For a number of years now, the provision of languages in British schools and universities has been in decline. Yet, as Brexit looms largely on the horizon, there has been much talk in the media and from politicians about the need for a “global Britain”.
Arguably, a country can only really be global and outward looking if language skills are considered essential for its citizens. The government seems to share this view – at least to some extent. This is reflected in the fact that the Department of Education has provided funding to open a National Centre for Excellence for Language Pedagogy and to roll out a cross-sector mentoring project, which was piloted very successfully in Wales.
A number of surveys, such as the annual British Council survey of English primary and secondary schools, reports on the falling numbers of pupils participating in language learning. This is a decline that started in 2004, when languages were taken out of the compulsory curriculum in secondary schools.
There was a rise in the number of pupils taking languages in 2011 as a result of the introduction of the English Baccalaureate (EBACC) – which has a language as a core subject. However, this increase proved to be shortlived, despite the government’s ambition for 90% of pupils to gain the EBACC by 2025.
In 2014, the Guardian commissioned a survey which questioned young people about learning languages. The survey identified some of the main benefits people perceive to be linked to learning languages. This includes: better job prospects abroad, talking to other people, learning about another culture, learning another skill, and incentive to travel.
On the other hand, perceived downsides were seen as languages being difficult, the predominance of English, and that the way languages are taught in schools is “not useful in real life”.
To find out more about why young people choose (not) to study a language, we surveyed 107 students that were studying a language at Lancaster University or the University of Nottingham. This includes students who studied a language as an optional module to complement their main degree course, as well as those who studied a language as part of their degree.
Our survey showed that for the vast majority of these degree students (over 90%) and students taking optional modules (over 75%) their main motivation was enjoyment as well as a genuine interest in the language and the countries where it is spoken. This aspect ranks much higher than “employability skills” – despite this often being the main angle under which languages are promoted.
Students do, however, realise and appreciate the broad range of transferable skills gained from studying languages. This includes analytical and problem solving skills, the ability to communicate well (also in your first language), and committing yourself to a long-term project.
When asked what might put young people off studying a language and why they think there are not more language learners in the UK, many referred to the lack of engagement with cultural aspects – such as history, politics, society or literature – in language classes. They also spoke of the myth of English being the only language you need, poor handling of languages in the British education system, and the lack of governmental initiatives to promote the study of languages.
To get more people excited about languages then, there needs to be a rethink of the way in which they are promoted and embedded into the curriculum. And there must be more focus on enjoyment and intercultural competence and more cultural engagement and “real-life” tasks.
This is important, because studying a language is not just about enhancing your CV and adding something useful to your skills set. It is also about embracing other cultures, developing intercultural competence, enjoying languages as an exciting object of study, and reflecting on your own national and cultural identity.
The government should also recognise the importance of languages and rethink the value placed on foreign language competency in the British education system. A national policy on languages could help to address attitudes towards languages and further promote joined up thinking across the different education sectors.
According to the Ministry of the Interior, out of the Electoral Corps of 22,883,772 of registrants, the participation rate reached 44.96% for the elections of the Assemblies of Prefectures (APW) and 46.83% for the communal assemblies (APC), giving a slight increase in relation to the participation rate in the local elections of 2012 (40.92% for APW and 44.26% for APC). The votes cast are in the order of 10,140,000 for the APW and 10.5 million voters for the APC. The number of blank ballots is 1.8 million in the election of APC and 1,080,000 for APW, although important, a relative decrease from to the numbers of voters compared to previous elections. The lessons of the Algerian local elections are not only to be learned by the Algerians themselves but to also be meditated by all in the MENA region.
As put by Zawya’s latest article, Algeria‘s ruling parties retained their majority in local elections, taking more than 50 percent of the vote, the interior minister said on Friday. Participation is closely watched by officials as they attempt to reverse a trend of increasing political apathy. More than half of Algeria’s population are under 30 and many feel disconnected from the ageing elite which runs the country.
Are there any lessons to be learned? Yes and these number eight as follows:
First, the process of the elections went generally in a quiet, except for a few isolated cases atmosphere. It must be recognized as a better participation in relation to past local elections including that of the Legislatives of May 4th, 2017; citizens having certainly been more attentive to the local personalities they know.
