There is, therefore, an urgent need to liberate the CQ discourse from geo-ethnic confines a need which is met in our present article through the introduction of transactional anthropology-based Douglasian Cultural Framework (DCF). The DCF conceptualizes human behavior as grounded in social transactions as opposed to geo-ethnic affiliations. According to this framework , the ongoing interactions between an individual's preferences on two social dimensions (grid and group) and social context results in the emergence of four worldviews. Integrating these four worldviews of DCF with the four dimensions of CQ (motivational, cognitive, meta-cognitive, and behavioral) results in an innovative DCF-based CQ framework. This framework not only refrains from constraining the CQ discourse to geo-ethnic confines but also satisfactorily resolves the three dilemmas emerging from conventional CQ literature. Thus, our article contributes toward enriching extant CQ and DCF literatures and simultaneously combines insights from anthropology and psychology, but it also recognizes this is one small step in the right direction and calls for efforts toward generating other geo-ethnicity-free cultural frameworks that will further enrich our understanding of CQ.

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Tags: Management, Culture, HR

Knowledge is Precious
Self
June 28, 2019
Knowledge is the root of all good!
— Ali Ibn Abi Talib.

Learning process is reciprocal. We learn from each other! leaders learn from followers and teachers learn from students.

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Tags: Digital Transformation, Future of Work, Innovation

2 Books
Cultural Spaces in International Business Theories and Applications
Routledge
April 15, 2022
Culture studies in international business are passing through difficult times of scrutiny and critique. This is due to the fact that the paradigms, approaches, and methods used so far to study culture have been limited in their scope. For several decades now, approaches that consider national cultures and geo-ethnic origins of interacting individuals have dominated management literature.

This book distinguishes itself from other books on Culture in International Business (CIB) studies in two important ways. First, it illustrates how Mary Douglas’s Cultural Theory framework (referred to commonly as DCF) can be used to explore different aspects of international business. This sets the stage for future scholars to consider DCF as an alternative tool of cultural sense-making as opposed to limiting themselves to categorical frameworks grounded in static notions of national and/or corporate culture. The second unique feature is that it focuses on the complexities of the applied side of culture (i.e., it takes a culture-in-practice perspective), while simultaneously emphasizing the dynamicity and diversity of culture. The book concludes by offering suggestions for the future of CIB studies. This domain, it predicts, may witness significant changes in the way culture is seen as influencing workplace relations. It also identifies other areas on which CIB scholars may need to focus attention in the future: culture in an increasingly digitalized world, culture and the organization as a system, and culture and the intelligent/knowledgeable organization.

It will be of interest to researchers, academics, and students in the fields of cross-cultural management, international business, human resource management.

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Tags: Culture, Digital Transformation, Entrepreneurship

Cross-cultural Leadership: Being Effective in an Era of Globalization, Digital Transformation and Disruptive Innovation
Routledge
July 08, 2020
For many decades, management in its research and practice has been in need of an alternative approach and paradigm to understanding human behaviours. Many studies and books have attempted to provide solutions to the individual, which ended up being a cultural dilemma with little success. This book provides a novel approach to address this dilemma by linking aspects from three knowledge domains; Psychology, Anthropology and Sociology. Cross-Cultural Leadership supports Cultural Intelligence (CQ) and makes it a practical construct and tool that both managers and researchers harness to understand what" cultural Chameleon" means. The book also renders support to Douglaisan Cultural Framework (DCF) by activating the role of the usually neglected fifth culture; the hermit by linking it to the metacognitive dimension of CQ. This link introduces for the first time the mechanism that individuals use to run through metacognitive processes to drive change. This book is a tool for individuals to help them work efficiently outside their homeland. Being an adaptive or culturally hybrid leader is among the most important competencies of the effective leaders in the 21st century. By focusing on comprehending the five cultures as elaborated in DCF, leaders and managers will be relieved from the dilemma of having to understand each and every national culture of their employees. This book will be of value to researchers, academics, managers, and students with an interest in leadership, management, organization studies, globalization, and innovation

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Tags: Culture, Digital Transformation, Leadership

5 Book Chapters
Entering into the Mind of the Entrepreneur: The Hermit’s Metacognition as an Entrepreneurial Driver
Routledge
April 15, 2022
In this chapter, a novel approach toward understanding how entrepreneurs act to draw new business horizons when faced with new opportunities or challenges is introduced. In the current decade, there has been much emphasis on strengthening individuals’ capabilities to move them into the space or mindset of entrepreneurs. The work in this chapter builds on previous attempts where the metacognitive dimension of Cultural Intelligence (CQ) is employed to help entrepreneurs plot the right strategies toward achieving their self-gains. Furthermore, the work adds another building block to previous achievements and draws a new horizon by explaining how a change can happen in individuals’ mindsets to transform themselves into adopting a competitive or entrepreneurial culture. This chapter calls for a paradigm shift in approaching, understanding, explaining, and boosting entrepreneurship among individuals by deploying Douglasian Cultural Framework-based Cultural Intelligence. Moreover, it lays out a set of behaviours and a process individuals could follow to achieve their sought-after transformation to become entrepreneurs and follow opportunities globally.

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Tags: Culture, Change Management, Entrepreneurship

The Role of Aikido and Cultural Intelligence in Harmonising Leader-Follower Relationships
Routledge
April 15, 2022
Aikido is a modern Japanese martial art founded by Morihei Ueshiba in the 1920s and
internationally promoted in the 1950s. It differs from other marital arts: Aikidokas (Aikido
practitioners) not only practise mindfulness but also live within a culture of social and spiritual
harmony, discipline, focus, and direction. On the mat, Aikidokas free their minds from any
prejudicial thoughts and indulge in a no-mind state during the training. In this chapter, Aikido is
linked with Cultural Intelligence’s metacognition and Douglasian Cultural Framework’s
egalitarian culture. By so doing, it highlights that an egalitarian culture can help employees blend
in a healthier work environment and increase their productivity. Additionally, in this chapter, the
concept of flexecution, which links flexibility to execution, is discussed, and how this concept,
which has its roots in Aikido, can help in improving the decision-making process in the business
environment is shown

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Tags: Change Management, Culture, Leadership

