Latest news with #Strategy&
Tahawul Tech
2 days ago
- Business
- Tahawul Tech
Opinion: Telecom Operators need a talent strategy to develop solution visionaries
Ramzi Khoury, partner, Amar Akli and Omar Nowaihed, principals, with Strategy& Middle East, part of the PwC network, have co-authored an op-ed, which examines the steps and practices that telecommunications operators need to implement and adopt in order to capitalise on growth opportunities in the business-to-business market. GCC telecom operators can achieve significant growth in the business-to-business market. That business-to-business opportunity is appealing given the broader challenges facing telecom operators, such as the ongoing commoditization of their core services, intense competition, and rigid business models. To achieve this growth, telecom operators should collaborate with their business customers to deploy advanced digital solutions tailored to their industries and sectors. That means becoming trusted advisors, problem-solvers, and essential partners in their business customers' digital journeys. Telecom operators thereby can diversify revenues, protect earnings from connectivity, and become leaders in the region's information and communication technology industry. The market for advanced digital solutions, which combine technologies to transform businesses and deliver exceptional value, is substantial and growing fast. Mordor Intelligence estimates that this market will rise by 24.3% CAGR in the Middle East from 2025 to 2030, reaching $149 billion.[i] Combined with the demand created by artificial intelligence (AI) and the GCC governments' ambitious digital agendas, that presents an inviting opportunity for regional telecom operators. Better yet, GCC telecom operators are uniquely positioned to succeed. They have nationwide infrastructures, serve a broad base of mobile and fixed subscribers, possess unrivalled market knowledge, and have demonstrated a long-term commitment to localization and GCC countries' sovereignty priorities. To put these advantages to work, telecom operators should become solution visionaries. That means going beyond selling connectivity along with other discrete products and services. Instead, telecom operators should act as consultants, developing a deep understanding of their clients' aspirations, strategic goals, and pain points; and collaborating with them to formulate digital strategies. Telecom operators can assist their business clients to transform and modernize how they operate. A telecom operator could assist a port management company to devise a strategy that defines the purpose of port digitization, sets short- and long-term goals, and provides a comprehensive implementation plan. Part of being a solution visionary is creating comprehensive solutions that integrate multiple products and services. Telecom operators can play a vital role in the region's plans for advanced industrial projects. A telecom operator working with a manufacturer could enable the design of a smart factory. This concept would integrate connectivity, cloud computing, data centers, cybersecurity, internet of things (network of connected devices) sensors, industrial platforms, robotic process automation tools, business process automation tools, and system integration. Solution visionaries illustrate and visualize solutions, enabling clients to experience the outcomes, understand value created, and fine tune design. For instance, a telecom operator might simulate an AI-enabled healthcare system to help a government health provider or authority visualize experiences and outcomes for patients, providers and the community. Being a solution visionary means cultivating long-term relationships with clients. Telecom operators could thereby identify strategic opportunities and find ways to unlock value creation, such as through public-private partnerships. A telecom operator might envision, and propose, an overarching digital value proposition for a major exposition. That could include digital twins (such as virtual representations of the exhibitions), connectivity, ticketing systems, and the other elements needed to stage a successful event. Such relationships are about building innovative business models. Telecom operators could offer clients such options as joint ventures and build-operate-transfer agreements, thereby participating in clients' ventures and lowering clients' capital investment costs. A telecom operator might, for example, provide smart signage and parking solutions to a stadium operator in return for a share of the resulting revenues. While telecom operators already possess some necessary advantages for success in advanced digital solutions, they may need to develop the capabilities of solution visionaries, and the internal structure to support them. First, telecom operators should build their product and service portfolios to offer comprehensive digital solutions. For instance, a solution visionary to the logistics industry may require partnering with, or acquiring, other companies so the telecom operator has more offerings in tracking and monitoring, warehouse automation, and smart logistics. Second, telecom operators should create a dedicated, highly entrepreneurial unit. There should be incentive and performance management systems for the staff to be solution visionaries. The telecom operator should empower the unit's leaders to make fast decisions. The unit's structure should support a multi-sector focus emphasizing emerging technologies and a team-based format for selling. As its capabilities mature, all sales teams can adopt a solution visionaries approach, while the unit remains a center of excellence. Third, telecom operators need a talent strategy to develop solution visionaries. That means hiring, developing, and retaining people possessing a strong understanding of technology and business. These people should be capable of a consultative approach to identify opportunities, conceptualize complex solutions, and drive them to the proposal stage. Handling such opportunities typically requires combined expertise of sector and technology experts, business analysts, solution architects, and deal structuring experts. Advanced digital solutions are the next frontier for GCC telecom operators, an opportunity to create uniquely valuable partnerships with their business customers.