Second, this can be an indication for the forthcoming presidential elections of April 2019. Meanwhile, we have a good outfit of the FLN party as first political force that is far ahead of the RND whether forr the APCs or the APW. There were some breakthrough of a young party and a notable regression of the so-called Islamic parties.
Third, the constituted bodies such as the armed forces that had been targeted, by some parties through the press and television, information taken over by the international media, claiming it to be wrong or right and that these would have contributed to the jam of the ballot boxes and it would be better to preserve these strategic institutions off any political turmoil, while recognizing its members with the right to vote freely.
4th, because of the voting mode, eliminating small parties; it would be desirable to have a proportional system. With this method of voting for decades we have results that do not reflect the real picture of society, giving the same political component for years that does not translate the social reality.
5th, we witnessed a dull election campaign with promises without a tomorrow knowing that the local elected officials have little or no real power of decision. This reflects a significant demobilization of the population, which is more accentuated for the youth, reflecting the lack of confidence between the state and the citizen. And the big problem is how to restore that confidence. Hence the urgency to revise the codes of prefectures in order to involve and empower local elected officials by a real decentralization and overall functioning of both the political and economic system. Indeed, a considerable political training background has surfaced, often without a real program or serious prospects, which is mainly manifested on the occasion of electoral appointments as a result of the current State subsidies.
6th, an intellectual and above all moral level of those who will have to legislate and manage communes would be required as a minimum. Why not require, because of the obvious low and doubtful levels of some of the candidates, that in the future a minimum of university curricula and clearance by justice should be attained prior to be eligible?
7th, is about reorganizing on democratic foundations all civil society by putting In place effective intermediary networks between the state and the citizen referring to a real political decentralization and a change of course of the main economic policies.
8th, if the official participation rate is subtracted from the large number of zero ballots, the participation rate is less than 35%, a rate to ponder by political parties yet that this is not peculiar to Algeria alone; the world’s citizens tend to be uninterested in politics, with a high rate of abstention.
In summary after these elections, the citizen and the authorities are again faced with the harsh economic and social reality. A change in the trajectory of socio-political and economic and a broad front to mobilize all segments of the public is urgent in the face of the inevitable budgetary restrictions and potential tensions between 2017 and 2020.
Believe in the industry of the Future and the Future of the Industry is a Report to the French Government on the impact of the Fourth World Economic Revolution and is believed to be as relevant to the new Algerian growth model as global geostrategic challenges of 2030 as it is to that of France itself.
Hoping for a concrete application and meaning for the well-being of Algeria, I have with few experts worked free of charge, on what I was and still am advocating the reasonable solution of deep reforms, as always taking into account the social reality.
Several international media have recently asked me about Algeria and its economic choices that affect its future sustainable growth, taking account all of the geostrategic changes that lie ahead between 2020 and 2030. My reply was that I have discussed the very topic between 2010 and 2016. Would these be applied by the new Government, I wondered ?
So, instead of indulging in the installation of yet again other commissions or to rush to other expensive consultancies, I would with all due respect recommend to the Government to study so as avoid the mistakes of the past and in order to adapt it to the country’s reality the important and useful white paper titled “Believe in the industry of the future and the future of the industry”; a report addressed to the French Government (2017) in 84 pages based on a survey of French industry leaders. It is as a matter of fact, the backbone of the economic program of the French president Emmanuel Macron (1).
This report first recalls that industrial history would without doubt that the formalization of the concept of industry of the future was born in Germany under the heading “industry 4.0”as of a will to drive upmarket the German machine tool industry in the face of competition from Asia. But with the gradual rise in power of the processing of industrial data and acceleration of innovations, the concept took a whole other dimension.
Meanwhile, the avalanche of new technologies that occurred in recent years has indeed an important potential for transformation and improvement of the performance of the industry which could make the assumption of re-industrialization of our country credible again.
The goal is to customize mass production that has not yet been reached, the ecosystems that will be the first to provide a “digital continuity” will also be those that help get production that much closer to the final customer.