Taking Stock of the Present and Looking Toward the Future: Cultural Evolution in a Knowledge-Intensive and Digital Era
Routledge
April 15, 2022
In this concluding chapter, we attempt to summarise the overall value of the book by focusing on the significant concepts of each chapter from the knowledge management and intelligence lenses. Furthermore, the chapter lays out some genuine trends that cultural studies would encounter in the near future. Such trends range from conceptual, methodological to pragmatic. First, the way culture is approached needs to change to become more comprehensive. This implies that studying culture needs to be done using aspects from different knowledge domains and also by deploying multiple paradigms. This is because culture is a multi-faceted and complex construct, and cannot be looked at studied using one paradigm. Second, future cultural studies may witness change in the way culture used in the workplace to harmonise the relationship between managers and employees, to name a few. Finally, we recommend in this chapter that cultural studies need to take a proactive stance in dealing with new areas of practice such as culture in a digitalised/platforms world, culture and the organisation as a system, and culture and the intelligent/knowledgeable organisation

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Tags: Culture, Digital Transformation, Future of Work

Adaptive and Sustainable Leadership for Event Management
GoodFellowPublishers
February 01, 2021
Due to the fast-changing economy globally, and technology impact on business and individuals, the events industry became much more complex especially with governments involvement and increased regulation (Bowdin et. al, 2006). By nature, events are ephemeral, and even if they do repeat, they are a separate project every time. Therefore, events can be considered as fast-track projects with many activities and stakeholders engaged for a short period. One important aspect that impact the delivery of successful events is leadership. In this chapter, hence, we shed some light on the main challenges faced when implementing events in Dubai. Given the multi-cultural nature of working in the events industry in Dubai and the different types of events conducted every year, our study attempts to understand how project leaders within the events industry use adaptive leadership across cultures to produce successful outcomes and/or meet project deliverables. Event management as a field of study emerged in response to the growing events industry, and is yet to be mature (Getz, 2002). Moreover, attempts were made to examine the effect of cognitive, social and environmental psychology, sociology and anthropology knowledge disciplines to understand the differences between the field’s subdivisions (see Getz, 2007 and 2012). For this purpose, we focus on the behavioural aspect of event management, I.e. events leadership, and propose a novel approach to the challenges faced by both academics and practitioners. We emphasise on the adaptive leadership aspect of managing events following Salih’s (2017; 2020) Model for Sustainable and Adaptive Leadership as the mechanism to be used by individuals and organizations, and by so doing, we attempt to synch theory and practice. The Model comprises three main components: Hamlin’s (2004) model for leadership effectiveness and ineffectiveness, the meta-cognitive dimension of Cultural Intelligence (CQ), and the autonomous culture (hermit) of the Douglasian Cultural Framework (DCF). There has been much research done on culture, project management and adaptive leadership however, there is a paucity of literature on events management in Dubai.

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Tags: Culture, Leadership, Project Management

Sustainable Leadership in Multi-Cultural Teams
Goodfellow
August 22, 2020
Description
The current shift towards digital transformation that guides the building blocks of the digital economy, has made it imperative to review some of the current theories, frameworks and paradigms. This applies to the different contexts of business management, where effective leadership is crucail, including project management and more so, sustainable project management. The authors’ current work, which is directed at both academics and practitioners, calls for a new paradigm in approaching Sustainable Leadership Effectiveness, that brings aspects from three knowledge domains (Anthropology, Sociology and Psychology) which are important for understanding human behaviors (in response to Murdock, 1971). The new paradigm and approach take leadership effectiveness practice, training and development into new dimensions, and embed them within an intelligent process with the Douglasian Cultural Framework (DCF)-based Cultural Intelligence at the center. Leaders focus should harness past and present experience to make a better future (Senge, 2008 cited in Tideman et al., 2013). This implies that for leadership to be considered sustainable, it must be formed around two important factors: adaptability and intelligence (Tideman, 2013). Accordingly, the journey that readers will be guided through in this chapter, is about novelty in thinking and practicing leadership which is different from the mainstream of leadership and Cultural Intelligence discourse and practice. The aim is to have managers and leaders not only understanding how to be effective, but how to behave intelligently in a challenging global context. In the introduction, the chapter presents the debate about leadership from the globalization lens, illustrating the obstacles that leadership research is facing. The chapter then provides the reader with a general review about Cultural Intelligence showing the dilemmas that the construct is facing, leading to the main theme of this chapter where the leadership adaptability framework is presented.

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Tags: Culture, Leadership, Project Management

5 Conference Publications
Toward forming Leadership Intelligence and revoking the individual in leadership studies
Sixth International Engaged Management Scholarship Conference Organized by the Executive DBA Council
September 08, 2016
Extant literature on leadership behaviour and Cultural Intelligence (CQ) continues to be grounded in static geo-ethnic conceptualisations of culture (e.g. national culture). This practice is proven problematic because it leads to the dilemma of ‘losing the absolutes’ (Gelfand et al., 2008) – the concern that irrespective of their versatility, international leaders or managers cannot be expected to know or master all national cultures with whom they may be called upon to interact. To overcome this dilemma, we offer to integrate Yukl’s (2012) leadership behavioural framework with Sternberg & Detterman (1986) Loci of Intelligence; a culture-agnostic framework; as solution to this important gap and form a new construct of Leadership Intelligence (LQ). The paper discusses the potential advantages of this integration to individuals and organizations. Accordingly, this theoretical contributions to management and leadership literature bridges the gaps between theory and practice (Yukl, 2004), along with a discussion of managerial implications and suggestions for future research.

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Tags: Change Management, Culture, Leadership

Should an intelligent leader in the 21st century be a cultural chameleon? A call to disentangle national culture from
The International Conference on Organization and Management ( ) 2015 Conference Theme: Innovative Management Practices: Challenges & Opportunities in
November 22, 2015
Extant literature on leadership behaviour and Cultural Intelligence (CQ) continues to be grounded in static geo-ethnic conceptualizations of culture (e.g. national culture). This practice is problematic because it leads to the dilemma of ‘losing of absolutes‘– the concern that irrespective of their versatility, international managers cannot be expected to master all national cultures with whom they may be called upon to interact. To overcome this drawback, we offer to integrate Yukl’s (2012) leadership behavioural framework with Sternberg & Detterman (1986) loci of intelligence as a solution to the important gap and form a new construct of Leadership Intelligence (LQ). Integrating these two frameworks results in an innovative framework of leadership behavioural studies with many advantages to individuals and organizations in the 21st century who either operate across borders or are obliged to respond to the cosmopolitan pressure in their homelands as in the case of United Arab Emirates. Thus, our paper offers theoretical contributions to management and leadership literatures. We end the paper with a discussion of managerial implications and suggestions for future research.

