Category: Modular Executive MBA (page 1 of 3)

Time to Refocus: Studying the Modular Executive MBA

 

After a long and diverse career in the automotive industry, developing from a graduate trainee to international roles with a leading global auto manufacturer, I decided earlier this year to take a break from the corporate world and return to academia to finally fulfil a career-long ambition to study for an Executive MBA.

While most friends and colleagues understood the timing and motivation behind my decision, some did question why I would need to go back into education at such an advanced stage of my career. However, my reply was always the same: although there’s no substitute for industry experience, an MBA programme would enhance the next stage of my career through three principal benefits:

1. Content

Providing an academic framework around career experience to better understand why things worked (or didn’t work!) in real-life execution, as well as exploring the most recent best practises in fields such as Business Strategy and Digital Transformation.

2. Cohort

Mixing with a diverse, international group of extremely smart people (who have absolutely nothing to do with the automotive industry!) who contribute different perspectives on business issues, as well as building a close, new network from around the world.

3. Contemplation

Taking a “time out” from a linear career path to reflect on past experiences and reassess the direction for the future, whether it be within the automotive industry or something completely different triggered by the MBA experience.

Is it living up to expectations so far? Absolutely!!

Each module has further developed an area of my knowledge gained through industry experience, whether it be a more structured understanding of finance and accounting, providing a robust framework for the development of effective business strategy or the understanding underlying issues around organisational behaviour.

Nobody could have predicted the disruption to all aspects of work, education and day-to-day life in 2020, but our cohort was fortunate to have had the opportunity to meet each other during the Induction Weekend before the first national lockdown was introduced. This enabled us to get to know each other, form our new project groups and subsequently bond as a cohort during the multitude of video calls that followed as the lectures and workgroups moved online.

Any regrets? Only that I didn’t find the opportunity to embark on an MBA earlier to have been armed with these skills for a longer portion of my career. That said, given everything that has happened this year, it may turn out to be the perfect timing to stop, breathe and refocus in preparation for whatever comes next!

Ian Hucker, Modular Executive MBA (2022)

Studying Virtually During a Pandemic: the Cass Modular Executive MBA

Selin Sefiloglu and Lingling Delicata, Cass Modular Executive MBA (2022) are the recipients of the 2020 Professional Excellence Scholarship. Selin works as a Finance Manager at Kingfisher plc and Lingling is the Group Internal Audit Manager at Hyperion Insurance Group. Each have over ten years’ experience and are qualified Chartered Accountants. Coming from different industries, they share a common goal: pursuing an MBA at Cass to develop their leadership skills, expand their professional networks and accelerate their careers. Selin and Lingling reflect on their MBA journey so far and the shift to online teaching.

After attending our induction and meeting our fellow cohort, the UK went into lockdown and Cass prepared to switch to online teaching to protect its students and staff.

Leading up to our first week of online lectures on the Modular Executive MBA (MEMBA), the Cass team worked incredibly hard to keep us updated on the lecturers’ arrangements. This included recommended pre-reading (available on our online platform, Moodle), preparations for team discussions and ongoing technology support (thank you Omar Iqbal).

Zoom team meeting

Our lecturers have adapted to the shift to online teaching in light of Covid-19 by using different communication channels to deliver our programme. We are grateful for how they are keeping us engaged with group exercises and role plays– an effective and entertaining method for studying our Strategic Leadership, Organisational Behaviour, Analytics for Business and Accounting, and Financial Reporting modules virtually. Our cohort’s ability to adapt is wide-ranging– one student even participated with class discussions on his exercise bike!

Group assignments play an essential role in our MEMBA programme. Split into smaller teams of five to seven students from diverse professions and cultural backgrounds, we were tasked with our first assignment during the induction weekend: creating a Team Charter.

Meeting our team at induction

The lockdown did not deter us from our MEMBA commitments, and we quickly established the most efficient method to balance our family and personal lives. Following virtual brainstorming sessions on what teamwork means to us at a granular level, our group outlined our ways of working under three main pillars: Thinking, Communicating and Doing. This provided a clear framework for us to operate as a unit, interlinked by our team’s core values.