The report is structured as follows:
Part I – Industry of the future: framing, context and issues
Framing and context
What economic issues?
Part II – The five challenges of the industry of the future:
How to think the transition?
L’ industry of the future must be thought of in terms of performance, not technology.
Do not underestimate the emergency, nor the competitive pressure
Make transformation a matter of skills and organization
Adopt a broader vision of the value chain
Place the internal operational model and the ecosystem management at the heart of transformation plans.
Part III – different degrees of mature businesses: an industry of the future with variable geometry
Introduction and definition of the criteria taken into account
Putting into the perspective the model
Part IV – threat or opportunity of the industry of the future
What are the prospects for French industry?
The French specificities
What decisions are at stake? –
A shared vision?
Survey methodology and assumptions of the model.
It must be said that the majority of the experts including those of the Economic and Social Council of Algeria use to always say the opposite of what is proposed today by the Government. How then can they be now that credible?
In several of my contributions from several years ago, I drew the attention of the Government that hydrocarbons price will be low and for a long-time; refer my conference before the Prime Minister and the members of the Club of the Pines of Algiers on November 4, 2014, and before the senior executives of the National Security Department on May 15, 2015
I elaborated on the policy of widespread subsidies that together with the current industrial policy could lead Algeria right against a brick wall. Short of ideas, the country must avoid living on the illusion and outdated patterns of development, such as conventional mechanical industries of which car assembly of very low capacity, highly capital-intensive with Algeria taking on all costs with the rule of 49 / 51% is at the forefront.
Without a serious shift in economic policy, based on good governance and the development of knowledge, Algeria may end up deadlocked by 2018/2020 with the risk of depletion of its foreign exchange reserves when foreign operators, not getting remunerated, may decide to leave it altogether.
As far as the “emergence of an economy” and a globalized product of development of today’s capitalism is concerned, the process is not yet complete, and since the end of the Cold War and the disintegration of the Soviet Union, questioning on the one hand of the ability of nation States to do in the face of these changes.
This is no longer the time where the wealth of a Nation identified with its major firms, large firms having been modelled on military organization and have been described with the same terms: chain of command, job classification, the scope of control with their leaders, operating procedures and standard guidelines.
All jobs were defined in advance by rules and pre-established responsibilities. As in the military hierarchy charts determined internal hierarchies and great importance was attached to the permanence of control, discipline and obedience. This rigour was necessary in order to implement plans with accuracy to benefit from economies of scale in mass production and to ensure strict control of prices in the market.
As in the operation of the army, strategic planning required a decision on where you want to go, followed up by a plan to mobilize the resources and troops to get there. In the totally outdated mechanical era, the production was guided by predetermined objectives and sales by pre-determined quotas. The innovations were not introduced by small progress, but by technological leaps due to the rigidity of the organization.
At the top, large bureaucracies occupied the rectangle of the chart, halfway up middle managers and right at the bottom of the workers. Education, from elementary to upper education through high school, was only a reflection of this process, orders being transmitted by the hierarchy, the schools and universities in large sizes to ensure economies of scale as well.
These analyses have also been widely developed between 2012 and 2017 in the Algerian press and internationally under the titles as shown below.
A new organization is currently taking place showing the limits of the old organization with the emergence of new dynamic sectors in order to adapt to the new global configuration. We are seeing the successive passage of the so-called Taylorism organization marked by integration, the Divisional, matrix organization that are intermediary organizations and finally to the recent organization in networks where the firm focuses its strategic management on three segments: research and development (heart of value added), marketing and communication and under the Treaty all the other components.
And with more and more oligopolistic organizations of a few companies controlling the production, finance and marketing networks are no more national. Even those said small and medium-sized enterprises connected as networks of subcontractors to large ones could be among these.
Jobs in current production tend to disappear involving mobility of workers, the widespread use of temporary employment, and therefore permanent flexibility of the labour market with the permanent recycling training called upon in the future.
Thus, other types of jobs appear including the breakthrough of producers of symbols whose conceptual value is higher than the added value from the classic economies of scale, questioning the ancient theories and economic policies inherited from the mechanical age era like the old political “industrialising industries” based on the model of the old Soviet Union while the 21st century is characterized by the dynamism of large firms but especially those linked in networks to them SMIs/SMEs all devoting a good portion of their budget to research and development.