Hi Dubai
28-05-2025
- Business
- Hi Dubai
Dubai Press Club Unveils Arab Media Outlook Report as Regional Media Sector Transforms
The Dubai Press Club has launched the Arab Media Outlook – Future Vision, a landmark report that charts the shifting dynamics of the Middle East and North Africa's media industry. Released at the Arab Media Summit in Dubai, the report offers a data-driven roadmap for policymakers, investors, and innovators navigating a sector reshaped by digital disruption and changing audience behavior. Developed in collaboration with Dubai Media City and Strategy&, the report spans five key segments—video, audio, publishing, advertising, and gaming—and forecasts MENA's media market to grow from $17 billion in 2024 to $20.6 billion by 2028. Advertising remains the region's largest media subsegment, but digital-first formats are gaining ground. Internet advertising is projected to grow at 7.2% annually, with gaming close behind at 4.4%. OTT video and music streaming continue to scale, while podcasting and esports are emerging as new growth engines. 'The Arab media industry is entering a new phase, shaped by rapid technological change and evolving consumption patterns,' said Mona Ghanem Al Marri, President of the Dubai Press Club. 'Our goal is to build a globally competitive ecosystem that supports development across the region.' The report highlights AI as a key enabler across the media value chain and underscores the role of updated regulation, talent development, and access to funding in driving sustainable growth. With Dubai positioning itself as a global creative hub, the report aligns with the goals of the Dubai Economic Agenda D33 and the Dubai Creative Economy Strategy, reinforcing the UAE's commitment to a future-ready media landscape. News Source: Emirates News Agency
Broadcast Pro
12-05-2025
- Entertainment
- Broadcast Pro
Unlock future of media at CABSAT 2025 Content Congress
Bringing together key players from across the media, entertainment and technology ecosystem, the congress will explore the forces reshaping the industry and provide valuable insights into the future of television, video and content distribution. Dubai is set to become the global hub for media and entertainment innovation as the CABSAT Content Congress returns to the Dubai World Trade Centre from May 13 to 14, 2025. Against the backdrop of a rapidly evolving industry, this two-day conference will bring together global experts, policymakers and innovators to explore how artificial intelligence, personalised streaming, virtual production and cross-border co-productions are transforming the way content is created, distributed and consumed. As part of the wider CABSAT 2025 event, the Content Congress will serve as a key forum for examining the transformation sweeping across the media and entertainment landscape. With themes centred on digital disruption, new content formats and emerging technologies, the conference promises attendees access to vital insights and strategies to stay ahead of industry trends. Day one, themed Trends, Technology & Transformation, will open with an exploration of how MENA's media sector is being reshaped by government initiatives and innovation. This includes an in-depth look at the region's Ramadan drama boom, which continues to dominate seasonal viewership. The agenda will also dive into the world of virtual production and cinema, focusing on the use of LED walls, real-time rendering, and AI to streamline and elevate the filmmaking process. On the second day, Digital Disruption & New Formats takes centre stage. Panels will delve into MENA's burgeoning $38bn connected TV market, dissect the content strategies of major digital players such as TikTok and YouTube, and explore how regional platforms are carving out their space. One of the most anticipated sessions will spotlight the rise of vertical micro-dramas—short-form content of just one to three minutes—which has grown into a $5bn global trend and presents a major opportunity in the Arab world. Next-generation sports broadcasting will also be a focus, with discussion on how AI, virtual reality and over-the-top (OTT) platforms are revolutionising fan engagement in a sports rights market valued at $6.5bn. Other sessions will tackle the challenges and opportunities in children's programming, highlighting the fact that 80% of MENA's kids' content is currently imported and exploring how local creators can take a leading role. Additional insights will be provided into film commission incentives, including Abu Dhabi's 50% rebate and Dubai's expanding production infrastructure, both of which are helping to position the UAE as a major global production destination. A lineup of speakers will bring diverse expertise to the stage. Among them are Karim Sarkis from Strategy&, who will address AI's growing role in MENA media; Dan Hu of Tencent Cloud, who will explore the future of streaming; and Anuj Samtani of STEREOVISION, who will present on AI applications in cinematography. Actor and comedian Danish Sait will share insights on brand storytelling in the digital age, while Manoj Abraham Mathew from Dubai Studios will speak on co-productions and regional content distribution strategies. Following the main sessions, a third day of bonus programming on May 15 will offer an Emerging Tech Showcase, where startups shaping the media industry's future will present their innovations. Workshops will also provide hands-on learning in content creation, monetisation, and digital strategy.