Open collaboration is a one of the most important factors for success and ensuring everyone stays committed and contributes equally to the group discussions. It’s not about who brings the winning idea to the table– instead, we are creating a safe environment for everyone to present their arguments effectively, contributing to our development as effective business leaders.

Lingling Delicata

As recipients of the Professional Excellence Scholarship, we are both honoured for the recognition of previous achievements in our careers. The scholarship shows how Cass endeavours to empower and support women in business. We’re equally grateful to be on the same project team during the first term, as we are currently in the midst of our Strategic Leadership group assignment with the incredible support of our team mentor, Lisa Delaney.

Selin Sefiloglu

We are looking forward to seeing the final project output and to celebrate our project with team drinks, whether that may be in person or online!

Selin Sefiloglu, Modular Executive MBA (2022)

Lingling Delicata, Modular Executive MBA (2022)

 

Lessons in resilience: using my MBA to adapt to Covid-19 in the travel industry

Growing up in poverty taught me the importance of education.

I vowed to work hard while obtaining professional qualifications to strive for a better life. I am driven to finding the keys to success and my drive has shaped me into a better and more authentic leader.

I have worked as a European tour operator serving Asian travel agents for 16 years and I am passionate about ensuring all of our travellers have the best quality experiences. I endeavour to make sure our travellers enjoy amazing moments as they discover the unique cultures of each incredible travel destination on our list.

Cass provides an exceptional learning journey and powerful networking opportunities. I am inspired by the energy of my cohort: each is a positive professional and an exceptional global leader. My cohort are committed to sharing and contributing their valuable experiences, knowledge and ideas to make the business world a better place. I also love the fact that Cass promotes women’s leadership and provides mentorship and skills workshops for women.

We have now shifted to online teaching in light of the current pandemic situation and I am impressed by how the lessons have remained highly engaging. Our lecturers have demonstrated a world-class example as to how learning should be: dynamic, exciting and insightful. The programme has opened my eyes and taught me how to apply what I have learned immediately into my current organisation during this challenging time in the travel industry. I am learning to assist and support my organisation’s President with business planning for the future. In addition, I have gained confidence in my leadership skills and my ability to develop strategies to overcoming business challenges. I am able to identify the opportunities to restructure the organisation and ensure our business is sustainable and aligned with our global core values and beliefs.

I can’t express how proud I feel right now knowing I am not only making the right choice in embarking on the MBA course. Studying the Modular Executive MBA at Cass has been the best choice because I am surrounded by a good mix of people who have invaluable knowledge and experience from diverse cultures, backgrounds and industries and have the same goals in mind. What could be more exciting than embarking on a new learning journey with a like-minded cohort for the next two years?

Vivian Kmiotek, Modular Executive MBA (2022)

 

Induction Week: Joining the Cass Modular Executive MBA

The induction weekend was a great way to break us into the Modular Executive MBA programme. The study skills session taught us the key principles required for overall success, including speed-reading, mind-mapping and improving memory. We were also granted the opportunity to meet our lecturers through a series of enjoyable interactive induction lectures. There was a clear focus on teamwork and group activities where debriefing and discussing various viewpoints with our cohort was endorsed.

Meeting our cohort was the best part. We have peers from all over the world, with a vast and varied background. Leveraging each other’s experiences and understanding was embedded from day one. I look forward to getting to know everyone better and building a lasting network of highly skilled professionals.

After having our photos taken, meeting our cohort and an intensive day of lectures, we headed to our induction dinner to wind down at the Crypt. Here we met with our mentors and better connected with our teams.

During my application process, I was honoured to be awarded the “Cass Rising Stars Under 30” scholarship. This scholarship was open to candidates exhibiting an outstanding early stage professional track record, showing potential for future success. Being identified as a “Rising Star” is a prestigious award, further motivating me to be the best that I can be.

In these unprecedented times, in the midst of the Covid-19 pandemic, Cass have been quick to meet the learning needs of its students. With additional software and web-based library services being made available, lecturers and support staff are doing their upmost to ensure a smooth transition. Our MBA Course Office Coordinator, Lorraine has been absolutely great, thank you all!