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Tags: Culture, Leadership, Management

From local to cross-cultural to global, challenges that face UAE nationals in the 21st century. The role of transactional framework of Cultural Intelligence.
ICSB 2015 World Conference Proceedings ISBN13: 978-0-9819028-7-6 ISBN: 0-9819028-7-1
June 06, 2015
Extant literature shows that the GCC region as a whole, and mostly so the United Arab Emirates suffer from the scarcity of management studies in general and Cultural Intelligence (CQ) studies specifically. While most of the studies are either US or western based (Jackson, 2005), Tsui et al., (2007) call to conduct indigenous research in indigenous context. In response to this need, we offer an in-depth study on the effect of transaction framework of CQ (Salih & Patel, 2015) on Emirati citizens to help them overcome the dilemma of “losing the absolutes” (Gelfand et al., 2008) when dealing with a globalized environment present locally at their doors, and at the same time to help them protect their own national culture from being negatively affected. Thus, our paper offers theoretical contributions to management and CQ literatures by applying this context-free of CQ framework in UAE. We end the paper with a discussion of practical and theoretical implications and suggestions for future research.

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Tags: Change Management, Culture, HR

HOW TO MEASURE PERCEIVED MANAGERIAL AND LEADERSHIP EFFECTIVENESS & INEFFECTIVENESS WITHIN UAE PUBLIC AND PRIVATE SECTORS IN CONNECTION WITH DOUGLASIAN CULTURAL FRAMEWORK
GRENOBLE ECOLE DE MANAGEMENT Category: 15 CONFERENCE GENERAL TRACK >> 15_00 CONFERENCE GENERAL TRACK
January 13, 2015
Access to this paper is restricted to registered delegates of the EURAM 2014 (European Academy of Management) Conference.

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Tags: Change Management, Culture, Leadership

Toward a Dynamic and Interactional Framework of Cultural Intelligence - Best Paper
AIBMENA 5th conference: Bridging the Divide - Cognitive dissonance between management theory and practice - Developing relevant and impactful research
January 13, 2015
Extant literature on Cultural Intelligence (CQ) continues to be grounded in static geo-ethnic conceptualizations of culture (e.g. national culture). This practice is problematic because it leads to ‘losing of absolutes‘– the concern that irrespective of their versatility, international managers cannot be expected to master all national cultures with whom they may be called upon to interact. To overcome this drawback, we offer the Dougalsian Cultural Framework (DCF) as an alternative framework of culture. Integrating the dynamic conceptualization of culture offered by DCF within the CQ construct results in an innovative framework of CQ with many advantages. First, being grounded in a transactional/interactional approach to culture, this framework allows us to break away from static geo-ethnicity based frameworks of culture. Second, our framework explains, how despite having different cultural affiliations, culturally intelligent individuals shift from one culturally-appropriate behavior to another as part of the adaptation process in intercultural interactions. In so doing, we expose the merits of the often-neglected fifth cultural type of DCF- the hermit. Thus, our paper offers theoretical contributions both to CQ and DCF literature. We end the paper with a discussion of managerial implications and suggestions for future research.

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Tags: Change Management, Culture, HR

7 eBooks
Design of Risk Management Process
Khatib and Alami
July 01, 2021
Designed a comprehensive and dynamic projects' risk process. The process follows PMI standards and organizational best practice. The process included a workflow that is included within the risk register along with a process.

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Tags: Culture, Project Management, Risk Management

BIM Practice Manual
Khatib and Alami
May 15, 2020

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Tags: Cloud, Digital Transformation, Emerging Technology

Remote Working Procedure
Khatib and Alami
March 31, 2020
At the beginning of the pandemic, companies started to panic and everyone started to look ways to survive running projects, keep connecting with clients, manage resources and most importantly maintain a winning position in the market.

As response to this situation during the Covid-19 pandemic, I developed a new Way of Work with specific steps and mechanisms to keep everyone connected and maintain projects success. The new Way of Work; remote working procedure; included policies, strategies, tools and mechanisms for users to follow.

The procedure was implemented successfully and Khatib and Alami was a pioneer in the market in this regard. Moreover, the procedure was lent to some of our clients who were looking for similar solutions.

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Tags: Culture, Future of Work, Project Management

Winning Proposal Procedure
Khatib and Alami
August 01, 2019
This procedure was designed to take proposals managers and teams to prepare successful proposals to ensure a winning mode.

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Tags: Change Management, Culture, Sales

Effective Performance Appraisal System
Khatib and Alami
January 01, 2018
A novel approach to Performance Appraisal that was designed based on leadership effectiveness, dynamic cultural intelligence, digital transformation and work ethics. the system was conduced and applied on almost 3500 employees. 60 hours training conducted by the author in four regions. Detailed analyses were driven to show how and where employees can best fit within the organization

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Tags: Culture, Entrepreneurship, HR

Design Project Management Manual
Khatib and Alami
June 23, 2010
The purposes of producing the design project management manual are mainly to:
1) Improve the projects performance and quality
2) To provide the manual holders with essential information on K&A’s practices for managing projects.
3) Determine all aspects of interaction among project management sections and other company departments.
4) To provide an effective training tool for the new employees.

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Tags: Change Management, Project Management, Risk Management

CAD Manual
Khatib and Alami CEC
January 01, 2000
Following the National CAD Standards (NCS), a CAD manual was developed to allow all architects and engineers including newcomers to work seamlessly on running projects. The manual included a layering system, colours, line weights, and drawings of standard title blocks among other drafting configurations.

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Tags: Digital Disruption, Leadership, Project Management

12 Executives
Advisor to Guidepoint's clients
Guidepoint Advisory
March 02, 2022
Provide advisory services on Knowledge Management

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Tags: Culture, Digital Transformation, ERP

International Aikido Federation membership
International Aikido Federation
January 01, 2022
Part of the AfriMENA Workgroup within the International Aikido Federation (IAF), I am responsible to encourage nations in the region to enroll under the AIKIKAI and IAF umbrella after having them establishing their national Aikido identity.

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Tags: Change Management, Culture, Leadership

Design of Enterprise Content Management System
Khatib and Alami
July 11, 2021
Lead a team from IT, project managers, quality assurance, document controllers, design and construction supervision team to design and implement an enterprise and content management system based on Microsoft SharePoint. The system included four main verticals; proposals, projects, Knowledge repositories and Business Management System.

The system is now in th implementation phase.

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Tags: Digital Transformation, Future of Work, Project Management

Establishing digital academy
Khatib and Alami
April 01, 2021
Link Learning Management system to digital courses delivery. The Digital academy proposal was designed to employees performance appraisal designed and career path planning at K&A.

