‘Embracing uncertainty: When the strategy is uncertain, the best managers acknowledge what’s unknown, but also look ahead to what is known.’ The Harvard Business Review (Special Issue) Summer 2020 Most of my work revolves around resilience.
This year will probably be remembered by the uncertainty we all faced. Back in January, we all no doubt made plans to travel abroad, start a new business, pursue an MBA, or seek many other projects that would have made the year 2020 an amazing one. However, things turned out to be completely different.
“It’s no use going back to yesterday, because I was a different person then” – Lewis Caroll, Alice’s Adventures in Wonderland It was 2AM, and I was lying in my bed in Dubai, perfectly content with life but hungry for change. Hungry for more. Contentment is a fickle friend and can lead to complacency.
As a senior director for a fast-growing global real estate development company, I face a much more complex environment now, than when I first started my career. I am required to tackle challenges and make strategic prescriptions to the board — decisions that have an impact on the future of the business in a context of an overall transformation of the industry. This is particularly heightened by the uncertainty the global pandemic brings to many aspects of the business, of our projects and my responsibilities.
Having gone through the 2008 financial crisis and now going through the COVID-19 crisis, I am convinced that one needs to adapt to fast-changing environments by acquiring new skills and challenging the status quo. Something that I strongly believe in, is that the Executive MBA (EMBA) programme at INSEAD will help me navigate not only this current crisis, but future ones as well. The programme will help me to develop the right mindset in order to anticipate and embrace changes in my industry and my work environment.
Very few industries have gone unaffected by the drastic changes that COVID-19 has laid upon the world in the past few months. Starting from shifting workplaces to shutting down vertical markets, most sectors have seen a loss in revenues, logistics, human resources, and infrastructure costs. Industry leaders have had to discontinue product lines, shut down retail stores, or send home hundreds of employees, all at an unprecedented rate.
For better or for worse, 2020 goes down in the history books as a watershed year. The global trade tensions, Hong Kong unrest, Black Lives Matter demonstrations, and of course, COVID-19 are set to alter the nature of work as we know it, and we are only half way through the year!
Most religions in the world believe in one fundamental principle – ‘Do to others as you would like them to do to you.’ The so-called ‘Golden Rule’. For many years of my life, I was limited to understanding this principle in a narrow and local context.
Did you know that the mosquito is by far the world’s deadliest animal? Nearly three billion people are threatened by mosquito-borne illnesses and these illnesses cause millions of deaths every year.