DR. ENG. AMR H. ABAYAZEED's Blog

26. ENTREPRENEURIAL LEADERSHIP

Entrepreneurial leadership is a modern leadership approach that combines the mindset of entrepreneurship with the principles of leadership. It focuses on innovation, adaptability, proactive decision-making, and calculated risk-taking while guiding teams toward organizational goals. Unlike traditional leadership styles that mainly focus on stability and following established procedures, entrepreneurial leadership encourages creativity, opportunity recognition, and forward-looking thinking. Entrepreneurial leaders are usually proactive, open to change, willing to support new ideas, and capable of helping organizations adapt to uncertainty and complex business environments.

An important gap in entrepreneurship and leadership literature is that entrepreneurial leadership is still not widely recognized as one of the major leadership styles within many leadership and project management studies. Most traditional theories continue to focus mainly on leadership styles such as transformational, transactional, laissez-fair, and others, while entrepreneurial leadership remains less discussed and often overlooked. In many studies, entrepreneurial leadership is often associated mainly with entrepreneurs starting and managing businesses, while entrepreneurs may simultaneously apply another leadership style such as transformational leadership. In addition, most previous studies examined entrepreneurial leadership mainly within small and medium enterprises (SMEs), startups, or information technology (IT) businesses rather than recognizing it as a leadership approach applicable within large organizations and complex industrial environments.

However, my dissertation titled “The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience: A Study in the Egyptian Petrochemical Sector” in 2025 (*) attempts to address these gaps by recognizing entrepreneurial leadership as an additional leadership style alongside the traditional ones and arguing that entrepreneurial leadership may also be highly effective in large-scale, capital-intensive, and high-risk industries operating in environments characterized by uncertainty, operational complexity, safety challenges, and continuous market fluctuations. Such environments require innovative thinking, proactive decision-making, and adaptability. Therefore, entrepreneurial leadership should not be limited to entrepreneurs and SMEs only but should also be recognized as a valuable leadership approach for large-scale organizations seeking stronger performance, adaptability, and long-term sustainability.

(*) Paper:

Abayazeed, A. H., Sadik, M. A., Negm, E. M., & Ragheb, M. A. (2025). The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience. Business Ethics and Leadership, 9(4), 67-84. https://doi.org/10.61093/bel.9(4).67-84.2025.

Article By Dr. Eng. Amr H. Abayazeed - June 19, 2026.

25. ASSET MANAGEMENT: MORE THAN EQUIPMENT

An asset, from an accounting perspective, is any resource owned by a business or an economic entity that has value and can be converted into cash. Assets are commonly classified according to their liquidity or their physical existence. For simplification, I adopt a blended classification approach combining both perspectives: 1) Current Assets: Can be converted into cash within one fiscal year (e.g. cash, accounts receivable, inventory). 2) Non-Current (Fixed) Assets: Not readily liquid and cannot be easily converted into cash (e.g. equipment, buildings, land). 3) Intangible Assets: Not physical in nature (e.g. goodwill, franchises, and intellectual property as patents, trademarks, and copyrights).

Asset management in financial organizations differs from that in industrial organizations according to the type of assets they manage. Asset management in financial organizations mainly focuses on managing financial assets such as cash, stocks, bonds, investment portfolios, funds, and other financial instruments. The primary objective is usually to maximize financial returns, optimize investment performance, manage financial risks, maintain liquidity, and achieve sustainable profitability. In contrast, asset management in industrial organizations focuses mainly on physical assets such as production equipment and infrastructure. In many industrial sectors, particularly in oil & gas and chemicals, the term "Asset Integrity" is commonly used to describe a technical discipline within asset management. It focuses on ensuring asset reliability, availability, safety, and operational efficiency throughout the asset lifecycle: 1) Acquire (Research, Design, and Engineering), 2) Build & Commission (Procurement, Construction, and Commissioning), 3) Operate & Maintain (O&M), and 4) Dispose (Decommissioning).

Accordingly, while both financial and industrial organizations share the common objective of maximizing value from assets, industrial organizations intentionally use the term “Asset Management” as the term “Asset” emphasizes the business value generated from equipment, as they are viewed not just as physical equipment, but as a strategic resource that enables production continuity, operational sustainability, and profitability, which can be translated into financial value and cash flow for the organization. Another perspective in asset management literature that should be mentioned is the consideration of humans as organizational assets that should be properly managed, developed, and maintained to maximize their value and contribution to the organization. From this perspective, which appears reasonable, employees are viewed as valuable assets because their skills, experience, and performance directly influence organizational success and long-term sustainability.

Article By Dr. Eng. Amr H. Abayazeed - June 05, 2026.

24. DISCIPLINE

“I give you the map, are you willing to do that? It is the main point because everyone wants to be Cristiano. Discipline is the most difficult thing, not only in sport but in life.”

This is a part of Cristiano Ronaldo’s interview with WHOOP Podcast that really caught my attention, and I fell in love with it because it clearly shows how “Discipline” is the fundamental factor in the equation of success. Cristiano explained that everyone already knows the map and the recipe of what he does behind the scenes: his private training routines, the kind of food he eats, his recovery process, his sacrifices, and his strict lifestyle. The real question is not whether people know the ingredients and formula for success or not. The real question is: Do they have the discipline to consistently follow them?