Our first session of web-based learning starts next weekend, wish us luck!

Soroosh Keshtgar, Modular Executive MBA (2022)

Facing your fears: What I learned from Cass Innovate 2019

Cass Business School’s yearly flagship event Cass Innovate is attended by entrepreneurs, business owners, finance professionals, consultants and students. Its diverse attendees really shows the living and breathing entrepreneurship ecosystem nurtured by Cass and City, University of London.

The keynote speech by Andrew Lynch, MSc Investment Management (2009) from Huckletree reminded me of the Steve Jobs theory of “connecting the dots.” Jobs’ theory is that it’s only possible to connect the dots looking backwards, so when launching your own venture you must trust your intuition. Andrew’s background and earlier experience in property and finance led him to venture into a business specialising in the coworking space and accelerator Huckletree.

Andrew Lynch: Keynote speaker, CEO of Huckletree and Cass alumnus

The breakout sessions offered at the event were mixed from talks, workshops and panel discussions to serve the need of a wider audience. The workshop The fear of failure: the number 1 enemy was particularly engaging and thought-provoking. The workshop was jam-packed with attendees from various backgrounds seeking an answer to the critical question: “what’s holding you back?”

Delivered by Professor Costas Andriopoulos, we started the workshop by filling in a CV of sorts of our failures. We wrote about what we didn’t get into: job positions, degree programmes, or other failures in life. Initially, I found this exercise counter-intuitive, especially as a CV is all about one’s achievements. The exercise of writing about your failures was a daunting task at first, but at the same time, it also instills the idea of pushing yourself to find alternatives. One more thing I picked up from the session was how to assess the possible negative consequences of an idea through analysis and ranking to explore ways to mitigate it. In fact, this is the first time I ever attended a session on failure and it has changed my mindset on failure and success.

Costas Andriopoulos: The Fear of Failure: the Number 1 Enemy

The session Financing methods throughout a company’s lifecycle, led by Professor Meziane Lasfer, was useful due to its real-world applications to raise the funding your own venture. Professor Lasfer succinctly explained the various methods of raising equity, be it from angel investment, venture capital (VC), private equity, debt and IPO. The session was attended by many budding entrepreneurs, serial entrepreneurs, small business owners as well as investors. Professor Lasfer led the session using the sources of funding used by Amazon as an example. The astonishing journey from launching a company to IPO truly illustrated the need for entrepreneurs and business owners. The Amazon example also provided a glimpse into the profit an investor can make through the different stages of investing in a company.

The final session I attended covered the topic of a Founder exit using research from three studies and was delivered by Professor Vangelis Souitaris and Dr Stefania Zerbinati. I gained insight into the reasons why founders decide to exit– for an example, it may be simply frustration due to lack of power. I learned how founders exit— financial exit, management exit, or simply a combination of two— and what they do afterwards. The most interesting aspect of the session was the opportunity to meet completely different sets of attendees, as many of them have an experience of selling their business in the past.

Overall, the event was well organised and refreshment breaks between sessions gave attendees enough time to connect, re-connect and swap business cards over tea or coffee. There was also plenty of time for networking over wine and nibbles at the end of the day and I look forward to attending Cass Innovate in 2020.

Amit Shah, Modular Executive MBA (2021)

An explorer of ideas: from a PhD to an MBA

I have been a life-long student, with an extensive academic career in a lab and a few degrees to my name.

My passion for learning and my ceaseless curiosity has taken me to a variety of places both geographically and professionally. Soon after graduating, as a result of a serendipitous opportunity, I took a job at the California State Senate Committee for Natural Resources and Water. Which, let’s say, is not the standard path for a PhD in Biomedical Sciences with expertise in genetics and metabolic syndromes… But that odd career move that really sums up my career and my thirst for knowledge.

Induction day: meeting my cohort

I am an explorer of ideas, always willing to try completely new things and never afraid to put myself in situations where I need to very quickly become proficient in an entirely new subject area. I now find myself in London, where I currently work with strategy and Smart Cities – can you see the pattern? – and I realize that the fire to learn more and to explore new opportunities has not yet been extinguished.

