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INNOVATION HAPPENS EVERYWHERE

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Updated : October 29, 2013 0:0  ,
By Editor

Firms’ innovation and growth philosophies can be summed up into two

Companies have many different philosophies when it comes to innovation and growth, but I think they fall into two main categories:

Not invented here – basically all innovation needs to happen in-house. All innovations outside the confines of the corporate firewall are considered inferior and poor and should be avoided.

Innovation happens Everywhere – basically innovations happens inside the company and innovations outside the company are embraced and included into internal innovations where appropriate.

Innovation happens even in places where tradition is highly treasured. The Middle East, for one, places a lot of weight on trust in its business dealings and has a unique way of managing its organizations. But the region has come to embrace innovation as well, with GCC countries ranked among the top innovating nations.

The recent Global Innovation Index 2013 published by Cornell University, INSEAD, the leading international business school, and the UN’s World Intellectual Property Organization points to the UAE, Saudi Arabia, Qatar and Kuwait as leading the Middle East in overall innovation performance. This is reflective of how innovation has become a visible and crucial tool for Arab countries to pursue economic diversification, competitiveness, and global integration.

I am happy to say Software AG falls into the ‘Innovation happens Everywhere’ category and this is why we have been able to take the leadership position  in the latest Gartner Magic Quadrant. We are naturally very proud of this achievement, but we would not have got there ourselves.

A few years ago we realized that our messaging backbone that is at the heart of our integration offering just didn’t have the scalability and performance that would carry us forward for multiple years. It still worked (and still does work) great but it lacked some additional sophistication like active-active clustering to name just one feature. To solve this problem we acquired a company called MyChannels  and have integrated this product as our core messaging component into the webMethods Integration offering. This integration work was hard, but it was the right thing to do and honestly we wouldn’t be where we are in the market and in the Gartner MQ without this work. It wasn’t enough to just buy a messaging product; we had to do the hard work of integrating it into our product so our customers could get a fully integrated product that “just works!”

Similarly we saw our customers asking for higher performance on larger and larger data sets (now everyone is talking about this category as big data) and we looked outside the company again for a technology leader that could bring in-memory technology into Software AG.  We purchased a company called Terracotta to create the underpinnings of a new big data offering from Software AG. We have used this product extensively inside of webMethods creating increased performance and scalability across the suite. Here again it wasn’t enough to just acquire technology, we needed to acquire the right technology and the right teams that would work together to create an integrated suite that our customers can take advantage of.

We don’t just rely on outside innovation, we have created completely new products without any acquisitions – webMethods CloudSteams and webMethods Active Transfer  are two examples where it was better for us to innovate inside the firewall and create products ourselves.

What sets us apart from the competition is that we have wonderful innovation happening inside the company and we are not constrained by the NIH (not invented here) syndrome. Our unique selling point still remains that we do all the hard integration work, with products that we build and that we acquire, allowing customers to have one product that works together and solves their needs.

We will continue to innovate both organically and inorganically with a strong focus on creating an integrated product that works and gets the customer to production faster. Especially for the benefit of unique markets such as the Middle East which demand continued and impactful innovations.

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Hospitality

Lavoya Restaurant Group expands its culinary portfolio in the GCC through the acquisition of Em Sherif Deli in UAE

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Lavoya

Lavoya Restaurant Group has announced its acquisition of Em Sherif Deli franchise in the GCC, marking a significant step in the group’s strategic expansion within the culinary landscape. The partnership emphasizes Lavoya’s commitment to diversifying its portfolio and enhancing its presence in casual dining sector.

Em Sherif Deli, known for its authentic Mediterranean flavors and innovative deli offerings, has quickly gained recognition since its launch. With its flagship location in downtown Beirut, Em Sherif Deli respresents the rich culinary heritage of Lebanon while appealing to a modern audience.

Walid Hajj, Co-Founder and CEO of Lavoya, said: “This move represents a significant milestone for Lavoya. By integrating Em Sherif Deli into our portfolio, we are not only expanding our culinary offerings, but also reinforcing our dedication to fostering exceptional dining experiences. Em Sherif Deli’s commitment to quality and authenticity aligns perfectly with our vision for growth.”

Dani Chaccour, CEO of Em Sherif, said: “We are excited to be working with Lavoya to develop Em Sherif Deli in a market that we strongly believe in and have great plans for.  Lavoya’s track record will in no doubt help us grow the footprint of this young, hip and new age brand.  We look forward to our launch in the UAE soon”

As part of this collaboration, Lavoya plans to open multiple new locations for Em Sherif Deli in key locations across the UAE, further solidifying its position as a leader in the culinary sector. This move aligns with the UAE’s vision, which aims to promote economic diversification, grow the tourism and hospitality sectors, and solidify the country’s reputation as a premier dining destination.

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Financial

Dubai Islamic Bank Celebrates Fifth Cohort of High Potential Programme, Paving the Way for Future Leadership

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Dubai Islamic Bank (DIB) celebrated a notable milestone with the successful graduation of the 5th batch of high potential employees in DIB’s High Potential Employee Development Programme (HIPO).

In the bank’s ongoing endeavour to hone talent within the organisation and provide them with a platform to excel individually as well contribute in fulfilling the bank’s ambitious growth opportunities, the HIPO programme began in 2015 and has already delivered an army of nearly 150 professionals who are not just excelling in the workforce but leading by example.

The 5th batch of HIPO graduates were felicitated by the Group CEO, Dr. Adnan Chilwan, as well as other executives from the senior leadership team of the organisation.

The HIPO programme is an 18-month intensive leadership training schedule that includes a comprehensive suite of assessments, specialised training, mentorship, and coaching. Developed in partnership with globally recognised institutions, HIPO equips participants to excel in their roles and drive the bank’s strategic objectives.