With the predominance of services that have a more and more merchant character contributing to the increase in the added value, the firm turns into a global network, and it is impossible to distinguish between individuals affected by their activities that as a consequence would be a large, diffuse group, around the world. In this global village, there exist only consumers/producers cross networks.
This will have implications for the future organization at all political, economic and social systems levels.
Finally, this analysis raises the issue of national security. Since 2012, I did not do enough warning the Government on the inconsistency of its policy of subsidies, the inconsistency of its industrial policy and against a policy of hidden import of car assembly plants as well as other industrial segments living off a certain rentier situation.
Two lessons are to be learned.
First, the money capital does not create wealth; it is only a means to an end. In fact it’s the work and intelligence that are the source of permanent and sustainable wealth of a Nation.
Second, globalization is a reality and time is never caught back in economics. There is an urgent need for a strategic vision as an adaptation to this unstable and turbulent world, a Nation that does not move forward, would necessarily step back.
I would not remind enough that the engine of any development process lies also in research and development and that without the integration of the knowledge economy, no industrial and economic policy would have a future in the 21st century, where technological innovations would inevitably have a constantly changing feature.
Algeria would be best in investing in democratic institutions than in segments where it can temporarily have some comparative advantages: agriculture, tourism major deposit, new technologies and in sub-segments of industrial sectors taking into account the profound technological changes. I would suggest a Monitoring Committee coordinate the investment policy which must synchronize with the dialectical relationship between the complementary roles of the State and the market, put an end to the present distortions which may cause losses, due to lack of visibility and strategic coherence. email@example.com
(1) « Croire en l’Industrie du futur et au futur de l’industrie » as translated by “Believe in the industry of the future and the future of the industry” – white paper – report to the French Government – (2017) in 84 pages – A survey of French industry leaders with (1) to Ernst Young by Opinion Way between September and October 2016 directed by Alain Galloni and Olivier Lluansi associate, Ernst & Young Advisor (Paris 2017) . The same report in PDF format is at
Algeria was ranked 108th out of 127 in June 2017 in the Global Innovation Index, a global ranking of countries according to their abilities and results of economic innovation as published annually by Cornell University, the INSEAD and the UN’s World Intellectual Organization Property (WIPO). The Fourth Industrial Revolution (4FIR) is on us; this will be based on the generalised Knowledge and Technology Transfer throughout all endeavours. We should therefore not forget that the world is not waiting for Algeria to get on the band wagon. This country is not isolated and its assessment from either the above GII 2017 as from official data shows the limits of the administratively bureaucratic approach that lead to that ranking.
This brief analysis is a synthesis, of Volume VI of the multidisciplinary audit, submitted to the Government in January 03, 2013 (1).
According to the WIPO, technology transfer is the process of designating the formal transfer to industry of discoveries resulting from University research and the commercialization of these discoveries in the form of new products and services.
As far as academic research is concerned, technology transfer is an operation that is to transfer a specific piece of knowledge from research, formalized or not in the form of patent(s) or deposited property rights, to another center of research, public or private, with the intended purpose to pursue for industrial development or to turn research into industrial innovation, by assigning any discoveries to an industrial enterprise.
If we limit ourselves to industry, technology transfer is the sale by contract of all rights of use of a technique, a process, a product (commodity) that it owns, as well as the know-how for its industrial production.
The technology owner remains the owner and the buyer is contractually limited to a market (for example geographical limits, customer type, volumes) and constraints of broadcast (the purchaser cannot transfer technology).
As one should not confuse technology transfer with an assignment of license, the transfer of technology including the disclosure of know-how adapted to the context of the purchaser whether in public or private law.
What are the different forms of technology transfer?
We can classify this in different forms also often complementary. First, the dissemination of knowledge, sometimes named dissemination and transfer of knowledge, which is a discipline practiced by research centres for the purpose of information of public bodies et enterprises.