The same idea applies in business ecosystems, including organizations, teams, and individuals, especially nowadays in the artificial intelligence (AI) era, where success ingredients and best practices are more available than ever before. Knowledge is also more accessible than ever before and can now be acquired easily and quickly, even through smartphones. Accordingly, the real challenge is whether people have the discipline to understand, learn, acquire, connect, and consistently apply them. In other words, success is not only about having the formula written on paper; success is mainly about the discipline required to execute this manifesto every single day, as discipline, from my point of view, is the number one, two, and three in the formula for success and the most common and necessary factor among almost all success formulas, if there are many.

Article By Dr. Eng. Amr H. Abayazeed - May 29, 2026.

23. AMR's LEADERSHIP STYLES MATRIX

As a researcher, based on my dissertation "The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience: A Study in the Egyptian Petrochemical Sector" in 2025 (*), and by understanding the definitions of leadership styles in my prior article "Situational Leadership," this article summarized and categorized the eight key leadership styles that were discussed before (Autocratic, Democratic, Bureaucratic, Laissez-faire, Servant, Transactional, Transformational, and Charismatic). Neglecting Interactional Leadership that blended transactional, transformational, and charismatic leadership styles, and instead adding Entrepreneurial Leadership as an additional style (this inclusion addressed and matched one of the notable gaps in my dissertation).

To systematically organize these leadership styles, I developed a conceptual 3x3 Matrix in my dissertation, as shown in the next figure, with the X-axis representing “Task-Oriented” and the Y-axis representing “People-Oriented,” where both dimensions are graded as “High,” “Moderate,” and “Low.” This resulted in the division of leadership styles into nine distinct categories, each reflecting varying degrees of focus on tasks and people. The framework facilitated a structured exploration of how different leadership styles balance task-focused and people-focused dimensions, while illustrating how various leadership approaches prioritize operational performance and goal achievement versus employee relations, collaboration, and team engagement.

For example, at the highest point on both axes, Transformational Leadership was characterized by a strong emphasis on both task and people orientation. These leadership styles fostered collaboration, empowerment, and active engagement with teams, while also ensuring that tasks were completed effectively. Entrepreneurial Leadership, on the other hand, was positioned with high task orientation and moderate people orientation, as it balanced managing tasks at a high level with fostering team cohesion. It aligned with the values of risk-taking, creativity, and strategic foresight, while maintaining a strong focus on operational efficiency, and so on. Therefore, the 3x3 matrix not only categorizes leadership styles but also provides valuable insights into how these approaches could influence organizational performance, emphasizing the importance of selecting an appropriate leadership style depending on the situation, according to various organizational contexts.

(*) Paper:

Article By Dr. Eng. Amr H. Abayazeed - May 22, 2026.

22. SITUATIONAL LEADERSHIP

Leadership styles represent the different approaches and behavioral patterns that leaders use to influence, guide, motivate, and manage followers within organizations. Over time, researchers have developed various leadership styles to explain how leaders interact with employees and achieve organizational objectives under different conditions. Each leadership style reflects a unique combination of decision-making approach, communication pattern, authority distribution, and relationship with followers. The following paragraphs briefly review the most common and widely recognized leadership styles in leadership literature.

1) Autocratic Leadership is a style in which the leader makes decisions independently and expects followers to comply with instructions with limited participation. 2) Democratic Leadership, in contrast, encourages employee involvement in decision-making and values collaboration, participation, and shared responsibility. 3) Bureaucratic Leadership focuses on strict adherence to organizational rules, procedures, and hierarchy, making it suitable for highly regulated environments. 4) Laissez-faire Leadership gives employees significant freedom and autonomy with minimal direct supervision from the leader. 5) Servant Leadership emphasizes serving employees first by supporting their growth, well-being, and empowerment.

6) Transactional Leadership is based on exchanges between leaders and followers, where rewards or punishments are used to achieve performance and compliance. 7) Transformational Leadership focuses on inspiring and motivating followers through vision, innovation, and personal development to achieve higher levels of performance. 8) Charismatic Leadership depends heavily on the leader’s personality, charm, confidence, and ability to emotionally influence followers. 9) Interactional Leadership according to the Project Management Institute (PMI), blends elements of transactional, transformational, and charismatic leadership styles to create a balanced leadership approach. 10) Entrepreneurial Leadership combines the innovative and opportunity-seeking mindset of entrepreneurship with the strategic and interpersonal aspects of leadership.

Since organizations operate in diverse and changing environments, no single leadership style can be considered effective in all contexts. Instead, leaders needed to be flexible and adapt their approach based on the situation. For example, a leader may adopt autocratic approach during emergencies requiring quick decisions, while using democratic approach when teamwork participation is more important. This idea led to the development of “Situational Leadership,” which may be considered more of a strategic approach than a distinct leadership style, which emphasizes using different leadership styles according to the situation, culture, and dynamics that shaping individuals, teams, or organizations.

To be continued...

Article By Dr. Eng. Amr H. Abayazeed - May 19, 2026.

21. GENERATE IDEAS, NOT CREATE

Creativity and innovation are two expressions that may seem similar and are often used in the same context, but actually they are slightly different concepts. Creativity is about thinking of new ideas or seeing things from a different perspective. Innovation is the process of taking those ideas and turning them into something useful, practical, or valuable. In simple words, creativity creates ideas, while innovation applies and develops them. However, the main question of this article is not the difference between creativity and innovation. The real question is whether terms such as “new ideas” or “creates ideas” are fully accurate expressions.