To ensure the momentum is maintained, DIB has begun rolling out nominations for the next cohort for the next programme that is scheduled to commence in Q4 2024.

Commenting on the success and effectiveness of the journey undertaken so far, Dr. Adnan Chilwan, Group Chief Executive Officer of DIB, said, “The High Potential Programme is central to our inclusive talent development approach within the organisation, designed to prepare the next wave of leaders in the banking and financial sector. This initiative reflects our dedication to fostering outstanding talent by empowering individuals who possess the inherent traits with advanced skill sets ensuring both professional and personal elevation as well as quality   contribution to further the organisation’s strategic goals. Our ambition is to unleash these individuals into the financial world so that they support and positively impact the larger economic objectives of the UAE. I extend my warmest congratulations to all our graduates and look forward to their future contributions to our collective ambitions. We also extend our profound thanks to all our partners for their enduring commitment and involvement in our training endeavours, which are crucial in systematically cultivating quality professionals within our organisation.”

As DIB steadfastly invests in its workforce, the bank upholds its position of leadership in the banking sector as an Employer of Choice, committed to promoting professional development and fostering inclusivity at every level of the organisation including the vital Emiratisation Agenda.

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Hospitality

Dubai Airports to grow its solar footprint to cut its carbon footprint

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DA Etihad Solar Project

In the presence of His Highness Sheikh Ahmed bin Saeed Al Maktoum, Chairman of the Dubai Supreme Council of Energy, Chairman of Dubai Airports,and Chief Executive, Emirates Airline and Group, and His Excellency Saeed Mohammed Al Tayer, Vice Chairman of the Dubai Supreme Council of Energy, Managing Director and CEO of Dubai Electricity and Water Authority (DEWA), Dubai Airports announced a landmark collaboration with Etihad Clean Energy Development Company, a wholly-owned subsidiary of DEWA, to launch the world’s largest rooftop solar panel installation project at an airport.

To solidify this ambitious initiative, Dubai Airports and Etihad Energy Services Company formalised an agreement during the prestigious World Green Economy Summit organised by the Dubai Supreme Council of Energy, Dubai Electricity and Water Authority, and the World Green Economy Organization. The event, held under the patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, took place at the Dubai World Trade Centre from 2 to 3 October 2024.

The agreement was signed by Paul Griffiths, CEO of Dubai Airports and Dr. Waleed Alnuaimi, CEO of Etihad ESCO.

His Excellency Saeed Mohammed Al Tayer said: “This initiative aligns with His Highness Sheikh Mohammed bin Rashid Al Maktoum vision to establish Dubai as one of the most sustainable cities in the world. While our roadmap outlines clear targets of achieving 25% of the energy mix from clean energy sources by 2030, and 100% by 2050, we are proactively accelerating our efforts. We anticipate surpassing these goals, potentially reaching 27% clean energy capacity as early as 2030, which would enable us to achieve our 2050 vision ahead of schedule. Undoubtedly, innovation and cutting-edge technologies are instrumental in expediting our progress towards a greener future.

This phased project of total 39MWp of clean energy, which will be fully operational by 2026, involves the installation of 62,904 solar panels across Dubai International (DXB) and Dubai World Central – Al Maktoum International (DWC) airports, set to generate 60,346MWh annually. It marks a significant stride toward decarbonising airport operations.

The solar panels, which will span passenger terminals and concourses across both airports, are expected to offset 23,000 tonnes of CO2 annually — equivalent to taking 5,000 cars off the road or powering 3,000 homes for a year. The energy generated will meet 6.5% of DXB’s power needs and 20% of DWC’s, reinforcing Dubai Airports’ long-term vision for cleaner, smarter, and more sustainable operations.

Sharing his insights on the initiative, Paul Griffiths, CEO of Dubai Airports said, “Airports are significant energy consumers, but with that comes tremendous opportunity and responsibility to drive real change. For us, this is not just about installing solar panels; it’s about embedding sustainability into the core of everything we do. Every kilowatt we generate from renewable sources brings us closer to shrinking our carbon footprint and future-proofing our operations. This is about setting the standard and leading the way for what a truly sustainable airport can achieve.”

Dr. Waleed Alnuaimi, CEO of Etihad ESCO, remarked, “Our longstanding partnership with Dubai Airports plays a pivotal role in our strategy to accelerate Dubai’s sustainability agenda. By broadening the solar footprint and implementing transformative initiatives like Shams Dubai, we are not only reducing energy demand but also driving the adoption of sustainable energy solutions across the emirate. This project, and others like it, demonstrates our commitment to building an integrated ecosystem that aligns with Dubai’s vision for a greener, more energy-efficient future.”

This solar initiative complements a series of ongoing environmental sustainability efforts by Dubai Airports, from strategic partnerships in the aviation sector to collaborative efforts within the oneDXB community, which includes airlines, service providers, and regulatory authorities managing the airport’s critical touchpoints. Whether it’s retrofitting hundreds of thousands of LED lights, optimising cooling systems, switching to biodiesel-powered ground vehicles, or cutting food waste to landfill, Dubai Airports is committed to making measurable, impactful changes — one step at a time.

The project builds on the successful installation of solar panels at DXB’s Terminal 2 and Concourse D, where solar power is already playing a vital role in reducing energy consumption and lowering emissions. While ambition and innovation drive progress, the key to achieving sustainable transformation lies in collaboration, foresight, and consistent action. Dubai Airports is focused on ensuring these values guide every initiative, aligning with Dubai’s and the UAE’s broader environmental objectives to create a better tomorrow, together.

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