I have been interested in studying an MBA since finishing my PhD in Biomedical Sciences. However, it wasn’t until the stars aligned that I had the courage to embark on this new two-year journey. I realized that I was growing complacent and needed to find a way to challenge myself again. My hope for the Executive MBA is to unlock greater career opportunities, enhance skills I developed empirically and provide me with a solid foundation to help guide me in whichever direction my interests take me next.

I found in Cass a school which not only accepts my unconventional academic and professional background, but proudly embraces it. Moreover, the Cass philosophy is similar to mine and people here truly believe in lifelong learning, which is something close to my heart.

My Executive MBA has just begun. I am incredibly happy with my cohort and am impressed with the high caliber of the lecturers. They are not only knowledgeable, but also have been able to make the eight-hour marathon sessions we have on weekends dynamic and enjoyable.

First Careers Beers networking event

Although the MBA is a time when one needs to balance coursework, lectures, and personal life, my cohort bonded immediately. We take advantage of the amazing networking opportunities and social gatherings the school organizes. Having an environment and a school that is so supportive and encourages these social interactions is ideal for networking, which is another one of my reasons for selecting Cass.

I don’t know what to expect next in my career, but I feel there is enough gas left in the tank to propel me again into new challenges and exciting situations. I know this MBA will lay down the business foundations I desire to acquire. Studying at Cass will guide me towards the skills I’ll need to once again set sail in my lifelong journey of personal development and fulfilment.

Leonardo G. Alves, PhD

Veep, collaborative leadership and the MBA

**Warning.  This blog contains spoilers.  Read on if you’re okay with that. **


Artwork by Jin Kim

There’s no shortage of stuff to remind us that collaboration matters.  Being a good ‘team player’ is shorthand for the qualities needed to work with other human beings and get things done.  But that doesn’t mean it’s easy.  Mix up a bunch of people with different skills, experiences, and objectives; chuck in conflicting priorities and time pressures, and what do you get?  It’s the reason shows like The Apprentice are so compelling.  Collaboration is rarely about caring and sharing.  The fact is, proper collaboration – and leadership – is tough.

Politics is a brilliant case in point.  But let’s spare ourselves from partisan ranting and instead, focus on a perfect example of collaborative leadership gone wrong: the finale of Veep.  After seven seasons, former president Selina Meyer (played by Julia Louis-Dreyfus) has a shot at a second term in the Oval Office.  What stands between her and returning to the White House?  Her fellow party nominees.  The 2020 national convention is at a deadlock.  None of four candidates have the 2368 majority needed to get the party’s nomination.  The only way to get on the ticket is to cut a deal with another candidate.  They need to sort it out swiftly, or face another four years with President Montez at the helm, and their party pushed to the margins.  It’s a classic opportunity for collaborative leadership.  By working with the other three, Selina can minimise power struggles and increase the odds of a successful outcome for her party. 

Obviously, that’s not what happens.  Selina rejects the ‘simple solution’ of asking her opponent – and personal nemesis – Kemi Talbot (Toks Olagundoye), to be her running mate.  Instead, she makes a bunch of explosive choices which get progressively more divisive and dubious.  Tom James (Hugh Laurie) enters the race as a fifth candidate at the last minute, and Selina quickly rips him from the running by persuading his chief of staff to accuse him of sexual harassment in return for a top job in her White House administration.  She promises to ease fracking legislation in New York state to get the governor onside, and outlaw gay marriage to get Buddy Calhoun (one of the three remaining threats played by Matt Oberg) to back her and step aside.  She makes Jonah Ryan (Timothy Simons) – described as ‘an unstable piece of human scaffolding’ and a ‘sentient enema’ – her running-mate, to the complete disgust of her campaign strategist and Jonah’s own campaign manager Amy (Anna Chlumsky), who basically begs her not to put such a vindictive narcissist anywhere near power.  And to put some awful icing on this dicey political cake, Selina shops her personal aide Gary (Tony Hale) to the FBI, has him jailed for the misdeeds of her dodgy ex-husband to make allegations of financial impropriety go away, and has it happen WHILE SHE’S ONSTAGE ACCEPTING THE PARTY NOMINATION.


