Nationalisation and Talent Development

The natural aspiration of every young national is take a leadership position in the country’s oil and gas industries. Nationalisation programmes have had varying degrees of success and we believe that a new approach may be required to boost the chances of success. The transfer of skills is crucial to the completion of future major projects in the region and essential to this task is the attitude of both expatriates and nationals. The lack of such skill may limit growth in the near future. Through experience as the Head of Learning and Leadership Development in a major international oil company, our team is able to review your current practices, recommend improvements and coach leaders to set the right example and create an improved learning environment

Succession Planning in Family Businesses

We can probably all agree that strong Leadership is an asset to any successful enterprise. In a Family Business, clarity of purpose, strategy and style can make the difference between success and just surviving Whilst the Gulf has been relatively unaffected by the financial crisis still affecting much of the world, even here it has been obvious that prudent Leadership is essential to avoid the fate of businesses in the West The ability to ”inspire” is the most usual term applied to successful leaders in the traditional model. But we do ask ourselves: “What then are examples of charisma in the Arab world?” Charisma in a Family Business will enable the leader to gather family members around critical business decisions; however this is not necessarily the way in which decisions have traditionally been made in the Arab world.
“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion” Jack Welch
Most “successful” Business and Leadership models have emerged from American & European business schools; few have taken account of the leadership style which is found in the majority of Gulf families. The last twenty years have seen the accumulation of substantial fortunes in the Family Businesses of the Gulf, but insufficient attention may have been paid to succession planning – "Who will manage the family interests once the current chairman and CEO wish to retire from active management?" The leaders of many of these successful family businesses are now reaching an age at which they look forward to enjoying a well-earned retirement. There is a natural desire to keep the Family Business within the (extended) family and many CEO’s will be looking around to see which sibling may be suitable to take on the responsibilities of the boardroom. Unfortunately it is not always obvious that the next generation is either willing or capable of accepting the challenge. The current leadership style of the Chairman/CEO may have unwittingly played a role in creating distance between the generations. We believe however that through a carefully selected change management process involving coaching of both past and future leaders that a new dynamic can be created. To read more about our work in Qatar please go to our Publications page.