This broadcast is practiced in conventions, through publications constituting one of the information sources of technological intelligence that monitors the evolution of knowledge, know-how and the feasibility of inventions in a certain field and its development environments.
Strictly speaking, technology watch is not a transfer of technology but facilitates the transfer. Then there is the technological slurping, i.e. digging up sleepy projects in research laboratories and universities that did not find industrial opportunities and promote them for purposes of enterprise creation.
Another method of transfer often used in industry to facilitate knowledge management is the recruitment of executives and specialists in a given technology. It is one of the activities of head-hunters, recruitment firms or sometimes this leads to industrial espionage if the beneficiaries of the information know how to exploit them.
There is no real training phase, unless the data transmission includes didactic elements. Also included as transfer facility in a first phase is reverse engineering as applied in technical education, the counterfeiting or piracy (often prohibited under the terms of the WTO)
Finally there is the partial transfer of technology through the granting of a license to the purchaser production but excluding certain technologies (protection of know-how). Good management requires knowledge and skills.
Knowledge fundamentals to technology transfer
Facing up to the pressure of competition with innovation, development of tailor-made products and increasingly complex technologies geared for the production of more and more personalized services, the required work of employees has no immediacy. Increasingly, directions of companies request of employees to lay down knowledge of their own work thus the importance of continuous training.
This production of knowledge is based on commitment and involvement that make initiative, intuition, judgment (famous Japanese Toolbox source of innovation) play a central role but also on the abilities of the individuals and the wider “social knowledge” that is strategic for every company that wants to continue to succeed.
Knowledge management relies on the levers of success such as knowledge embedded in products and services; knowledge and skills within a company (human capital); knowledge contained in the process (internal structure); corporate memory; transactional memory and finally knowledge as intangible property (intellectual capital).
This openness reflects the necessary break with the forms of governance that are centralized, disciplinary and mutilating as inherited from the Ford era. Capital also goes social in different techno-organisational devices influencing the rapport of individuals at work.
Surveys clearly show that this extension of social knowledge is accompanied by new forms of segmentation (qualified / not qualified; mobile / immobile; young / old; man / woman) and a sharing of activities and services that become more and more merchants (outsourcing computing to India electronics to Japan, South Korea, etc.)
This sociocultural approach that reflects the complexity of our societies with technology transfer being the apparent appearance owes much to the important work in terms of the approach to the economic anthropology of the Indian economist Nobel prize winner Amartya Sen whereby according to him, there cannot be any sustainable development without the introduction of the competitive market economy and of a real democracy that only allows both tolerance and confrontation of ideas and growth of renewable energy taking into account the cultural anthropologies of societies.
There is generally a dialectical link between technology transfer and culture
National culture being not static, but evolving as strongly characterised by the opening of a society onto environmental values, myths, rites and signs shared by the majority of the social body is an essential constituent of the culture of enterprise and technology transfer.
The successful experiences of Japan, emerging countries such as China and India show that we can assimilate technology without renouncing one’s culture. Moreover, the transfer is favoured where there is a better understanding of convergent and divergent values between two groups whereas trying to impose one’s own values could lead to a relationship of domination that in turn limits the transfer.
Corporate culture is also a by-product of a national culture and thus a set of values, myths, rites, taboos, and signs shared by the majority of employees and an essential element to explain the strategic choices by strengthening common values: example, regulations behaviour codes, job descriptions, as well as by the rewards and sanctions system so that employees are mobilised for the purpose of identification with their company and take over its history.
All this facilitates the transfer of technology that should not be limited to its technical, but to all managerial, organizational and commercial etc. aspects. The index of human development or HDI developed in 1990 by Pakistani economist Mahbub ul Haq and Indian Economist, Nobel Prize in economics Amartya Sen reflects the importance of the development of human capital including education and health.
Change of legal framework blocking investment and technology transfer
It is useful to recall that from the political independence to the present day, the Algerian economy has experienced different forms of organization of public enterprises.
Prior to 1965, self-management was preferred; from 1965 to 1980, we had large national companies and from 1980 to 1988, we witnessed a first restructuring carving up the large national corporations. As a result of the crisis of 1986 that saw the oil price collapse, timid reforms have begun in 1988: the State creating 8 Fund that were responsible for managing the various State portfolios.