In reality, ideas are rarely created completely from scratch, as they are usually developed gradually in a cumulative way from previous knowledge, experiences, interactions, and observations stored in both the conscious and subconscious mind. People continuously learn, observe, and interact with others. Over time, they develop their own way of thinking based on their background, education, values, culture, surrounding environment, and many other factors. The mind then connects these factors together, gradually shaping how people understand and interpret the world around them. For example, even when two individuals face the exact same situation or receive the same information, each one may interpret and analyze it differently. These accumulated experiences and mental inputs become part of the individual’s thinking process and influence how they view situations and generate ideas from their own unique perspective.

Another example from a different angle is when a novelist writes an original story. No matter how new or creative the story may appear, it is still influenced by the novelist’s cultural background, experiences, memories, and accumulated readings. Sometimes, the novelist may have previously read other stories that remain stored in the subconscious mind. Later, without consciously realizing it, those earlier stories may help generate similar ideas in a different form or style. The novelist then adds personal perspective, emotions, taste, and creative touch to develop something that feels new and original. In such cases, the novelist is not intentionally copying or imitating previous ideas. Rather, earlier stories unconsciously influence the creative thinking process and affect how the new story is developed and written, even without the novelist realizing it.

This is why, in stories, painting, music, film-making, and even business, ideas are rarely created from nothing. Instead, they emerge through a continuous process of improving, reshaping, and building upon previous knowledge and ideas to form something different and original. Albert Einstein would not have reached the Theory of Relativity without the earlier work of Isaac Newton. In the same way, Apple would not have developed smartphones without the earlier existence of wired telephones and companies such as Nokia and BlackBerry. Therefore, perhaps the more precise term in English vocabulary is the verb “generate” rather than “create.” Humans do not completely “create” ideas from nothing; rather, they “generate” ideas through accumulated knowledge, experiences, observations, and previous innovations.

Article By Dr. Eng. Amr H. Abayazeed - May 15, 2026.

20. IT IS A BUSINESS, NOT A CHARITY

“It is a business, not a charity.” Some people use this popular American phrase harshly, as if business has no heart. However, the deeper truth behind it is often logical and realistic. It follows a simple and fair universal principle: people gain based on the value they provide. If you work, you earn. If you create more value, you earn more. If you create less value, you earn less. This is how the real world naturally operates. Nothing is completely free; value is exchanged for value. This can simply be called the “Exchange Principle.”

By applying the exchange principle in business, mature organizations with fair systems and strong governance pay salaries, while employees provide performance and value in return. This is the fundamental contractual relationship between both parties. Once this balance is disrupted, the relationship between organizations and employees becomes unfair. For example, if employees work hard without receiving fair compensation, the organization is exploiting them. Likewise, if an organization pays salaries to employees who do not provide value or perform well, then the organization is losing value, and the business gradually turns into a charity rather than a profitable entity.

Following this logic, it is fair for organizations to terminate under-performing employees in order to restore the balance of the exchange principle, without hiding behind emotional slogans, false sympathy, or misunderstood concepts of employment rights. The same principle applies from the employee side, as a high-performing employees may leave their current organization for a higher salary, better opportunities, or greater recognition, also seeking a better balance in the exchange relationship.

Nevertheless, does this American phrase mean that business has no heart or ethics? Not necessarily. Supporting high-performing employees, appreciating and rewarding them, caring about their personal lives, and treating them ethically are all important and necessary. Valuable employees deserve attention, respect, and preferential treatment. However, even these actions are still connected to the same exchange principle. Organizations reward valuable employees not only for moral reasons — although morality is a major part of it — but also to encourage performance, increase loyalty, and retain talent. In the end, both organizations and employees continuously seek a fair exchange of value. That is how the universe — including business — naturally operates.

Article By Dr. Eng. Amr H. Abayazeed - May 08, 2026.

19. KNOWLEDGE IN A CONTEXT

Before the internet, obtaining and transferring knowledge was difficult because knowledge dissemination was limited and the transfer process was slow in some cases and restricted in others, especially in developing countries. These countries mainly depended on receiving knowledge from others rather than producing it themselves. As a result, access to accurate, complete, and up-to-date knowledge was limited. Today, with the internet era and the evolution of artificial intelligence (AI), the problem has changed. Trillions of data are available. While this creates new opportunities, it also creates confusion and distraction. As a result, although data is easier to access than before, transforming it into meaningful information and applicable knowledge has become more challenging. This idea is reflected in the long-standing mission of Google: “to organize the world’s information.”

Nowadays, the competitive advantage of entities, organizations, and individuals no longer depends on who owns more data or who has access to it, and not only on who can classify data, organize it effectively, and transform it into information, then give that information meaning so that it becomes knowledge, as reflected in the DIKW model. What is increasingly important today is how to deal with knowledge rather than data, the ability to classify it properly by assigning appropriate titles, to contextualize it by identifying what is contextually relevant, actionable, and value-adding, and to integrate and connect it with other relevant knowledge to see the complete picture. This cannot be achieved without a deep understanding of knowledge and the ability to critically evaluate and apply it effectively, not just acquire it. The ability to structure and integrate knowledge in a holistic way is what leads to greater value and better decision-making.

Article By Dr. Eng. Amr H. Abayazeed - April 24, 2026.

