Post on 30-Aug-2018
2
Abstract
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e.huawei.com/ae/edm/global/NationalTransformationInTheMiddleEast
Digital is having a profound impact on Middle Eastern economies, societies and
future sustainability. In light of this, Deloitte has worked with Huawei to develop a
white paper regarding the Digital Transformation initiatives being undertaken by
government entities in the GCC region in the context of global trends and by
analyzing drivers and challenges.
ICT and Digital Transformation technologies have an increasingly significant role in
enabling national transformation plans, especially as they gain maturity and new
applications are developed. It is estimated that every 20 percent increase in ICT
investment results in an over 1 percent growth in a country’s GDP. Middle East
government entities are expected to spend over US$15 billion in 2018 in Digital
Transformation enabling technologies, whilst even the most advanced countries in
the region still lag behind other global economies in terms of Digital Government
according to National ICT indices.
The paper deep dives into six key themes that are considered of high priority to local
policymakers whilst providing global experiences for successfully undertaking Digital
Transformation across these themes. It subsequently, provides a roadmap and
recommendations for regional government agencies to help them overcome
roadblocks in their digital journey and unlock opportunities.
While the study is based on Deloitte and Huawei research, international Digital
Government surveys, interviews with regional governments and subject matter
experts, we do not however presume that ours is the last word on any given topic:
our intent is to catalyze discussions and positive developments in the area in the best
interest of regional governments, businesses and civil society alike.
Saudi Arabia
Oman
KuwaitQatar
Bahrain
UAESwitzerlandFrance
New ZealandAustralia
United States
Brasil
>79%70-79%60-69%50-59%<50%
Source: Deloitte research and analysis, based on various published national indices and indicators from World Economic Forum
Chile
Canada Sweden
Netherlands
Norway
United Kingdom
Algeria
Egypt
Nigeria
South Africa
Finland
GCCSouth KoreaGermany
Estonia
Denmark
Russia
China
India
Japan
SingaporePakistan
01
The impact of digital and ICT in Public
Sector transformation
Demographic changes, new societal
behaviours, and technological
breakthroughs are among the key drivers
transforming the Public Sector today.
While the drivers of Public Sector
disruption are manifold, this paper chose
to place a particular emphasis on the role
of digital in governmental transformation
due to its large potential impact. It is
estimated that Digital Transformation
technologies globally will represent close
to US$ 1.2 trillion in 2017, with half of IT
spending dedicated to new technologies
that enable Digital Transformation1.
ICT and Digital Transformation
technologies have an increasingly
significant impact on the economy, society
and sustainability, especially as they gain
maturity and new applications are
developed. To give a sense of the scale of
Digital Transformation’s potential benefits,
it is estimated that every 20 percent
increase in ICT investment results in
more than 1 percent growth in a
country’s GDP2, 3.
Beyond its direct contribution to economic
impact, digitizing Public Sector entities
and services can bring about major
improvements for governments, citizens,
and businesses; this, in turn, can
contribute to the competitiveness of an
entire nation. According to Deloitte’s
National ICT Index*, the GCC has made
significant progress in recent years, but
on average, lags behind other developed
economies in terms of Digital Government
capablities.
Digital Transformation in the Public Sector
Figure 1: National ICT Index – Scores
*The National ICT Index measures Telecommunications Infrastructure Adoption (e.g. fixed and mobile broadband penetration, smartphone
penetration), Political and Regulatory ICT Environment, Government ICT Adoption4, Social ICT Impact and National ICT Knowledge
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
The convergence of four prominenttechnologies: social applications, mobile technologies, big data analyticsand cloud infrastructure represent a combined global market ofapproximately US$1.2 trillion in 2017.
02
Key themes for Digital Transformation
– from a global to GCC focus
As part of a recent global report “Gov2020:
A Journey into the Future of Government”5,
Deloitte identified 204 public sector
trends which will shape the future of the
Public Sector in the coming years. For the
purpose of this paper, these trends were
grouped into key themes which were in
turn filtered using two dimensions
(relevance to Middle East and impact on
economy, society and sustainability) to
arrive at six key themes:
• Next Generation Care: use of ICT to
provide pervasive, preventative, efficient,
and personalized care
• Classroom of the Future:
transformation of traditional education
systems to digitally-enabled learning
• Smart Government: use of integrated
ICT in government policies, services, and
processes
• Future of Mobility: frictionless,
automated, personalized travel on
demand
• Smart City: cities that use smart
technologies, data analysis, and
innovation to improve quality of life
• Smart Tourism: use of ICT to promote
travel and tourism by enhancing the
visitor experience.