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Tags: Change Management, Culture, Digital Disruption

Talent Development System
Khatib and Alami
May 29, 2019

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Tags: Culture, HR, Leadership

Head of PMO for Organizational Design
Khatib and Alami
December 01, 2018
Lead the organizational design with the CEO of the company and Mckinsey to drive organizational redesign, operational efficiency, sales process design and grading system redesign.

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Tags: Change Management, Digital Transformation, Leadership

Head of Digital Transformation office
Khatib and Alami
September 07, 2018
Head the Digital transformation Initiative and the transformation office in general.

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Tags: Change Management, Digital Transformation, ERP

Career path development
Khatib and Alami
March 01, 2018
For 3500 employees, I have established a career path development program based on employees' strengths, challenges and potential. The program included the creation of digital learning spaces which can be linked to HR system.

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Tags: Change Management, Culture, HR

Certified Chief Innovation Officer (CCInO)
Global Innovation Institute GInI
March 17, 2017
GInI Certified Chief Innovation Officer (CCInO) is GInI’s recognition of senior business leaders who have demonstrated an advanced understanding of key topics relating to enterprise innovation, innovation strategy, innovation groups, innovation spaces, management and workplace innovation, and other leading innovation practices.

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Tags: Business Strategy, Innovation, Leadership

Proposals development workshop
Khatib and Alami
April 09, 2016
In this workshop, proposals managers from across K&A business units were introduced to the new Way of Work of the Winning Proposal Procedure. The new operating model (modus operandi) of the proposals units was demonstrated and discussed.

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Tags: Business Strategy, Change Management, CRM

Project Management Office establishment
Khatib and Alami
March 01, 2006
In 2006, I established a PMO within K&A to manage all design projects. Projects types manages range from small to large scale and include residential, retail, hospitality, healthcare, mixed-use, educational, infrastructure and urban planning projects.
The PMO unit grew and accommodated more than 8 project managers and many planning engineers. Establishing the PMO introduced a major change in projects operations and lead to better project delivery.

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Tags: Change Management, Leadership, Project Management

Training Officer
Khatib and Alami
January 01, 2002
As a rotating training officer, I was responsible for leading the process of collecting all training requirements from all design and corporate departments, collaborating with them to assign the right resources and coordinating with external parties to conduct the required course.

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Tags: Change Management, HR, Leadership

1 Founder
Certificate in Responsible Leadership and Followership
Grenoble Ecole de Management
April 17, 2021
segregation, and with ever increasing questions being raised regarding (un)ethical and ineffective practices of leaders, it becomes important to think critically about leadership practices. It becomes equally important to sensitize followers of their inherent power in bringing about positive change. It is therefore necessary to question the so-called dichotomy between ‘leaders’ and ‘followers’. It is also necessary to explore the dark side of both leadership and followership. It is equally important to reflect on the positive and progressive concepts of leadership that are emerging in literature and which seem better suited to our times as opposed to the authoritative (top-down) styles that have dominated the business sector in the last century. It is, moreover, imperative to give voice to those groups or segments of the workplace and of the larger society that have been marginalized over the course of time, and to address the implications of cultural sensitivity and emotional intelligence among both leaders and followers.
These objectives are consistent with Grenoble Ecole de Management’s identity as a ‘Business Lab for Society’ and its dedication to serving the interests of and creating a positive impact on its local as well as international stakeholders. They are also consistent with the ideas of critical thinking, reflexivity, and making students responsible for their own learning and future.
Therefore, with the aim of meeting these objectives, I propose the creation of a 'Certificate in Responsible Leadership and Followership' for ESC students. The program could gradually be repackaged appropriately for Executive Education programs, and could eventually lead to the creation of an Institute/Partnered Chair in Responsible Leadership and Followership.

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Tags: Culture, Innovation, Leadership

3 Industry Certifications
Chief Innovation Officer CCInO
Global Innovation Institute (GInl)
April 30, 2018
Finalized the requirements for the GInI Certified Chief Innovation Officer (CCInO). CCInO is GInI’s recognition of senior business leaders who have demonstrated an advanced understanding of key topics relating to enterprise innovation, innovation strategy, innovation groups, innovation spaces, management and workplace innovation, and other leading innovation practices.
CCInO certification affirms an individual's proficiency at executive-level innovation practices and methods. This includes enterprise innovation programs, the GInI Enterprise Innovation Architecture, innovation strategy formation, the GInI Strategic Innovation Compass, the GInI Strategic Innovation Roadmap, strategic innovation portfolios, management and workplace innovation, the GInI Experiential Human Innovation Framework, innovation group design, innovation space design, outcome-driven innovation, discovery-driven innovation, and innovation maturity.

Credential ID USAM000101051215

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Tags: Culture, Innovation, Leadership

Project Management Professional (PMP)
Project Management Institute
June 29, 2009

Credential ID 1343248

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Tags: Procurement, Project Management, Risk Management

Productive Microstation Instructor
Bentley Systems
August 25, 1999
Certified Instructor for Miscrostation CAD application developed by Bentley Systems

Issued Aug, 1999 – Expired Jan, 2005

Credential ID 9123608

See credential

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Tags: Culture, Digital Transformation, Future of Work

1 Industry Council Member
Secretary General of the UAE Aikido Committee
The Uae Aikido Committee
January 01, 2016
Acted as the Secretary General for the UAE Aikido Committee responsible for orchestrating all the national and international registrations and seminars. Also organized the committee recognition at the AIKIKAI in Japan.
In this capacity, I was responsible for coordinating with International Aikido, Iaido and Jodo instructors (Sensei and Shihans) to conduct international seminars in Dubai.

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Tags: Change Management, Health and Wellness, Leadership

1 Media Interview
A novel look at culture from an anthropological lens.
Heriot Watt University
July 30, 2021
In this interview with Professor Taran Patel from Grenoble Ecole de Management, we discussed a novel approach to the way we are looking for making sense of human behavior than the categories we so commonly rely on. The concepts of Dame Mary Douglas (1970s) of Cultural Theory were illustrated.

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Tags: Change Management, Culture, Leadership

5 Memberships
Thinkers 50 membership
Thinkers 50
April 16, 2022

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Tags: Leadership, Future of Work

Academy of International Business (AIB)
Academy of International Business (AIB)
January 01, 2015

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Tags: Culture, Leadership, Management

International Leadership Association (ILA)
International Leadership Association (ILA)
January 01, 2014

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Tags: Culture, Leadership, Management

Academy of Management
International Leadership Association (ILA)
January 01, 2014

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Tags: HR, Leadership, Management

Project Management Institute PMI
Project Management Institute PMI
January 01, 2010

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Tags: Procurement, Project Management, Risk Management

5 Mentors
Advisor on organization Structure of procurement department
Khatib and Alami
June 15, 2021
Provided advisory service to a large-scale client in the Kingdom of Saudi Arabia about how to design the procurement department organization structure based on project delivery and materials supply.