18. THE DECISION-MAKING PROCESS

The definition of decision-making, in its simplest form, is about choosing from the available "Alternatives" by evaluating and comparing the expected outcomes "Payoffs" of each option. A payoff represents the measurable result or consequence of a decision, which can be expressed in terms of profit, cost, efficiency, customer satisfaction, or any other relevant metric. Decision-making becomes especially critical when outcomes are uncertain and when each alternative may lead to different potential consequences. In such situations, it is not always clear which option will yield the best result — if the outcome were certain, there would be no real decision to make. Therefore, decision-makers must carefully analyze all available alternatives, estimate the possible payoffs, and consider the likelihood of different scenarios to make reasonable and rational choices.

A decision-making matrix, also known as a payoff table, is a practical tool used to support decision-making when there are multiple alternatives and uncertain outcomes. It organizes all possible choices, "Alternatives" in rows, and the different conditions or scenarios, "States of Nature" in columns, that might occur. Each cell in the matrix shows the "Payoff" resulting from a specific combination of an alternative and a state of nature. The matrix helps decision-makers systematically evaluate and compare alternatives by visualizing how each option performs under different conditions.

A decision-making matrix can be evaluated using four main techniques, each reflecting a different perspective on risk. The "Maximin" method represents a pessimistic approach; it considers the worst possible payoff for each alternative and then selects the one with the best of these worst-case outcomes. In contrast, the "Maximax" method reflects an optimistic approach; it looks at the highest possible payoff for each alternative and chooses the one with the best highest payoff. The "Laplace" method follows a best average approach, assuming all outcomes are equally likely; it calculates the average payoff for each alternative and selects the one with the highest average value. Lastly, the "Expected Value (EV)" method uses a probabilistic approach; it multiplies each payoff by the probability of its corresponding state of nature, sums these values for each alternative, and selects the one with the highest expected value. These techniques provide a structured way to assess decisions under uncertainty, depending on the decision-maker’s risk tolerance and the availability of probability data.

In conclusion, making good decisions means following a clear process while also considering how much risk you are willing to take. Tools like the decision-making matrix, along with methods such as Maximin, Maximax, Laplace, and Expected Value, help compare different options in a structured way, even when the future is uncertain. In the end, a strong decision comes not just from the numbers, but from understanding what those results mean for your goals, your team, and the situation you are working in.

Article By Amr H. Abayazeed - August 16, 2025.

17. MOVE 37

In 2016, a major breakthrough in artificial intelligence (AI) happened during a game of Go — a board game that originated in China over 2,500 years ago, making it one of the oldest board games still played today. It is known for its simplicity but deep strategic complexity, often considered more challenging than chess — This pivotal moment came when AlphaGo, an AI developed by DeepMind, played a five-game match against Lee Sedol, one of the best Go players in the world. The match attracted global attention because it showed how AI could challenge human intelligence in new and unexpected ways.

In the second game, AlphaGo made a move that became famously known as "Move 37". At first, this move surprised game experts and top Go players, who were watching and observing the match LIVE, because it did not follow the usual strategies that professional players use. Many thought it was a mistake; they even suspected a bug or a glitch in the system. But as the game continued, it became clear that the move was extremely clever and gave AlphaGo a strong advantage.

This move showed that AI could make creative and effective decisions that go beyond human thinking, opening a new chapter in the evolution of AI. This moment became a powerful symbol of how machines can think differently — and sometimes better — than humans in highly complex tasks. It showed that AI is not limited to copying human strategies but is capable of discovering entirely new approaches that humans might never consider. Move 37 was not just a smart move in a board game; it became a historic turning point that changed how people see the potential and the future of AI.

Article By Amr H. Abayazeed - July 29, 2025.

16. YES MEN

In organizational settings, effective decision-making relies on open dialogue, diverse perspectives, and honest feedback. However, some teams develop a culture where employees hesitate to express disagreement or raise concerns. This can give rise to what is commonly known as the "Yes Men" phenomenon. The "Yes Men" refers to individuals — typically subordinates or team members — who consistently agree with their leaders or superiors without offering honest feedback, critique, or alternative viewpoints. These individuals tend to align with every decision or opinion expressed by leadership, regardless of its merit or potential risks. This behavior is often driven by personal interests such as a desire to gain favor, maintain job security, avoid conflict, or out of fear of possible negative consequences, such as being ignored, criticized, or seen as not supportive.

The "Yes Men" culture can severely harm organizations by creating an environment where innovation, accountability, and critical thinking are suppressed. When team members only agree with their boss and hide problems or concerns, leaders may make poor decisions based on unrealistic or inaccurate information driven by misleading data. Over time, this leads to poor performance, missed opportunities, lack of adaptability, and a toxic culture where loyalty is valued over competence. Ultimately, such organizations become inactive, exposed to crises, and disconnected from real-world conditions.

To avoid becoming part of a "Yes Men" culture, team members and subordinates should build the courage to speak up respectfully and in a helpful way. Sharing honest opinions, raising valid concerns, and offering alternative ideas are not acts of disloyalty but signs of true engagement and responsibility. It is important to approach disagreements with professionalism, support feedback with facts, and focus on solutions rather than criticism. Once all concerns and suggestions have been clearly presented, your responsibility is fulfilled — it is then the leader’s role to make the final decision.

By the way, there is a rule of thumb in management called the “10th Man Rule”, which helps prevent the dangers of a "Yes Men" culture. According to this rule, if nine people in a group agree on a decision, it becomes the responsibility of the tenth person to challenge the idea and consider alternative viewpoints. This does not mean disagreeing just to cause trouble, but rather thinking critically, questioning assumptions, and exploring what others might have missed. It is a way to avoid blind agreement, uncover hidden risks, and make more balanced decisions.

