SRME_Saima_Jalal_interview_1.mp4

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SRME_Saima_Jalal_interview.vtt

ENGLISH

{{00:00:04}}
My name is Saima Jalal.

{{00:00:05}}
I lead value creation services for
Deloitte across the Middle East.

{{00:00:15}}
I think it's a really interesting question
that I think specifically in the Middle

{{00:00:18}}
East, I think one of the big ones really
is, sort of portfolio rationalization.

{{00:00:23}}
We have a lot of portfolios in
regions that are very diverse.

{{00:00:27}}
And sometimes to really drive value
creation you, need specialism and really

{{00:00:32}}
rationalizing your portfolio, being really
knowing what you're really good at and

{{00:00:36}}
focusing on that is, is really important.

{{00:00:38}}
And the second aspect might be
talent, sort of talent development

{{00:00:43}}
and really using the people
aspect to drive value creation.

{{00:00:46}}
We have access to a lot
of talent in region.

{{00:00:48}}
It's a very attractive place to, to
live and work, especially post COVID.

{{00:00:52}}
So some of the markets
have really opened up.

{{00:00:54}}
You have an opportunity to
get very diverse talent here.

{{00:00:56}}
And just having that access really
drives some of the value creation.

{{00:01:00}}
And I think another
topic is also innovation.

{{00:01:03}}
This is a very exciting region.

{{00:01:05}}
There's a real desire to adopt new things.

{{00:01:08}}
And we see a lot of concepts
and opportunities coming

{{00:01:11}}
from other geographies.

{{00:01:12}}
And I think the adoption rate is very
is very high, but also conversely,

{{00:01:17}}
there's a lot of desire in region to
be that sort of builder of innovation.

{{00:01:21}}
And, we see a lot of ideas coming
out, which really develop the

{{00:01:25}}
value creation landscape in region.

{{00:01:34}}
I think I think torn at the top
is a really interesting one.

{{00:01:37}}
And we talked about this
in the panel as well.

{{00:01:39}}
It's about making sure that you have
the right sort of leadership team

{{00:01:42}}
and allowing that to trickle down
to the culture of your organization.

{{00:01:45}}
In the Middle East, you are dealing
with often very diverse cultures and

{{00:01:49}}
really getting the best out of people.

{{00:01:52}}
It is very much
responsibility of leadership.

{{00:01:54}}
So really selecting the right
leadership for your portfolios, for

{{00:01:58}}
your assets are really important.

{{00:02:00}}
I think other aspects also is we talked
a little bit about values and culture

{{00:02:04}}
and really making sure that softer
side is really understood, which I

{{00:02:08}}
think is quite unique to this region.

{{00:02:09}}
It's not really a characteristic
we necessarily see in, private

{{00:02:12}}
equity in other regions, but like
retaining some of that, value, that

{{00:02:16}}
culture in your portfolio asset and
using it to accentuate and drive

{{00:02:21}}
value, I think is really important.

{{00:02:31}}
I think there's an interesting, that's an
interesting point, but I think one of the

{{00:02:34}}
ways, one of the interesting aspects we
have in regions is several wealth funds.

{{00:02:38}}
And I think that also
came up in the panel.

{{00:02:42}}
When you are the transformer
of a region you're not just

{{00:02:46}}
looking at the bottom line.

{{00:02:47}}
You're not looking at
just revenue generation.

{{00:02:49}}
You're looking at macroeconomic
impact, GDP, other aspects.

{{00:02:52}}
And I think whilst that's really important
to, to drive the economy, you have to be

{{00:02:57}}
very careful how much you burden an asset.

{{00:03:00}}
It's a lot to take on their shoulders and
I think that's where it's really incumbent

{{00:03:04}}
upon the portfolio teams to really share
that workload to make some of those

{{00:03:08}}
KPIs really quantifiable and measurable.

{{00:03:11}}
So they're just not willy concepts that
a portfolio can't get their hands around.

{{00:03:16}}
But again, I think it's a really
important aspect because this region

{{00:03:20}}
is different and some of the stuff
that is happening from a sovereign

{{00:03:23}}
wealth fund lens it's really important
that there's that investment.

{{00:03:28}}
From a, sort of value perspective,
that's really driving the agenda.

{{00:03:31}}
And so it just needs to
be managed very well.

I lead value creation services for
Deloitte across the Middle East.

I think it's a really interesting question
that I think specifically in the Middle

East, I think one of the big ones really
is, sort of portfolio rationalization.

We have a lot of portfolios in
regions that are very diverse.

And sometimes to really drive value
creation you, need specialism and really

rationalizing your portfolio, being really
knowing what you're really good at and

focusing on that is, is really important.

And the second aspect might be
talent, sort of talent development

and really using the people
aspect to drive value creation.

We have access to a lot
of talent in region.

It's a very attractive place to, to
live and work, especially post COVID.

So some of the markets
have really opened up.

You have an opportunity to
get very diverse talent here.

And just having that access really
drives some of the value creation.

And I think another
topic is also innovation.

There's a real desire to adopt new things.

And we see a lot of concepts
and opportunities coming

And I think the adoption rate is very
is very high, but also conversely,

there's a lot of desire in region to
be that sort of builder of innovation.

And, we see a lot of ideas coming
out, which really develop the

I think I think torn at the top
is a really interesting one.

And we talked about this
in the panel as well.

It's about making sure that you have
the right sort of leadership team

and allowing that to trickle down
to the culture of your organization.

In the Middle East, you are dealing
with often very diverse cultures and

It is very much
responsibility of leadership.

So really selecting the right
leadership for your portfolios, for

I think other aspects also is we talked
a little bit about values and culture

and really making sure that softer
side is really understood, which I

It's not really a characteristic
we necessarily see in, private

equity in other regions, but like
retaining some of that, value, that

culture in your portfolio asset and
using it to accentuate and drive

I think there's an interesting, that's an
interesting point, but I think one of the

ways, one of the interesting aspects we
have in regions is several wealth funds.

And I think that also
came up in the panel.

When you are the transformer
of a region you're not just

You're not looking at
just revenue generation.

You're looking at macroeconomic
impact, GDP, other aspects.

And I think whilst that's really important
to, to drive the economy, you have to be

very careful how much you burden an asset.

It's a lot to take on their shoulders and
I think that's where it's really incumbent

upon the portfolio teams to really share
that workload to make some of those

So they're just not willy concepts that
a portfolio can't get their hands around.