Collaboration in action: consultancy week in Vietnam

I’m not even going to try and pitch this as a morality tale where good triumphs over the most Machiavellian political operators, and bad behaviour gets punished in the end.  The fact is, Selina wins – though the top spot is pretty lonely as she’s kicked all the support from under her on the way up.  No, the point is  there’s never been more of case for collaborative leadership in 2019.  Partnerships and collaborations – especially between sectors – are vital for creating change, and creating social and economic value.  However, collaboration is HARD.  There’s no guarantee it’ll succeed, and no formula for doing it well. 

Jennie Albone (Modular Executive MBA, 2019)

Over the last two years, my Cass MBA colleagues and I have combined full-time work with intensive study.  Our achievements are a combo of results from individual assignments and group tasks.  When we graduate in July, we aren’t just celebrating our own successes; we’re recognising that we worked together to make this outcome possible.  From co-writing essays, to working with Vietnam’s first unicorn tech company on a consultancy project, group work and collaboration was a staple of the course.  You’ll be pleased to hear my experience in no way resembles the brutal hard knocks doled out by President Meyer.  Instead, I had the chance to work with a cohort who bought diverse talent, experience and views to everything we did.  Sure, there were times when it would’ve felt easier if we’d thought a bit less divergently and just got on with it.  But diversity is massively important.  Working with people who approach problems from a completely different place helps you to check your assumptions, reveal your blind spots, and reach a better result.  It’s taught me how to recognise and value the skills others bring even more, which is something I’ll take with me to the next stage of my career.  So, does that mean a Cass MBA the answer to all of our leadership challenges?  Well, no – nothing is that simple.  But opportunities to hone our personal collaboration skills matter.  And for many of us, the MBA’s been an intensive chance to reflect on our approach. 

For an interesting primer on the four areas that make for an effective collaborative leader, try this.  

Find out more about opportunities to study an MBA in London or Dubai and continue your leadership journey here.

Jennifer Albone
Modular Executive MBA (2019)

 

 

 

Diversity, Inclusion and Leadership at Cass

Nina and her cohort

My MBA experience is coming to an end. I am about to graduate this summer. Reflecting back, I can only say that my experience was mad – good and bad and crazy and intense and really like a roller-coaster. But I wouldn’t have changed it for anything, it was exactly how an Executive MBA is supposed to be. Except, my class had a higher proportion of men to women. Let’s talk about diversity and inclusion for a minute.

I am a proud recipient of the Women in Business Award by Cass. A few of my cohort members are. My school is extremely supportive of female leadership starting from a female dean, female board members and offering many scholarship opportunities to women applying to various programs. As with many schools, during the application process we are given an opportunity to apply for a multitude of scholarships, and us women have an opportunity to go for the diversity awards. Like in many boardrooms, business schools seem to struggle to entice working women to join the classroom part-time on top of their full time careers as professionals, and most likely even fuller time careers as mothers and wives. Therefore, many business schools will offer various awards to supports future female leaders and our prospect achievements in our individual fields. What a tremendous opportunity for us, but are we discriminating men? Who cares, you are thinking, women have been discriminated for years, it is our time to rise and shine!

#CassWomen

Hey, I don’t disagree. Give me an opportunity to shine and I’ll take it, nobody can stand in my way. Except, I don’t see the world with ‘men vs women’ eyes. I see an opportunity to grow personally and professionally, perhaps competing against other people, but their gender doesn’t bother me. I see an opportunity to shine, not because I am a woman, but because I have a unique perspective, and unique experience and knowledge that I bring to the table. That is what others should see too. Those that are incapable of seeing past my gender are not worthy of my time, and certainly organisations that recruit me because I am a woman and they ‘lack female leadership’ are not the places I would fit in. Not because I don’t bring a female touch to anything I do, trust me, I am emotional and I don’t hide those emotions, but that is also my choice. These are not the places for me, mostly because they care that I am a woman, and don’t care that I am an experienced professional. That is where I want equality.