Article By Amr H. Abayazeed - July 24, 2025.

15. WHERE DOES “PR” BELONG IN ORGANIZATIONS?

Public Relations (PR) in literature is a communication process focused on building and maintaining positive relationships between an organization and its various public, including customers, investors, employees, media, and the general community. It is often discussed as a crucial component of the promotion mix within marketing. PR differs significantly from advertising in that it primarily seeks "earned media"; favorable coverage generated through news articles, features, and public interest stories, rather than paid placements. The goal is to influence perceptions, build brand equity, and enhance credibility by sharing information that highlights the organization's positive attributes, product launches, social responsibility initiatives, and overall values, thus enhancing the brand image of the organization.

There is an argument about where the PR department should exist within an organization's structure. There is no ideal structure, as it depends on the organization's size, industry, strategic priorities, and the role and power of the marketing department in the organization. Historically, PR might have been integrated under the marketing department if its role in these organizations performed strategically, but if the marketing department is not strong enough that might limit its scope to just promotional activities. However, another argument exists for placing PR at a higher, more strategic level, often reporting directly to the CEO. This elevated position allows PR to act as a separate management function, providing guidance on critical decisions that could impact on the organization's reputation and relationships; it can proactively identify potential issues, manage crises effectively, and ensure that all organizational communications align with its overall vision and values.

I believe that PR should be placed within the marketing department if marketing is strategically responsible for customer relationships, stakeholder engagement, organization-wide branding, and even treats employees internally as ambassadors for the brand image of the organization. This is because when PR is relatively separated from marketing and reports directly to the CEO, this often leads to miscommunication issues and a lack of clarity between its core marketing-related mission as an essential part of promotion mix and the organization’s strategic goals.

Article By Amr H. Abayazeed - June 27, 2025.

14. EXPERIENCE & ENTITLEMENT SYNDROME

Experience is the practical application of knowledge over time, through action, reflection, and adaptation. It includes lessons learned, skills sharpened, and judgment developed. Based on this definition, we can represent experience in the following equation:

Experience = Knowledge + Practice + Reflection (Outcome).

Therefore, knowledge without practice is often referred to as "Book Knowledge" rather than true experience. Similarly, practice without knowledge is referred to as "Flying Blind" or, as we say in Egypt "فهلوة" as slang.

Another related topic is Entitlement Syndrome in organizations, which occurs when employees believe they deserve special treatment, certain privileges, recognition, or rewards, regardless of their effort, performance, or merit. They may expect benefits just because they have been with the company for a long time (Claim of Expertise) or think they are more important than others. This attitude often comes from poor true evaluation, unclear rules, lack of criteria, or an organizational culture that does not reward hard work fairly. It can also develop if managers avoid giving honest feedback or if people are praised too much without real results. This behavior can hurt teamwork and lower motivation across the organization.

To mitigate entitlement syndrome in workplaces, especially in Egyptian culture — a widespread phenomenon that deserves to be studied there — the primary actions involve prioritizing real experience and truly effective evaluation with clear determined criteria over unearned claims and inflated self-assessments. This adjustment will allow recognition and reward systems in organizations to begin aligning success with actual work, rather than assumptions. These are not all actions, but the key actions, among others, to ensure fairness, boost teamwork, and maintain high motivation.

Article by Amr H. Abayazeed - May 16, 2025.

13. THE SCIENCE BEHIND SOCIAL SCIENCE

Some people mistakenly assume that economics, marketing, human resources, management, etc., which are categorized as social science, are not real science because they seem vague, undefined, and not meticulous. There are many classifications of science, as mentioned in various papers and handbooks. The most common classifications are: 1) Natural Science, which study nature in the broadest sense, such as physics, chemistry, biology, astronomy, geology, etc; 2) Social Science, which study people and societies such as psychology, sociology, anthropology, economics, history, political science, etc.; and 3) Formal Science, which study abstract concepts, such as mathematics, logic, computer science, etc. For simplicity, we can group these into two major pillars: Natural and Social Science.

As my recent studies have been in business and management (social science), I believe that social science is not vague when compared to natural science. Generally, natural science defines specific input(s), and when these input(s) interact inside a system(s), a defined output(s) is produced — as in chemical reactions (A+B → C+D) or in mathematics (1+1=2). Based on my engineering background, I contend that, social science operates similarly, as illustrated in the figure; inputs interact inside systems to generate outputs. The main difference is that social science involves many inputs or variables, diverse systems and dynamic contexts resulting in multiple complex outputs with high uncertainty.

This complexity makes it difficult to identify consistent outputs, unlike in the natural science. Consequently, social science theories are generalized to predict outcomes, which we commonly refer to as recognized and generally accepted good practices — or best practices — due to the inherent variability and complexity of systems, like human system, as an example. However, I argue that if the inputs and systems in the social science were fully defined (which is rarely applicable), then outputs could be predicted with greater certainty, similar to natural science.

Article By Amr H. Abayazeed - May 02, 2025.

12. UNDERSTANDING STRATEGY

The concept of strategy is often misunderstood. Some define it as a long-term plan, while others see it as a set of action plans. Michael Porter, a professor at Harvard Business School and widely regarded as the father of modern strategy, defined strategy in organizations as a set of long-term choices made to distinguish oneself from competitors. While this definition is powerful as a high-level philosophy and captures the essence of strategy, it remains unclear to the public.

