DEWA Signs MoU Contract with University of Dubai to Train Third-Tier Leaders
Dubai Electricity and Water Authority (DEWA) has signed a Memorandum of Understanding (MoU) with the University of Dubai for a training programme for 30 of its Emirati staff who are assistant and deputy managers.
The training course is part of DEWA’s Emerging Leaders Development Programme, and supports its strategy to support talented Nationals, and prepare third-tier leaders to take on new responsibilities.
The training course is part of DEWA’s efforts to support and enable Emirati staff, develop their skills, and train them on the best practices in leadership.
“This training course aims to develop and prepare participants and acquaint them with the best international practices and latest developments in leadership. DEWA keeps up with the latest staff training and development programmes to support its vision to become a sustainable world-class utility,” said Al Tayer.
The University of Dubai’s training course will be provided by highly-experienced and knowledgeable trainers. It will provide trainees with the necessary skills and prepare them to be leaders, each in his or her position. It will provide them with a set of skills including: strategic thinking, trust building, leading work teams, planning and organisation, problem-solving, decision-making, leading change and more.
2014 Research Report Lately Released by Deloitte and MIT Sloan Management
Based on a global survey of more than 4,800 business executives across 109 countries and 26 industries, the report, “Moving Beyond Marketing: Generating Social Business Value Across the Enterprise”, found that the level of social business value companies achieve is related to their social business “maturity.” Nearly 80 percent of the surveyed companies analyze social data, and 67 percent integrate it into systems and processes to improve business decisions.
“Maturing organizations in the Middle East are led by executives who believe in the potential of social business, agreeing that social business represents an opportunity to fundamentally change the way their organization works, and leave a positive impact on business outcomes,” explains Rana Ghandour Salhab, Talent and Communication Partner at Deloitte Middle East.
The Deloitte MIT Sloan Management Review report finds that respondents who rated their companies further along the social maturity scale were more likely to report their companies practice the following:
- Employ a leadership vision that social business can bring about fundamental changes: More than 90 percent of respondents say their leaders believe it can create powerful and positive change.
- Infuse social business into multiple functions across the enterprise: A total of 87 percent use social business to spur innovation.
Other study findings include:
- Social business is perceived as important both today and in the future. Seventy three percent of this year’s survey respondents say social business is important or somewhat important today. Nearly 90 percent see its importance on a three-year horizon.
- Social business is not just a B-to-C phenomenon. Nearly 60 percent of B-to-B companies agree or strongly agree that social business initiatives are positively impacting business outcomes. Among B-to-C respondents, the percentage is 68.
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8 | TRAINING MAGAZINE MIDDLE EAST OCT 2014