I recently read an article in which a personality scientist states that if you are a woman and you popularly ‘lean-in’ you will become a dysfunctional leader. This scientist further states that most people have little insight into their leadership talents, and those that believe that are the best leaders are in fact the most incompetent leaders lacking self-awareness. Statistically, those leaders are most likely to be men – whether women have chosen a different path, chose to stay at home or were just not interested in leading, we are still working in a male dominated business environment. So if we are to lean in, and mimic the behaviours of these dysfunctional leaders, won’t we become dysfunctional as well? That is not my goal. My goal as female leader is to be humble but also to utilise my strengths: communication, passion, endurance, emotional intelligence, empathy, the ability to listen and connect, and the ability to think about my bigger picture, but also to think about the picture of the people I touch and bring on the path with me.

Nina Kerkez (Modular Executive MBA, 2019)

Malala Yousafzai, a young Pakistani education advocate, who at the age of 17 became the youngest person to win the Nobel Peace Prize, is a true inspiration in leadership for me. She has overcome adversity, she is standing up to her rivals and she is overcoming diversity, whilst fighting for girls to pick up the books and pens, and get the education that they deserve. There are many things we could all learn from Malala, but as I talk about diversity and inclusion, in words of this wonderful woman it is important for us to remember: “Dear brothers and sisters, I am not against anyone… There was a time when women social activist asked men to stand up for their rights. But, this time, we will do it for ourselves. I am not telling men to step away from speaking for women’s rights rather I am focusing on the women to be independent to fight for themselves.”

So, in my view, my MBA class was extremely diverse containing people of all genders, many races and nationalities, and many professional backgrounds. It consisted of a group of 38 amazing individuals, each and every one of us unique in our own way. We have learned from each other and built relationships that will last us a lifetime. Perhaps, I am finding it harder than I thought to be at the end of this journey. But those connections built in the two years of classroom activity, travel and, let’s face it, pub activity together, give me the feeling that this is not quite the end.

Post-study drinks

You can survive an Executive MBA. Here’s how.

It was with excitement and trepidation that I started my first Modular Executive MBA weekend in April.

The induction weekend the month before had given me a good taster of what was to come and my cohort was split into groups ready for the teamwork required ahead.

Four months on and I can’t quite believe that we’ve finished our first block of lectures and handed in our assignments already. It has certainly been intense, but I’ve already got so much out of it, more than I thought I would at this stage.

However, there have been hurdles I had to figure out along the way.

Find an equal footing

Firstly, due to the intensity of the learning, we bonded within our cohort group very quickly; supporting each other, understanding everyone’s work or personal commitments and identifying each other’s strengths.

It had been a long time since I had done project work where we were all on an equal footing, so it took some adjustment to realise that no one person was in charge and we were all equally responsible for completing the work together.

Be ruthless with your time 

Secondly, I tried to figure out how to fit studying around my work and family life. While I had a study timetable worked out for my readings, the element I hadn’t counted on was the timelines for the group work; an assignment was due around the same time as the next block of lectures which had prerequisite readings.

Learning quickly that I had to be ruthless with my time, I concentrated on what needed to be done and made sure to go back and fill in extra readings if I had the time.

Put weekend activities on hold 

Thirdly, I identified what I needed to change or give up in my personal life to accommodate my new study commitments. As my husband and I have a young child, I knew the majority of my study would need to happen in the evening, which meant I was unlikely to have any time for TV.

However, I soon realised I would need time during the weekends as well. We worked out a schedule where we both had some personal time during the weekends, but this meant I had to give up the baking and gardening I usually did for relaxation. But something had to give. I figured these sacrifices were only for a short period of time and the end result was worth it.

Learn to adjust your sleeping pattern

The fourth thing that suffered was my sleep. While I can function on six hours sleep a night, I can only maintain this for a few days at a time. Thankfully there were only a couple of intense weeks where my sleep suffered in the lead up to deadlines and lecture weekends. I learnt to adapt my sleeping pattern according to my programme timetable.