In my point of view — supported by extensive literature — the concept of strategy fundamentally revolves around achieving an objective (moving from point A to point B) by leveraging available resources within a broader environment or ecosystem.

The strategic statement that guides all upcoming strategic processes involves answering three critical questions, each beginning with “How?”:

1. How to get? – Acquiring the necessary resources or capabilities.
2. How to keep? – Sustaining and managing those resources effectively.
3. How to grow? – Scaling and optimizing for future expansion.

The framework, as shown in the next figure, highlights the dynamic interplay between internal capabilities (resources and objectives) and external environmental scanning (bounded by a dotted line), guided by a clear strategic statement to ensure direction, sustainability, and growth.

Article by Amr H. Abayazeed - April 18, 2025.

11. REWARD SYSTEM

Ramesh Gulati, who is known as Reliability SHERPA, in his valuable book "Maintenance and Reliability Best Practices" stated that: "For decades, we have used a reward system that has created a misaligned culture. Design teams are rewarded for achieving functional capability at the lowest cost, not really concerned about the downstream problems for operations and maintenance and the true life-cycle cost of ownership of the asset. Production teams are rewarded when they beat a production number, regardless of any real demand for the product and without any concern for the effect their actions have on asset health. Maintenance teams have typically been rewarded for fixing asset failures and not improving reliability or availability. They get extra pay for coming in at inconvenient times when the asset is broken and get “well done!” from management when they fix it. If we are rewarded for failures, why would we want reliability? Who would step up and volunteer for a 15-20% pay cut for reduced overtime? People do not pay as much attention to what their managers say compared to what they actually do. If management says they want reliability — no failures or minimum failures — but they keep paying for failures, we will continue to get failures. This culture needs to be changed and improved."

I totally agree, as we often praise and reward people who create or are responsible for problems in the first place and then rush to solve them, rather than those who build reliable, trusted systems that work flawlessly. From the perspective of immature organizational culture, there is a lack of understanding and evaluation. The one who acts as a firefighter is seen as hardworking and always busy, while those who create an efficient system that results in reducing problems and issues are often undervalued and overlooked. Immature Organizations may think that the system works smoothly on its own and that those who created and control it are useless. However, when those individuals remove their hands, the system breaks down, leading to the same fires that need fighting, and the cycle starts again.

Finally, there is a tendency to reward reactive problem-solving rather than proactive system-building. Many organizations prioritize and reward immediate solutions over long-term strategies and plans, leading to a cycle of recurring issues. By shifting our focus towards building robust systems and recognizing the value of proactive thinking, we can create more sustainable and efficient organizations.

Article by Amr H. Abayazeed - November 16, 2024.

10. ARABIC REFERENCES

I attended a course on "Corporate Governance," expecting the lecturer to discuss the rules, processes, and practices by which organizations are directed and controlled, and how to balance the interests of an organization's stakeholders, and how to implement these principles practically. By the way, the last two points were the main reasons I enrolled in this course. However, I was surprised when the lecturer began as if he was translating the word "Governance" from the dictionary, then proceeded to build his interpretation based on this translation. He continued explaining the difference between حاكمية and حوكمة رشيدة and حوكمة which completely deviated from the core concept of "Governance" as outlined in most papers, handbooks, and in the formal definition of OECD (Organization for Economic Cooperation and Development).

I analyzed this situation and concluded that the lecturer had likely not read any English sources on that topic. His explanations seemed to come exclusively from Arabic references, combined with his personal views and his Arabic/Islamic background, which ultimately led to a loss of the topic’s meaning.

Based on many observations, which led me to write this article, I believe that one of our fatal problems in Egypt and the MENA region is that knowledge (as well as writing history) in Arabic content is very scarce, very poor, and, most importantly, very contaminated with ideology, personal opinions, and a lack of reliable, trusted references. As a result, anyone acquiring this knowledge will inevitably inherit these flaws.

Article by Amr H. Abayazeed - November 01, 2024.

9. MANAGEMENT IN THE PERCEPTION OF THE EGYPTIAN MIND

When you mention the word "Management" in the Egyptian community, this photo will arise in the perception of the Egyptian mind, whether they are educated or not, unfortunately.

By Amr H. Abayazeed - September 20, 2024.

8. DOES TRUE EVALUATION IN ORGANIZATIONS REALLY MATTER?!

True evaluation of employees is very essential for the health and success of any organization. In my opinion, the health of organizations should take priority and come first, because when it is properly maintained, success will naturally follow. By the word "health," I refer to the culture and environment of organizations. Some mistakenly believe that organizational culture is a touchy-feely subjective concept, but in reality, it has tangible elements — you can sense it as soon as you enter the door of any organization, and that is another story.

True evaluation of employees is a part of performance appraisal which is a systematic description of an employee's strengths and weaknesses, and performance appraisal itself is a part of performance management (the big picture) which is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. The purpose of any performance management is not only for administrative issues (job evaluation - equal employment opportunity/affirmative action; EEO/AA - compensation - etc.) but also for developmental issue (individual evaluation - Training - career planning - etc.).