As a result of cessation of payments in 1994 (with the consequent rescheduling), in 1996, the State created 11 holdings in addition to the 5 regional ones with a national Council of privatization; in 2000, we are witnessing their merger in 5 mega holdings and the removal of the national Council of privatization; in 2001, a further reorganization created 28 companies of participative management (GSP) in addition to large companies considered as strategic and in 2004, these GSPs are grouped into 11 and 4 regional ones.
At the various Governments Councils held throughout year 2007, a new organization is proposed by the Department of the Promotion of Investment, (both large companies oil SONATRACH and SONELGAZ, governed by specific laws being not concerned), articulated around four major segments: from the economic development corporations that fall under the exclusive State Management; companies of promotion and development by promoting partnership with the private sector, national and international; called State companies to be eventually privatized ; and finally, a company responsible for the liquidation of structurally loss-making enterprises.
In February 2008, this organisation proposal that did not have unanimity within the various spheres of authorities is abandoned. A commission was instead created to define the typical organization of the public economic sector between 2011/2016 with differing industry groups.
Not forgetting this ambiguous 49 / 51% of company share ownership that was introduced in 2009 to all enterprises including banks in 2010, regardless of strategic and non-strategic sectors drove away foreign capital, Algeria supporting all additional costs.
These periodically recurring changes of organization discouraged managers in the public economic sector, as well as the local and foreign investors clearly showed the dominance of the administrative and bureaucratic approach at the expense of the economic operational approach resulting in a waste of financial resources, a strengthening of the rentier dynamics and blocking of any transfer of technology.
Because of the essential blocking of local and foreign investment being a bureaucratic machine that feeds on the lack of visibility and coherence in the overall reform this situation would require an approach with a comprehensive reform whereas lack of political consensus and neutralization of the balance of power has never addressed a clear way of the future role of the State in the face of both internal and international changes.
Indeed, the future stakes are essentially economic and as in all countries in transition the Algerian society is naturally facing two trends, with in the a majority “the swamp” in the middle not understanding the issues that are anticipated between 2017 and 2030 in essentially economic, between adverse actors and stakeholders favouring reforms where the importance of records eminently political as that of hydrocarbons, the production place of the rent, of the financial system, place of distribution of the rent, and that of the partnership-privatisation, coupled with that of a socio-educational system, rather than the production of added-value that skills will create new social forces either backward if we are moving towards a new private monopoly or carriers of progress if we set a total transparency for a truly competitive market economy.
Hence the rentier tendency to managing the reforms according to a vision bureaucratic as of administrative injunctions based on administrative relays – the office, necessary in any society, but in contrast to developed countries analyzed by Max Weber, a factor blocking that attends the blocking of useful investment for more than 60%.
What conclusion for the action of the Government?
Reconciling economic efficiency and a deep social justice in the context of an open economy, control of the time being the main challenge for Governments in the 21st century would at the end of the day constitute the real challenge of Algeria between 2017, 2020 and 2030.
It is clear that at the time when big businesses and SMIs/SMEs are organized into networks corresponding to a historic phase where the enterprise tends to focus on its core business by outsourcing a good number of secondary activities, and the manufacturing industry experiencing a crisis rarely matched globally, it is necessary to avoid theoretical experiments with huge costs for the country which can only lead to an impasse for lack of strategic vision.
It is the result of the new configuration of the international labour division, product of the evolution of the development of capitalism, an unfinished globalization historical process with the new technological ecological challenge. Knowledge within the stability of the political environment, economic and social determinants according to international reports, would be a decisive factor in the development of Nations in the 21st century with good governance.
Any operational analysis would have to connect the process of technology transfer to both the new changes at the global level, in front of a profound change in geopolitical, socio-economic, managerial and technological at horizon 2017/2020/2030 as a future policy of the Government tossed between two social forces: the rentier logic supported by proponents of import, the unfortunately dominant informal sphere and the entrepreneurial logic.