Arabian Business
08-05-2025
- Health
- Arabian Business
GCC healthcare sector urged to unlock $2.5bn by investing in staff wellbeing
Investing in workforce wellbeing could generate $2.5bn in savings in the GCC healthcare sector, according to research by Strategy& Middle East, part of the PwC network. Long hours, high-intensity work environments, and physically demanding tasks contribute to chronic fatigue and other health problems, the research shows. According to reports, almost 50 per cent of healthcare professionals worldwide are affected by burnout, while nearly 48 per cent globally suffer from musculoskeletal issues each year. GCC healthcare staff wellbeing With the GCC healthcare sector workforce comprising more than 800,000 workers in 2025, investment in strengthening workplace wellbeing has the potential to create significant impact across the sector. Recent studies indicate that healthcare burnout contributes to a fourfold decrease in job satisfaction, while doctors experiencing burnout are 2.2 times more likely to have made a medical error in the past three months. Additionally, the emotional toll of patient suffering, navigating difficult diagnoses, and making life-or-death decisions take an emotional toll. As these challenges mount, healthcare systems become increasingly stretched, with workforce shortages compounding existing pressures. Irfan Merali, Partner at Strategy& Middle East, said: 'With the GCC healthcare sector undergoing rapid transformation and a sizable workforce already employed in the industry, prioritizing workforce wellbeing is more critical than ever. 'Beyond benefiting employees, efforts in this area could deliver clear financial gains and drive broader improvements across the sector, enhancing overall system performance'. The impact on personal wellbeing also extends to financial and systemic repercussions, with poor wellbeing driving absenteeism, staff turnover, and declining job satisfaction, creating a vicious cycle that harms both healthcare workers and patients. Research shows that prioritising workforce wellbeing leads to an increase of up to 25 per cent in productivity, a 17 per cent reduction in absenteeism and an 11 per cent decrease in staff turnover. This also includes an overall impact on the sector including higher job satisfaction, fewer medical errors, and enhanced patient outcomes – and a system-wide potential saving of $2.5bn in the GCC. The research suggests healthcare providers adopt a structured approach that combines preventative and intervention strategies to help drive improvements: Primary interventions, which aim to eliminate or mitigate workplace stressors at their source, could help to foster long-term improvements over temporary morale boosts. By assessing the work environment, organisational practices, and job roles, healthcare institutions can tackle issues such as excessive workloads, rigid shifts, and role ambiguity Secondary interventions, focus on empowering healthcare workers with the skills and strategies to cope with stressors that cannot be avoided or eliminated, such as high patient volumes, ethical dilemmas, and emotional strain. This can be achieved through resilience training, stress management workshops, mindfulness programs, and peer support networks to help employees navigate high-pressure situations effectively Tertiary interventions, designed to assist healthcare professionals already experiencing significant stress-related symptoms can ensure they receive the support needed to recover and reintegrate effectively. Access to counselling, physiotherapy and employee assistance programs can help professionals recover, reduce the risk of physical strain and chronic musculoskeletal conditions, as well as return to optimal functioning. Given that health organisations already provide similar services to patients, there is an opportunity to extend these resources to employees in a cost-effective and sustainable manner Dr. Christelle Abou Nader, Manager at Strategy& Middle East, said: 'A resilient healthcare system depends on healthy, supported professionals who can meet evolving demands. Investing in workforce wellbeing isn't just the right thing to do; it is essential to create a resilient system that enables better outcomes for all. 'By prioritising their wellbeing, the sector ensures long-term quality, efficiency, and sustainability of the entire healthcare system'.
