Embarking on a business venture in Syria requires a keen understanding of the country's unique economic landscape and cultural dynamics....

In the shifting landscape of global business, Syria is emerging as a fascinating frontier for new ventures. Despite the challenges it has...

In recent years, Saudi Arabia has emerged as a dynamic hub for business opportunities, drawing investors and entrepreneurs from around...

The Middle East is rapidly transforming into a hub of business potential, offering a wealth of opportunities for entrepreneurs and...

In the world of international commerce, understanding cultural nuances is key to building successful partnerships, especially in regions...

The Limitations of Legacy Metrics For decades, EBITDA has been the cornerstone metric for telecoms, infrastructure, and utility boards....

In emerging markets and crisis-prone sectors, the ability to act under constraint is the hallmark of strategic leadership. This article explores why boards hesitate when no path looks optimal, how this indecision erodes value, and how they can reframe decision-making to lead boldly- even when all roads seem uncertain.

In telecom boardrooms from London to Lagos, AI has become a near-constant topic. Directors nod sagely at the mention of ‘machine learning’, approve digital transformation budgets, and debate ethical concerns over generative models.

Inaction carries its own cost: lost market share, rising input prices, obsolescence, talent attrition, and competitive displacement. For boards in Africa, MENA, Southeast Asia, and the Balkans, ‘strategic patience’ can quickly become strategic irrelevance.

Directors review roadmaps, approve transformation programmes, and assess risks. Yet behind the scenes, much of what passes for strategy is quietly shaped—or even dictated—by the very vendors who sell the technology.