In fact technology transfer should not be limited to the technical aspects only but to the organization of society in general on a par with both internal and global changes. The passage of the status of ‘support against the pension’ to the rule of law “based on work and intelligence” is a major political gamble since it simply involves a new social contract and a new political contract between the Nation and the State. firstname.lastname@example.org
(1) Three audits under the direction of Dr Abderrahmane Mebtoul for the Government including the observation and operational resolutions were conducted comprising:
Study carried out and assisted by officials from the Department of Energy, senior executives of SONATRACH and Ernst Young titled “For a policy of fuels including a policy of subsidies targeted in a competitive market.”
6 Leadership Lessons From World Champion Steve Kerr is an enlightening essay written by John Eades, Author, podcaster and CEO of LearnLoft @johngeades. It goes on like this:
There are leaders, then there are great leaders. When you experience a great leader in everyday life, it’s a different experience.
Enter Steve Kerr, head coach of the 2017 NBA World Champion Golden State Warriors. His team battled the Cleveland Cavaliers, led by LeBron James, and beat them 4 games to 1. Not only did he win his second NBA championship as a coach, but he also holds the highest winning percentage in NBA history and was previously named coach of the year. Here are a just a few takeaways we can learn from Kerr’s leadership style:
It’s not about the leader
A few years ago when the Warriors won their first NBA championship since 1975, Kerr almost refused the microphone and trophy after winning. He did the same thing again in 2017 but when he did finally speak he used all of his time to give praise to his other coaches, players, and team ownership.
He knows he is just a spoke in the wheel, and it’s his job to push those around him to levels they didn’t even know they were capable of, without wanting any credit.
Talent matters but it’s your job to enhance it
Kerr has been blessed with some of the greatest talent the NBA has ever seen. Stephen Curry, Kevin Durant, Clay Thompson and Draymond Green are elite-level players that any coach would love to have. Kerr has been quoted as saying, “Everyone who gets into coaching in the NBA knows it’s all about the talent.”
While it’s impossible to win titles in the NBA without talent, it isn’t a guarantee for success unless those players are getting better year in and year out. Kerr has made nearly every player he has ever coached not only a better basketball player, but a better human being.
Trust your team
News broke that Kerr was stepping away from coaching the team in the NBA playoffs because of nagging pain from back and neck surgery. Kerr stated he wouldn’t return to the bench until he was fully capable of giving the team 100 percent. There is nothing worse than a leader who doesn’t trust their team to do the job in their absence. It’s a sign of an unhealthy ego and micromanagement.
Kerr showed the ultimate trust in assistance coach Mike Brown and his players by stepping away during the most critical time in the season, and it created a stronger bond of mutual trust between the parties.
Always look for new ways to add value
While Kerr was absent from games, he didn’t stay away from the team entirely. He was an active participant in practices, game plans, and strategy to help his team be prepared as best as possible when they stepped on the floor without him.
Know your core values
Kerr is famous for being a student of leadership and always working on his craft as a coach. One offseason he went to see Pete Carroll the Seattle Seahawks head coach and Carroll taught him an important lesson: “Your leadership approach has to reflect your identity.”
After that meeting, Kerr identified ‘joy’ as a core value he had to lead with all the time. Knowing your core values is a critical part in finding your authentic leadership voice.
Empowerment is key
Kerr has built a culture of empowerment with the Warriors. So much so star Draymond Green said:
“So he [Kerr] built a culture to where, one man down, the next man has to step up. And it’s not just on him, it’s on everybody to come together and empower that next man and have his back through whatever the situation is, and ride for him just like you’d ride for coach Kerr.”
PUBLISHED ON: JUN 9, 2017 on INC.COM – The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
We took the initiative with compliments to this gentleman, to borrow few excerpts so as to hopefully launch a debate on this report. This started with the premise that :
“The 22 Arab nations spread across two continents, Asia and Africa, have to pull together in a historic movement to declare a shared manifesto that focuses on a unified destiny.
The solution for the region’s problems, as the Arab Youth Survey sees it, must come from within this region, and not from the US, Russia, Europe or even the United Nations.“
Elaborating, ASDA’A BursonMarsteller stated that its 9th Annual Arab Youth Survey 2017 was conducted by international polling firm PSB Research to explore attitudes among Arab youth in 16 countries in the Middle East and North Africa. PSB conducted 3,500 face-to-face interviews from February 7 to March 7, 2017 with Arab men and women aged 18 to 24. The interviews were conducted in Arabic and English.