Zawya
07-05-2025
- Health
- Zawya
Strategy& Middle East: GCC healthcare sector could save $2.5bln by investing in workforce wellbeing
Prioritizing healthcare workforce wellbeing results in 17% reduction in absenteeism, 11% decrease in staff turnover, 25% increase in productivity Dubai, UAE: New research by Strategy& Middle East, part of the PwC network, estimates that investing in workforce wellbeing could generate savings of as much as US$2.5 billion in the GCC healthcare sector. The findings highlight the unique set of challenges affecting healthcare workers' physical and mental wellbeing and illustrates how investment in workforce wellbeing could have a significant impact. Long hours, high-intensity work environments, and physically demanding tasks contribute to chronic fatigue and other health problems. According to reports, almost 50% of healthcare professionals worldwide are affected by burnout, while nearly 48% globally suffer from musculoskeletal issues each year. With the GCC healthcare sector workforce comprising more than 800,000 workers in 2025, investment in strengthening workplace wellbeing has the potential to create significant impact across the sector. The human cost Recent studies indicate that healthcare burnout contributes to a fourfold decrease in job satisfaction, while doctors experiencing burnout are 2.2 times more likely to have made a medical error in the past three months. Additionally, the emotional toll of patient suffering, navigating difficult diagnoses, and making life-or-death decisions take an emotional toll. As these challenges mount, healthcare systems become increasingly stretched, with workforce shortages compounding existing pressures. 'With the GCC healthcare sector undergoing rapid transformation and a sizable workforce already employed in the industry, prioritizing workforce wellbeing is more critical than ever. Beyond benefiting employees, efforts in this area could deliver clear financial gains and drive broader improvements across the sector, enhancing overall system performance,' said Irfan Merali, Partner at Strategy& Middle East. The business impact The impact on personal wellbeing also extends to financial and systemic repercussions, with poor wellbeing driving absenteeism, staff turnover, and declining job satisfaction, creating a vicious cycle that harms both healthcare workers and patients. Research shows that prioritizing workforce wellbeing leads to an increase of up to 25% in productivity, a 17% reduction in absenteeism and an 11% decrease in staff turnover. This also includes an overall impact on the sector including higher job satisfaction, fewer medical errors, and enhanced patient outcomes – and a system-wide potential saving of US$ 2.5 billion in the GCC. Adopting a pro-active approach The research suggests healthcare providers adopt a structured approach that combines preventative and intervention strategies to help drive improvements: Primary interventions, which aim to eliminate or mitigate workplace stressors at their source, could help to foster long-term improvements over temporary morale boosts. By assessing the work environment, organizational practices, and job roles, healthcare institutions can tackle issues such as excessive workloads, rigid shifts, and role ambiguity. Secondary interventions, focus on empowering healthcare workers with the skills and strategies to cope with stressors that cannot be avoided or eliminated, such as high patient volumes, ethical dilemmas, and emotional strain. This can be achieved through resilience training, stress management workshops, mindfulness programs, and peer support networks to help employees navigate high-pressure situations effectively. Tertiary interventions, designed to assist healthcare professionals already experiencing significant stress-related symptoms can ensure they receive the support needed to recover and reintegrate effectively. Access to counseling, physiotherapy and employee assistance programs can help professionals recover, reduce the risk of physical strain and chronic musculoskeletal conditions, as well as return to optimal functioning. Given that healthcare organizations already provide similar services to patients, there is an opportunity to extend these resources to employees in a cost-effective and sustainable manner. 'A resilient healthcare system depends on healthy, supported professionals who can meet evolving demands. Investing in workforce wellbeing isn't just the right thing to do; it is essential to create a resilient system that enables better outcomes for all. By prioritizing their wellbeing, the sector ensures long-term quality, efficiency, and sustainability of the entire healthcare system," said Dr. Christelle Abou Nader, Manager at Strategy& Middle East. About Strategy& Strategy& is a global strategy consulting business uniquely positioned to help deliver your best future: one that is built on differentiation from the inside out and tailored exactly to you. As part of PwC, we're building the winning systems that are at the heart of growth every day. We combine our powerful foresight with this tangible know-how, technology, and scale to help you create a better, more transformative strategy from day one. As the only at-scale strategy business that's part of a global professional services network, we embed our strategy capabilities with frontline teams across PwC to show you where you need to go, the choices you'll need to make to get there, and how to get it right. The result is an authentic strategy process powerful enough to capture possibility while pragmatic enough to ensure effective delivery. It's the strategy that gets an organization through today's changes and drives results that redefine tomorrow. It's the strategy that turns vision into reality. It's strategy, made real.