The presence of strong performance management is directly proportional to the strength, success, and maturity of organizations. As true good evaluation system will ensure that employees are fairly assessed, developed, and motivated, leading to a more productive, engaged, and satisfied work environment, while a lack of true and fair evaluation not only results in talent loss and the creation of a group of mediocre employees who are unfit for their positions, but more dangerously, it fosters an unfair culture and low morale among employees and teams, and this can easily damage the organization and create a toxic unproductive work environment.

"Just one act of unfairness can ruin an entire organization"

But the main question here is: Do managers know how to evaluate effectively? This is a significant problem in implementing an effective performance management system. Many managers do not know how to evaluate properly, and they even do not recognize the importance of performance management as a cornerstone of any organizational success. Many managers (raters) fall into several common evaluation errors, such as:

1. Similar-to-Me Bias: Raters tend to favor employees who are similar to them in terms of personality, background, interests, or inside their inner circle (aka faction or clique).

2. Recency Error: This bias occurs when a rater focuses primarily on recent performance, ignoring earlier accomplishments at the beginning of the year.

3. Leniency Error: This occurs when a rater consistently gives high ratings to employees, regardless of their actual performance.

4. Strictness Error: The opposite of leniency, this error involves consistently giving low ratings to employees.

5. Central Tendency Error: This happens when a rater avoids extreme ratings and tends to rate most employees as average.

6. Halo Effect: This occurs when a rater's overall positive impression of an employee influences ratings on specific performance dimensions.

7. Horns Effect: The opposite of the halo effect, where a negative impression of an employee leads to low ratings across all performance dimensions.

8. Contrast Effect: This happens when a rater compares employees to each other rather than to performance standards.

9. First Impression Error: A rater's first impression of an employee can unfairly affect how they are rated later on.

All these errors are common among managers (raters), and most of us encounter them clearly, specially in the Egyptian work environment.

Article by Amr H. Abayazeed - August 16, 2024.

7. DIGITAL MARKETING: TOOL NOT TYPE

Many untrusted courses and seminars claim that digital marketing is a new approach that it is a revolutionary type that will change the structure of the "Traditional Marketing". I believe this claim is totally inaccurate, as the structure of what they call "traditional marketing" has not changed, as to adopt any marketing practices, the same marketing research, consumer behavior, segmentation, targeting, positioning, branding, marketing mix (product, pricing, distribution, and promotion/communication) strategies, marketing competitive and growth strategies, consumer relationship management (CRM), and marketing performance are still required.

Digital marketing is only a tool, not a type, to implement any of the previous traditional marketing strategies and practices digitally, as digital marketing is a practice of promoting products and services through digital channels and technologies. This form of marketing leverages internet and electronic devices to reach and engage a wide audience. By the way, the majority of digital marketing efforts focus on the promotion strategy, one of the four elements of the marketing mix, which is one of the puzzle in the holistic marketing picture.

Article by Amr H. Abayazeed - August 02, 2024.

6. WHO IS RESPONSIBLE FOR THE PRICING STRATEGIES IN MATURE ORGANIZATIONS: THE MARKETING DEPARTMENT OR THE FINANCE DEPARTMENT?

It is a debatable issue. I think that when it comes to pricing, no one department leads the other. Both marketing and finance perspectives should be considered.

As marketing department provides customer insights and behavior, competitive analysis, brand value proposition, market positioning, and promotion and discounts. While the finance department is responsible for cost structures, profit margins, the organization's financial health, risk management, budgeting and forecasting, and regulatory/compliance issues.

I think the decision in mature organizations should be taken by the Chief Executive Officer (CEO) who, with both perspectives in mind, will have an overall strategic view of the organization's strategy, including pricing strategies.

Article by Amr H. Abayazeed - July 07, 2024.

5. UNCERTAINTY: THE ENGINE OF INNOVATION

Uncertainty is the lack of complete knowledge or a complete picture of a situation, resulting in unpredictable outcomes that affect the decision-making process in business and life. While the previous definition may suggest that uncertainty is frustrating and negative experience, I believe that uncertainty is an engine of learning, knowledge, and then innovation.

The German philosopher Friedrich Nietzsche says: "There are no Facts, only Interpretations,” - by the way it is one of my favorite quotes - by understanding this quote deeply we discover that it emphasizes uncertainty as a positive concept, and encourages its application in science (either natural,social, or formal), in business environment, and even in life.

In science, uncertainty led Albert Einstein to develop the theory of relativity leading to a new advanced view of the universe compared to the old Newtonian view. Similarly, in business, market fluctuations, technological changes, and unforeseen events can affect the best organizations plans, however, organizations that can adapt and thrive in uncertain environments are the ones that stay ahead of the curve compared to their competitors, this adaptability is the catalyst for success, improvement, and innovation.

Even in our personal lives, uncertainty keeps things interesting and allows us to grow, learn, and understand life more and more. By acknowledging the limitations of our knowledge, uncertainty can be turned into a way for personal growth and for being open-minded to broader horizons. Personally, in my life and work, I feel my gun when someone says "I'm sure 100%" without using phrases like "I think" or "May be," because absolute certainty often makes me doubt their confidence and then distrust them and their way of thinking. The more you know, the more hesitant and less confident you become, as the saying goes: "Donkeys are always sure."

Article by Amr H. Abayazeed - May 24, 2024.

4. AGILE PROJECT MANAGEMENT

Agile projects are currently the trend in project management practices, transitioning from being used primarily in small projects with undefined scopes and low budgets, mostly in software development, to being used as an alternative method to traditional waterfall projects with defined scopes and requirements.