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Tags: HR, Procurement, Project Management

Projects procurement in construction industry integrated with SAP
Khatib and Alami
January 01, 2021
Advised a large scale client in the Kingdom of Saudi Arabia about the formation of the procurement unit and strategy to take care of projects-related procurement such as sub-consultants, materials, suppliers, technology, etc..

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Tags: ERP, Procurement, Project Management

Advisor about Vendors management within SAP
Khatib and Alami
January 01, 2021
Worked with a large-scale client in the Kingdom of Saudi Arabia to establish the basis for a vendor management system in integration with the SAP system.

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Tags: Digital Transformation, ERP, Procurement

Mentoring a startup on digital health
Self
January 01, 2021
The CEO and fonder of Intersection Bioscientific Software started developing applications but needed guidance to transfer the way he thinks about apps development into a platform way of thinking. This mentorship lasted from more than a year and led to fantastic outcomes. The CEO was capable at the end of developing a marketing system open for others to participate in and work with.

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Tags: Change Management, Ecosystems, Leadership

Leaders development in Project Management
Khatib and Alami
April 01, 2017
After establishing the project management within K&A, I spent eight years leading it where strong project managers were professionally developed. I worked on strengthening their soft skills and capabilities to stand out and represent the company in the tough projects world. Moreover, I worked, after I left the department in 2015, with the new head as a coach and mentor to raise her management skills to be able to continue the roadmap and do even better.

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Tags: Culture, Leadership, Project Management

2 Miscellaneouss
DBA prospect students at Heriot Watt University
Heriot Watt University
May 22, 2022
In this gathering, we met MBA graduates in addition to new prospect students. I walked some students through the journey of the DBA research and what it takes to achieve such an important milestone in their lives.

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Tags: Digital Transformation, Future of Work, Leadership

DIGITAL TWIN 2022 MARCH 21, 2022 | DUBAI, UAE | IN-PERSON CONFERENCE
Heriot Watt University and Safe events
March 21, 2022
The first dedicated, in-person conference on Digital Twins in the MEA region! Focus on Smart cities and construction sector.

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Tags: Digital Transformation, Digital Twins, Emerging Technology

1 Miscellaneous
Work Breakdown Structure (WBS) automation
Khatib and Alami
March 31, 2020
To solve the issue of negligence of WBS development at the proposal’s stage and the proper distribution of man hours per deliverables or activities, in addition to assigning the right resources to them, and automated formulas was was developed that takes into consideration the level of effort needed for each deliverable or activity. This enabled proposals’ teams to easily create almost accurate WBSs and hence, prepare proper costing structure.

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Tags: Change Management, Future of Work, Project Management

1 Panel
Construction in the cloud - the next digital revolution or not?
Ventures Connect
June 07, 2022
It was approved to participate in a panel discussion on the future of the construction industry during the industry 4.0 era.

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Tags: Change Management, Digital Transformation, Future of Work

2 Presentations
Project Management Training
Khatib and Alami
March 01, 2022
Prepared full roadmap for projects managers training that connects PMI principles, SAP integration and organizational best practices.

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Tags: Change Management, Project Management, Risk Management

Project Managers Assessment and Training Program
Khatib and Alami
December 19, 2019
I led this initiative with Mckinsey to undergo the ways of working overhaul with implications on required skills for Project Managers. This includes:
K&A does not currently have a baseline of PM capabilities
There is a need for K&A to understand the skillset of PMs and bring them to a common baseline of skillset
Develop an understanding of the core strengths and development needs of all PMs
Develop a tailored capability-building program for different cohorts of PMs
Ensure PMs are allocated on projects that match
their skillset

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Tags: Change Management, Culture, Project Management

6 Profiles
Training Program on Cultural Transformation in Healthcare Industry
Digital.in.Health
December 31, 2021
A comprehensive training program was designed to train change champions and agents so that they can cascade and disseminate the digital-first culture within the Rwandan Healthcare Sector nationwide.

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Tags: Change Management, Culture, Leadership

Board advisor for Intersection Bioscientific Software
Intersection Bioscietific Software
January 01, 2021
Act as a board advisor to set rules for marketing the applications developed by Intersection Bioscientific company. The advisory includes setting the right path for platform development and inducing the power of network effect within the developed platform for marketing affiliate system.

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Tags: Entrepreneurship, Leadership, Startups

Advisor to Gartner GCC Symposiums Board
Gartner
March 01, 2019
The Advisory board is a group of selected C-level executives and Industry IT leaders who provide input and feedback on the Gartner event program as we develop it.

Activities include:
 2-3 conference calls before the event either with the full board or individually in the coming months
 A few email exchanges on follow up topics/questions
 Review of the final sessions of the agenda to get your personal view on our content
 A “live” board meeting at the event, to review the event and discuss some ideas for the future; this doubles up as a strong peer interaction as well

The objective of the advisory board activity is to integrate the Industry requirements into the event content as well as validate the relevance of our existing content with knowledgeable leaders such as yourself.

The benefits include:

 Visibility/recognition as a board member during all Gartner marketing communications
 Access to the Gartner Symposium ITxpo as a special invitee
 Priority booking for “registration required” activities (Event sessions as well as analyst one on one meetings, workshops, roundtables)
 First opportunity to submit case study proposals
 And of course the opportunity to have visibility on and input into the development of the cutting edge event agenda

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Tags: Culture, Digital Transformation, Future of Work

Yearly Business Planning workshop
Khatib ana Alami
March 01, 2015
Pepper and conduct yearly business planning process and workshop that brings together 68 business units to align targets together.
The outcomes from this yearly repeated process is the overall strategy of K&A.

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Tags: Business Strategy, Change Management, Leadership

Member of organizational PMO for reorganization
Khatib and Alami
July 12, 2014
in 2014, K&A has contracted Strategy& to implement a company-wide reorganization and development. My role was of two folds; the first fold was part of the PMO who managed the whole process. The second fold was leading the corporate planning initiative which included training business units heads and lead the corporate planning process for four years after that.

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Tags: Business Strategy, Change Management, Project Management

CAD Standardization
Khatib and Alami CEC
January 01, 2000
led a team of architects, engineers and draftsmen to design and implement Microstation across all trades. The process took two years to transform the whole engineering environment into the new Way of Work.