The aim of this annual survey is to present evidence-based insights into the attitudes of Arab youth, providing public and private sector organisations with data and analysis. It is the largest of its kind of the region’s ‘largest demographic’, and covers the six Gulf Cooperation Council states (Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE), North Africa (Algeria, Egypt, Libya, Morocco, and Tunisia) the Levant (Iraq, Jordan, Lebanon and Palestinian Territories) and Yemen. The survey did not include Syria due to the civil unrest in the country.
The key theme running through this Youth Survey 2017 is a sobering one: we live in a region where young people straddle a fault line between hope and despair. A vast, important demographic that is united by religion, language and culture is increasingly separated by access to opportunity. Even today, given the conflicts, security issues and unemployment which sadly mark much of the region, the overall finding looks surprisingly positive: just over half of young Arabs as a whole still believe their nation is on the right track.
Looking at the Survey on a region-by-region, or country-by-country level, however, we see a stark divide between youth in the Gulf states, who are brimming with optimism, and those in the Levant – Lebanon, Jordan, Palestinian Territories, Iraq – and Yemen, who are anxious and disillusioned about the future. The real tragedy of this year’s key findings is that young Arabs are becoming more pessimistic.
“Our best days are behind us” is not a phrase any government should hear from anyone, least of all the very demographic that will be living with the legacy of their rule.
It would be easy to dismiss this divide as the result of the widening income gap between the ‘haves’ and the ‘have nots’ – those that have oil, and the prosperity that should come with it and those that don’t.
Young Arabs realise that while their elders played the victim game and sought intervention and protection from foreign allies, that strategy no longer cuts ice. The world is becoming increasingly inward-looking and globalisation is being challenged:
According to this year’s Survey, young Arabs do not see the US, Russia or other international powers as their biggest allies, but Saudi Arabia and the UAE. And they increasingly see the UAE as a model country – one that they would not only choose to live in over any other, but also want their own countries to emulate.
This suggests a solution: that good governance could be the UAE’s newest export. The soft power of the UAE is one of the Middle East’s greatest assets – and one that doesn’t just enrich the UAE but the whole region, through the promotion of stability and prosperity.
National and international complexities mean that a one-size-fits-all model would be unrealistic. But some aspects of the UAE model are universal: empowering youth, and focusing on enabling positivity, happiness and tolerance – increasingly in short supply across the region – would be a strong start.
The Arab Spring of 2011 is behind us, and last year’s Survey showed us youth were increasingly disillusioned with its legacy. But revolutions can take a long time for their full effects to become apparent. For better and for worse, the region is very different today than it was six years ago. It’s easy to concentrate on the ‘worse’ – the conflicts in Yemen, Syria and Libya, the refugee crisis and continued instability in Iraq, to name just a few. For better, though, we see that nations are waking up to the new reality and finally preparing their economies for the future. In Saudi Arabia, the UAE and Qatar we see younger generations taking more prominent roles in government; in Egypt we are seeing the return of a measure of economic and political stability; in Iraq and Syria we see Daesh in retreat; in North Africa, outside of Libya, we see relative stability; and across the region we see young people increasingly rejecting the message of extremism.
Twelve years ago, long before the Arab Spring provided a wake-up call to autocratic regimes, His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, sent a clear message to Arab governments: “You must change, or you will be changed.”
So what is the solution?
The 28th Arab League Summit, held in Jordan in March this year, pontificated for the nth time on the same issues, and came out with no solution. While it may sound utopian, the only real solution that has the chance to offer a candle in the sea of darkness is one led by the spirit of youth and the courage to be positive.
We in MENA-Forum accept all the report’s findings as a true picture of the current situation. For a start we would join in applauding such initiative to try and cover such a diversely endowed region by nature and millenary culture. We would nevertheless have to note that misunderstanding is however still prevailing sadly in most of its hot spots where it would certainly be difficult to extricate a happy opening for each and every side to be happy with.