All in all, I am impressed with how much I have learned over the last few months and the connections made with my cohort. I’ve noticed I am more confident in dealing with things outside of my comfort zone at work and look forward to the year ahead!

Katheryn Needham
Modular Executive MBA (2020)

Leadership and innovation in a war zone

As I am crossing at the Qalandya check point between Israel and the West Bank, the huge red sign shocks me: “The entrance for Israeli citizens is forbidden, dangerous to your lives and is against the Israeli law”.

It looks like something from a movie scene and you are not quite sure what to expect on the other side. We cross, and all I see is unfortunate reality of the region and conflict between these two territories, thoroughly reminded of my childhood in Yugoslavia.

On the Israeli side we saw the prosperous modern society, full of life and colours that are reflected in almost everything from streets, to people and food. On the Palestinian side our first impressions are the ruins, wall murals of past leaders, abandoned cars and chaos.

Israel and Palestine were my choice for the Cass MBA international electives. The focus of the elective was on Innovation and Technology, which comes as no surprise with Israel being known as the start-up nation. The first month into my Cass MBA, I learned that one of the international options for study will be Israel. I knew in that moment that this will be my choice of an elective – working in technology and financial crime, my interests spans across cyber security and regtech and fintech world.

International electives are intense. You go on a trip abroad and visit numerous locations and companies daily, whilst meeting and learning from founders, owners and investors. You travel from city to city and you cross borders, or in our case – check points.

Many won’t know that a large number of successful businesses materialised from Israel, such as Viber, Waze and Mobileye. The country prides itself as the start-up nation mostly driven by the uncertainty that seems to run through their DNA due to political and economic factors surrounding them. Success on the Israeli side, but what is going on behind the literal wall on the Palestinian Territory?

The western world often can’t understand why there are conflicts between people ‘somewhere far away from us’, and don’t really want to engage in that conversation. Most of my cohort was also confused as to why these two nations can’t be one. It just seemed logical that working in unity would be beneficial for both sides. The Palestinian side suffers a lack of infrastructure, lack of water and many other resources, yet they are as resourceful as Israel is!

The streets may look empty, but don’t let that fool you. Palestinian residents know how to live. On our first night we enter a restaurant and it is buzzing inside, the whole restaurant is packed with families and young couples dining and smoking shishas.

Our night ends in a famous bar packed with kids of American expats living in Palestine. Bizarre, you think? So did we. They are young, happy, dancing, and invite us to join them. We were not that cool to wear bandannas and lose ourselves to the sound of music, but nevertheless we did enjoy our night – we were useless at playing darts, but we proceeded to do so until late at night.

 

We met many successful entrepreneurs during the two days in Palestine. The Palestinian society is a lot more progressive than we are lead to believe. For example, the CEO of Bank of Palestine has fully eliminated the gender pay gap within the bank, insisting on this change himself.

There are in fact a number of factors working in favour of Palestinians. The Palestinian society has a high number of highly educated individuals, and it seems that its diaspora can fuel the culture of innovation and finance it. Of course, the circumstances of country’s occupation are also helping to kindle the creativity of Palestinians.

Speaking to a young entrepreneur at one of the events in Palestine, he mentioned the collaborations between Israelis and Palestinians. Whilst the countries are in conflict, the people seem to be less so. ‘We work together with our friends from Israel’, he said, ‘and our business is thriving.’ Of course, software has the unique ability to flow through wires and borders, but perhaps even more surprising was that he was talking about a medical business, moving people across borders and offering them medical help when needed.

I got home two days before the American embassy moved to Jerusalem. The news were full of horror stories coming from the region, and I was thinking – could successful cross border businesses help build peace in the region? Is it the organised chaos that is prevalent in the region that we need in order to innovate successfully?  Perhaps.

I wouldn’t want to attempt to predict the future of the region, but I hope that these two nations find a common language in innovation – after all making innovation happen is a collaborative process on many levels, from nations to countries, to companies, to military and teams.

Nina Kerkez
Modular Executive MBA (2019)

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