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Tags: Change Management, Culture, Project Management

1 Quote
Impact of Covid-19 Pandemic on accelerating technology adoption
Khatib and Alami
November 24, 2021
Visibility was improved for project managers, ensuring they are better equipped to monitor and control project tasks and schedules. Although K&A’s digital transformation was already well underway, the pandemic was responsible for catalysing adoption, both technically and behaviorally.

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Tags: COVID19

1 Speaking Engagement
Khatib & Alami + Wrench Solutions: Project Management and Technology use
Project Management Institute - Arabian Gulf Chapter (PMI-AGC)
January 24, 2011

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Tags: Change Management, Marketing, Project Management

6 Steering Committee Memberships
C4C Steering Committee - End to end Sales process
Khatib and Alami
May 01, 2022
The role of this Steering Committee is to head and direct the design and implementation of the projects pipeline and bids review process within the SAP C4C system.

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Tags: Change Management, CRM, ERP

Buildings materials and vendors management
Khatib and Alami
May 01, 2022
Chairing a committee to decide on up to date building material and the technology used to fix them in buildings and infrastructure projects.

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Tags: Change Management, Project Management, Sustainability

Establishing the Group Construction Supervision Manual (CSM)
Khatib and Alami
April 01, 2022
This Construction Supervision Manual (CSM) provides our framework approach to supervision services across the Khatib & Alami (K&A) Group.
The manual was developed and agreed by a Global committee made up of representatives from every K&A Geography that provide our supervision services. It prescribes the responsibilities, arrangements and minimum expectations for all K&A Geographies to follow.

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Tags: Change Management, Culture, Project Management

QA and QA Committee for Design Centers
Khatib and Alami
January 01, 2020
This committee is responsible for overseeing the implementation of K&A's procedures and processes in the design centers including those related to digitalization to ensure work efficiency and clients' satisfaction.

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Tags: Business Continuity, Digital Transformation, Project Management

SAP Implementation Change Management Committee
Khatib and Almi
July 18, 2019
The main responsibility of this executive committee is to define and execute the the following:
1. Change champions and agents roles and responsibilities
2. Change Champions and Agent functions description
3. set the rights criteria for the selection of Champions and Agents
4. Define the challenges that would face SAP implementation
5. prepare a detailed effort evaluation and implementation schedule
6. Set a communication plan and design the right communication vehicles

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Tags: Change Management, ERP, Leadership

ERP System PoC, design and implementation in Engineering industry
Khatib and Alami
January 01, 2019
A member in the ERP Steering Committee and the business owner of the procurement process within SAP where I designed an agile procurement process and implemented it, with my team across the company.

As a member of the Steering Committee, I have participated in all the critical decisions and guided the overall process design and implementation.

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Tags: Change Management, ERP, Procurement

3 Trainings
Project Management for Design Managers and Engineers
Khatib and Alami
July 11, 2021
Trained, across all design centers, almost 400 design architects and engineers from all engineering trades including proposals teams, on the principles of project management such as Earned Value management, WBS development and maintenance, resources allocation and client management.
The training was conducted via Microsoft Teams during the Covid19 Pandemic.

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Tags: COVID19, Future of Work, Project Management

MicroStation 3D training for architects and Engineers
Khatib and Alami
January 01, 2003
Trained many groups of architects and engineers on Bentley's Microstation.

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Tags: Change Management, Digital Disruption, Future of Work

MicroStation 2D training for architects and Engineers
Khatib and Alami
July 01, 1999
Trained many groups of architects and engineers on Bentley's Microstation.

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Tags: Change Management, Digital Disruption, Future of Work

2 Webinars
Digital Leadership Program at Heriot-Watt University
Heriot Watt University
May 16, 2022
This webinar, conducted with my colleagues Professor Paul Hopkinson and Sarah Beatie from Heriot-Watt University, provided the attending prospect students with insights about the Digital leadership program.

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Tags: Business Strategy, Digital Transformation, Leadership

Digital Leadership Program introduction webinar for M.Sc. students
Heriot-Watt University
August 14, 2021
As the courses designer and leader, I have participated in a webinar to introduce and market the newly developed digital leadership program at Heriot-Watt university's for prospective students. The program includes digital leadership, and digital business strategy; platforms and ecosystems course.

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Tags: Business Strategy, Ecosystems, Leadership

2 Whitepapers
Cultural Transformation to streamline Digital Transformation in Healthcare Industry
Self
December 01, 2021
I have designed a novel approach to transform the Rwandan healthcare sector (nationwide) employing the Dynamic Cultural Intelligence (Salih, 2020).

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Tags: Change Management, Culture, Digital Transformation

Design automation strategy
Khatib and Alami
July 12, 2020
A strategy and roadmap were developed to increase the level of automation in the architectural and engineering design and delivery for more than one reason:
1. Increase efficiency and reduce errors.
2. Save design and production time.
3. Save costs of projects

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Tags: Digital Transformation, Future of Work, Innovation

6 Workshops
Leading effectively in the era of globalization, digital transformation and disruptive innovation
Autodesk
December 16, 2019
The workshop was conducted at the Autodesk University Middle East event. It provided the audience with some practical tools to manage conflicts at the workplace and enforce harmony between leaders and followers

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Tags: Change Management, Culture, Leadership

Aikido Seminar under International Aikido Federation
UAE AIkido Committee
December 14, 2019
Arranged and led the international Aikido seminar that was held in Dubai under the patronage of the International Aikido Federation and the Aikikai. The seminar was attended by many Aikido practitioners from the UAE and the region. Aikido instructors flew from Japan, France and the Netherland to conduct the seminar.

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Tags: Change Management, Culture, Leadership

How Aikido can induce harmony in the workplace
Autodesk University
December 12, 2019

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Tags: Change Management, Culture, Leadership

How to develop winning proposals
Khatib and Alami
August 01, 2019
A workshop was held including all proposals managers from all geographies and sectors to implement the Winning Proposals Procedure. Scenarios were played to increase the learning outcomes.

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Tags: Change Management, Culture, Sales

Aikido for leaders
Edinburgh Business School
April 14, 2018
I conducted a workshop at Edinburgh Business School for MBA students about how Aikido principles can be embodied in the workplace to resolve conflicts and promote harmony among leaders and followers.

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Tags: Change Management, Culture, Leadership

Aikido for Leaders workshop for MBA students
Edinburgh Business School 2018
April 14, 2018
Taught conflict resolution and centering techniques for MBA students as part of their leadership course.