The definitions of agile projects and waterfall projects are determined by the phases (lifecycle) that a project goes through from start to completion. These phases can be either "Predictive" or "Adaptive" in nature. The predictive (waterfall) lifecycle is a plan-driven approach that allows for upfront planning of a well-defined scope and requirements, aiming to deliver a big final outcome at the project's end. The adaptive (agile) lifecycle is a change-driven approach that permits modifications to the scope and putting clients' feedback in consideration at each phase of the project, aiming to deliver a cumulative and incremental outcome throughout the project lifecycle.

So why are projects nowadays preferable to be agile in nature compared to the old traditional waterfall approach? The answer to this question in one word is "Adaptation," to cope with unpredictable and rapidly changing nature of the modern business environment, from the economical, technological, and political perspectives, as we actually live in a VUCA world.

VUCA stands for Volatility (rapid and unpredictable changes), Uncertainty (events and outcomes are difficult to predict with confidence), Complexity (interconnected factors influence situations, making cause-and-effect relationships unclear), and Ambiguity (multiple interpretations of information or situations, leading to confusion). In a VUCA world, organizations and project management face challenges such as sudden market shifts, technological advancements, geopolitical instability, and ambiguous or unclear situations. Then VUCA concept highlights the need for organizations and project managements to be agile, adaptive, and resilient in order to thrive in such dynamic conditions.

Strategists argue that creating long-term plans for three to five years is difficult nowadays, even sticking to a plan for even one year is nearly impossible. Therefore, upfront planning in projects may not be effective and will likely need to be reviewed, adapted, and updated continuously, due to the VUCA concept. This necessitates an agile approach; focusing on launching and iterating rather than on strict adherence to a fixed scope, time, and cost.

Article by Amr H. Abayazeed - May 10, 2024.

3. ARE LEADERS ANGELS?! ARE MANAGERS DEVILS?!

Leaders focus on people, managers focus on things. Leaders create a vision, managers execute a plan. Leaders look into the future, managers focus on the present. Leaders empower, managers control. Leaders develop change, managers manage change. Leaders use influence, managers use authority. The previous are commercial comparisons that are widespread in human resource courses and materials, and the result of these comparisons are Leaders are angels, we should take them as an example, and managers are devils, we should avoid them.

In my opinion, leaders and managers are not in contradiction; they complement each other. Leadership has various styles and hats, such as autocratic (leader takes all the decisions), democratic (decision-making is shared with team members), transformational (inspiring employees to produce change in the organization), Laissez-faire (hands-off style), transactional (punishment and incentives are used to motivate employees), servant (puts the needs of the employees first; strongly recommended in project management institute; PMI), charismatic (leader use communication skills, persuasiveness, and charm), interactional (combination of transactional, transformational, and charismatic), visionary (leader has a clear vision for the future), and bureaucratic (rule-based style).

Effective leaders can wear all the previous hats and adopt all of these styles according to situation, team, and organizational goals and culture. Also, there are somehow common traits with managers as commercial courses stated. I believe that, beyond classifications, loose organizations may need autocratic and bureaucratic style to enhance the essence of processes and procedures in work (managers role in commercial courses). However, mature organizations need a sense of motivation and prioritizing people to make a significant impact and differences (leaders role in commercial courses).

Thus, Leaders and managers are not opposites and they are not two types, they are fall under an academic concept called "Managerial Leadership," that depend on both direction and coordination. Actually, every manager should develop leadership skills, and every leader have to be a manager, using the best approach depends technically on the situation.

Article by Amr H. Abayazeed - May 03, 2024.

2. MARKETING vs. ADVERTISING

Many people think that the mission of marketing in any organization is to promote and advertise the organization's products or services, which is a complete misconception. Marketing in any mature organization plays a significant role and has a holistic and overlapping dimensions across the entire organization's departments, from human resources to inventory and from finance to operations. Marketing is essentially caring about making what will be sold, not selling what was made.

The definition of marketing, according to the American Marketing Association (AMA), is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. By breaking down this definition, marketing creates and exchanges value (both functional and emotional) and meets needs profitably. The essence of marketing is the intersection point between business and psychology (study of mind and behavior).

According to this definition, the main tasks of marketing management are: 1) Understand the marketplace and customer needs and behaviors by using many tools like market research, as an example, 2) Developing marketing strategies and plans including segmentation and targeting the right market and customers, and positioning the products/services to occupy a place in the minds of the target customers, 3) Studying and implementing an integrated marketing program, part of which is called the "marketing mix" which includes product, price, place, and promotion (4Ps) strategies, 4) Managing customers relationship (CRM), 5) Building strong brand management to create, develop, maintain, and enhance a brand's reputation and image, and 6) Tracking and measuring performance to achieve the marketing objectives.

Advertising, which is incorrectly understood as marketing, is a part of the promotion strategy, as the promotion strategy includes advertising, public relations, sales promotion, direct marketing, personal selling, etc. The promotion is also a part (mainly the 4th item) of the marketing mix, alongside product, price, and place. The marketing mix is finally a part of the previous main six tasks of marketing management.

Therefore, advertising occupies a small portion of marketing management and is not the main role of marketers. On the contrary, mature organizations usually outsource most advertising works to external professional agencies. Their own marketers typically contribute in providing only a "Marketing Brief" to these agencies, not creating the advertising content themselves.

Article by Amr H. Abayazeed - April 25, 2024.