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Tags: Change Management, Culture, Leadership

Radar

3 Technologies
Building Information Modeling (BIM)

Date : March 06, 2022

Khatib & Alami’s adoption of BIM has been a core part of its digital transformation, impacting almost every part of the business by improving decision-making, reducing timescales and maximising project performance. It is enabling reliable, clash-free, sustainable projects that benefit from low maintenance costs, minimal risks, and higher revenue streams.

K&A has been proactive in developing its own innovative BIM automation tools which have created dramatic efficiency savings for client projects, while significantly reducing the time needed for repetitive tasks.
Cloud collaboration in BIM was pivotal to K&A’s success during the pandemic, as teams were quickly and easily able to adapt to home working without impacting projects.

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My Meal Diary App

Date : April 04, 2022

What is My Meal Diary App!
This app is different because it considers health aspects that are important to prevent aging and enforce longevity. The app is unique because of more than one aspect. First, it respects individuals' privacy and hence does not require any registration. The app works offline also so you can use it even if there is no internet.

The app provides, in addition to calculating calories and weight control, it helps setting health goals such as beauty, longevity, mood, eyes, bones, breastfeeding, pregnancy, heart in addition to weight and calories.

You can download it from Apple App Store, or directly from this site.
https://apps.apple.com/ae/app/my-meal-diary/id1497451730

support@intersection.software

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Procurement strategy and process

Date : March 06, 2022

Setup materials and projects related procurement policy, strategy and process and integrate it with SAP system.

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3 Trends
Bringing harmony to leaders and followers interactions

Date : April 09, 2022

By Applying Aikido’s principles in the workplace, leaders and followers can live in a dynamic and dialectic relationship full of harmony. The embodiment of Aikido’s uki (attacker) and tori (defender), and how these roles are exchangeable can be used as a notion to enhance the interactions between leaders and followers.

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Digital workplace For humans

Date : April 09, 2022

Technology disruption is coming to all aspects of life including the workplace. Dealing with others to deliver projects can be done using technology and automation. But, watch out; not for everything. Some processes might better be done manually to save time and cost.

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Workshop on design thinking with Gartner for Architects and Engineers

Date : March 07, 2022

Facilitated a one day workshop with Gartner's business partner with Khatib and Alami's Senior Architects and Engineers where design thinking process was presented and the audience were requested to follow it and deign a product that meets client's satisfaction.

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1 Prediction
How culture can be managed in the digital space

Date : April 04, 2022

I believe cultural studies must proactively pay attention to certain emerging realities. Some of these domains include: (a) culture’s role in bringing an intelligent equilibrium to digital platforms, (b) culture’s role in creating the required balance within organizations as a system, and (c) the value of the intelligent and dynamic culture in establishing intelligent or knowledgeable organizations.

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Blog

4 Article/Blogs
Culture is active not passive
Thinkers360
May 07, 2022

From a transactional lens, culture is related to, or built from people’s accumulated actions over the years. These actions, however, change in response to motivations and threats internally and externally. This notion does not fit with the static approach to culture as discussed earlier. Many examples can be illustrated here; Price and Thompson refer to how individuals may take a unified stance against an external threat while they may not be in agreement, and adopt contradicting positions in normal days. Mars (2008) provides the example of the lady CEO who adopts different behavioural stances at work and home.

What I want to say here is that life is dynamic and so we are. Therefore, stereotyping or providing cultural scoring according to certain dimensions may not work. This approach has already been put under great level of scrutiny by many scholars and practitioners such as Brendan McSweeny.

The work of Mary Douglas in the 1970s and that of Michael Thompson afterwards introduced a new perspective to the way we look at culture. Mary Douglas offered an alternative approach to understanding culture and called it The Cultural Theory. Douglasian Cultural Theory is deeply rooted in anthropology and applied in social structure where the relationship between the individuals, in general, and their surrounding environment is organized and governed. the theory is based on two social dimensions called ‘Group’ and ‘Grid’ where people focus their ideas and interests. If we draw this on a matrix, the X axis or the horizontal co-ordinate represents “Group”, while the Y axis or vertical co-ordinate represents “Grid”. The group axis measures the degree to which people are tied to their community or affiliations, and the extent to which people are restricted in thought and behaviour by their commitment to their social unit. A collective type of mind can be found at the right-end side of the axis- where community boundaries are of paramount importance. People at this end devote a lot of their time interacting with other unit members, which requires long-term commitment.

Each individual is expected to act or behave on behalf of the collective whole, while the unit is expected to act in the normative interest of its members. Individuals experience a hierarchical culture. The ties to the group become weaker as we move toward the left-end side of the X axis. Individuals at this end enjoy freedom from group ties and boundaries. They can negotiate their culture independently without being constrained by, nor reliant upon, any significant group. The low group experience is a competitive, entrepreneurial culture.

On the Y axis grid, we find an index that measures the extent to which individual behaviour is constrained by role differentiation, regardless of any enrolment or membership in any group. When moving to the top end of the grid axis, we find rules and classifications governing gender, age, and family. These rules define how people relate to one another and therefore limit their life chances and opportunities; here, people experience strong grid cultures. This limitation is attenuated when we move down the grid axis where people ere have the freedom to find jobs based on their merits; here, people experience weak grid cultures.

Now, the group and grid setup has resolute with five main cultural spaces or ways of life only;hierarchical, competitive, egalitarian, fatalistic and, at the center, lies the autonomous culture or the hermit (see figure 1, taken from salih, 2017). These five cultural spaces the only cultures that people need to understand and apply wherever they go.

Will continue the discussion in the next blogs about each culture in detail and show how Douglasian Cultural Theory was integrated within the overall framework of Cultural Intelligence.

Talk soon!

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Tags: Culture, Change Management, Diversity and Inclusion

The Dilemma of Project Management
Thinkers360
April 24, 2022

Organization, nowadays, exaggerate in overloading project managers with role’s requirements and obligations. Unfortunately, many organizations do respond proactively to the market development in the same speed markets grow. As clients become more and more sophisticated in their structure, consultants maintain the same old image about project managers thatchy inherited twenty years ago. 

If we map the main project management obligations, we can then, somehow, imagine the dilemma. Project managers, basically, are required to manage clients’ relationships and expectations, resources, time, budget and risks. For a simple project such as a small building or utility line, a project manager can manage and full all mentioned obligations. However, on the other extream, in the case of a mega or even giga project where the client is represented by multiple stakeholders, the project manager finds herself handicapped. This is because, focusing only on managing the client relationships can eat up all her time and maybe more. This is when a more than one layer in project management will be required. I.e. assigning a project director to deal with the client and project manager to follow up on other tasks.

The point is, if not organization figure out how project management, as a practice and culture, can be set, they will keep reacting to clients’ demands and face failure. From my experience, I can say it is not easy siren this is a multi-level change and goes unto the higher level of authority within the organization. Building a project management practice is linked to enhancing the organizational structure, establishing a dynamic set of procedures that adapt to the type of project and, of course, providing the right support to the project manager.

More in the coming blogs.

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Tags: Change Management, Culture, Project Management

Culture and Cultural Intelligence
Thinkers360
April 17, 2022

In my first blog, I raised a concern about the issue of culture and how we blindly accepted stereotyping nations and groups of people just because we see it easier to justify our understanding to human behaviour. Following that cultural intelligence, when it was formed at the beginning of the 21st century, has fallen in the same trap. Cultural intelligence or CQ, promised to solve the previously discussed dilemma. CQ, which is rooted in the psychology domain of knowledge claimed to focus on the individual as the unit of analysis instead of relying on anthropological surveys that generalize facts about human being. However, CQ, in the writings of Christopher Earley and his colleagues, or David Thomas and his colleagues did not pay attention to an important aspect related to the core of their paradigm, which is culture. What does it mean and how can it be represented or interpreted.

When CQ was formalized, it gave a big hope to organizational HR departments to create training programs that can prepare those who are given international assignment to deliver their work smoothly. For somebody to adapt to as many cultures as possible and become a cultural chameleon, as CQ allegedly assume, must learn all the different culture she or he encounter and change her or his behaviours accordingly. This is, unfortunately is a a dilemma. In literature, it called the dilemma of losing the absolutes. It means that if someone learns a new culture, she or he ends up losing his own one. Therefore, many scholars and practitioners reached a conclusion that the cultural chameleon is just a myth.

In view of the above, the need to have a brand new look at culture and cultural intelligence has evolved in the past few years. The basis for this new look or approach must abandon stereotyping people, groups or nations. It should also refrain from treating people based on their geo-ethnic origins, and third, it needs to look at human behaviours from more than one anger, or in other words, study it from more than one lens as Murdock advised back in 1971. Murdock called for engaging more than one knowledge domain to understand human behaviours. i.e. anthropology, sociology and psychology. According to him, we must not rely on one knowledge domain in studying human behaviours. This is because studying individuals’ actions through the lens of anthropology, for example, would lead to relying on having generalized characteristics of the supra-individual conducted via anthropological analysis. This approach proved to be insufficient as it ignores the social and personal effects, and results in having anthropological and sociological mythology that Murdock refers to. Alternatively, relying only on psychology as the field of study provides a better advantage over anthropology and sociology because it focuses on experimental techniques. It puts it in a better position to understand and discover the mechanisms of human behaviours. However, focusing only on the individual as the unit of study and ignoring the environment leads to psychological mythology. From there, Murdock advised that both directions need to be followed; discovering the mechanisms of human behaviour and the environmental conditions that surround that. Engaging one discipline at a time would either lead to reductionistic mythology in the case of psychology, because of its narrow focus on the mechanisms only, or cultural/social mythology in the case of anthropology, because it ignores the findings on the mechanisms of human behaviours reached by psychology. 

I think by now, we have framed out the issue of studying, using and interpreting culture in a more detailed manner. what is next is I will be presenting the alternative that developed and published many papers, chapters and books about. Stay tuned.

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Tags: Culture, HR, Change Management

Is culture a burden? if yes, how can we turn it to an opportunity
Thinkers360
April 09, 2022

For the past decades, management studies and practices were stereotyped with cultural dimensions developed by some scholars such as Hofstede, Fons Trompenaar, the GLOBE project and lately Erin Meyer. These dimensions, although simplify the way we look at culture but are problematic at the same time and lead to serious dilemmas. Judging people based on their national background although seems an easy way to understand how people think or behave but might not be realistic. looking at others based on their geo-ethnic background means stamping them with static images that they can never get out of it. This approach contradicts with any change management theory or practice. If we consider culture as a static phenomenon means we can never change ourselves or others which is against human nature. The second factor that affects our understanding to culture, is what does culture include? Does it include values, habits, traditions, folklores, kitchens, eating habits, etc.. By putting everything on culture without any distinction is not fair and makes not good for us.

The impact that organisations and academic institutions suffered, and keep suffering, from following the above paradigm led to a lot of frustration and ineffectiveness in many of the training programs that they prepare for leaders for one simple reason; what individuals are taught differs from what they find on the ground. Especially in nowadays world where working outside ones homeland has become the new norm. Furthermore, as many organizations and educational institutions have decided to move into the digital space, treating culture the same old way would definitely won't work. Consumer behaviours need to be understood in an explorative manner. Judging how consumers may react to certain product need to be stopped and restudied to figure out what best suit them, etc.

The above questions I raise in this blog are basic and they are raised by both academics and practitioners and alternatives are proposed but how we accept those new alternatives, this is the 1 million dollar question. However, for this blog, I would stop here. The aim is shake our understanding and create a discussion about the subject before illustrating some working solutions.

Appreciate receiving your comments and see you soon.

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Tags: Change Management, Culture, Digital Transformation

Opportunities

1 Advisory Board
Cultural Transformation

Location: In person or remote    Date Available: April 01st, 2022     Fees: 40K-$50K per annum

Submission Date: March 06th, 2022     Service Type: Service Offered

Share knowledge and direct experience to solve cultural problems, explore options/concepts and provide strategic direction. Align with the organization's strategy and goals to provide workable advises to implement those strategies on the ground. Provide strategic guidance to the Board of Directors with regards to cultural alignment and transformation.

Respond to this opportunity

1 Media Interview - Print/Online
Leadership, Digitalization, Cultural Intelligence, Digital Strategies, Knowledge Management, Project Management/Execution, Cultural Transformation, Digital Transformation and Organizational Design

Location: In person    Date Available: April 18th, 2022     Fees: 3500

Submission Date: March 06th, 2022     Service Type: Service Offered

With my wide experience in practicing effective leadership in culturally diverse environment, my teachings to MBA and MSc students and the coaching I provide to others, I feel that I can harness my capabilities and experience to help others and grow leaders in many areas and at all levels. Mixing leadership and cultural intelligence theories with Aikido practice allows more practical and hands-on methods to improve individuals' skills and practices on the ground. Moreover, Having implemented, coached and taught Knowledge Management, Digital Transformation, Cultural Transformation and Strategy allow me to provide value to Boards, senior and middle leadership.

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