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
Governments around the
world are in the midst of
a historic transformation
as they abandon analog
operating models in favor
of digital systems.
03
New ambitions and the imperative for
change
GCC countries, at various points in time,
have been confronted with a sense of
urgency to diversify their largely
hydrocarbon-dependent economies. This
has prompted a wave of national vision
upgrades, the most recent of which
includes the Saudi Vision 2030 unveiled in
2016, the New Kuwait 2035 vision
launched earlier this year, as well as the
Qatar National Vision 2030 and UAE Vision
2021 established earlier6.
A number of ‘digital-ICT-first’ sub-
strategies and programs have already
been formulated across the GCC. The UAE
ICT 2021 Strategy and UAE National
Innovation Strategy prioritize digital
technology as one of the top seven
national sectors. In KSA, Digital
Transformation is a top-four priority in the
National Transformation Plan (NTP) 2020,
which highlights 29 essential digital
initiatives for key sectors as well as funding
for national digital assets. In Qatar, the
Qatar Digital Government 2020 Strategy
targets efficient and transparent delivery
of government services, while Kuwait has
also revealed an updated e-government
program.
Digital at the heart ofGCC’s transformation
Bahrain National Planning
Development Strategy
Oman National Program for Enhancing
Economic Diversification
GCC national visions and plans
Saudi ArabiaKuwait Qatar UAEBahrain Oman
• e-government program (e.g. national datacenter, government data network, smart card)
• ICT 2020 program (e.Oman)
• e-government program
• Digital Government 2020 strategy• National ICT plan• e-government 2020 strategy (Hukoomi)
• ICT 2021 strategy• Innovation strategy• UAE TRA strategy
• NTP ICT programs (e.g. broadband expansion, ICT human capital, e-commerce)
National visions
National plans
ICT and digitalprograms
Figure 2: ICT and digital programs in GCC national visions and plans
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
A number of 'digital-ICT-
first' sub-strategies and
programs have already
been formulated across
the GCC.
04
Drivers behind Digital Transformation
plans
According to interviews conducted with
1,200 government entities worldwide,
Deloitte identified the following main,
global drivers of Digital Transformation,
which align to the regional findings:
Figure 3: Drivers of Digital Transformation in
Public Sector (based on a Digital Government
survey of 1200 Public Sector respondents
worldwide)
Similar drivers are at play in the Public
Sector in the GCC:
• Cost and budget pressures: declining
revenues, from hydrocarbons are placing
pressure on governments to reduce their
operational costs
• Citizen demands: the emergence and
popularity of social media among GCC
citizens has created a new channel (and
expectations) for dialogue with and
responsiveness from government
entities
• “Federal” government directives: a
top-down approach to decision-making
in GCC governments shortcuts lengthy
consultative processes to launch large
Digital Transformation programs
• Economic diversification: a strategic
focus on the ICT sector and the
modernization of other industries such
as education, healthcare and tourism
has led to greater opportunities for
digitally-enabled change
• Security: over the years, GCC
governments have been experiencing
and combatting increasing levels of
security threats, including national and
cyber security
• Mega events: significant investments in
Digital Transformation are required for
the successful delivery of various “mega-
events” in the region, namely the Dubai
Expo 2020 and Qatar 2022 FIFA World
Cup
Key Digital Transformation initiatives
All of the above drivers have led to a wide
array of Digital Transformation initiatives
to not only modernize governments, but
also entire industries, economies, and
societies. The six themes in focus are at
the core of the GCC Digital Transformation
agenda. Figure 4 below gives an overview
of over 90 key Digital Transformation
initiatives across each theme that have
arisen out of the various GCC country
visions, modernization plans, and ‘digital-
first’ programs.
Question: What is the biggest driver of Digital Transformation?
38%
37%
Cost and budget pressures
Customer/citizen demands
Federal government directives
14%
6%5%
Digital maturity of other agencies
OthersSaudi Arabia
12 0302 0209 01
Kuwait
Qatar
Classroom of the Future
Next GenerationCare
Smart Tourism
Future of Mobility
Smart Government
Smart Cities
UAE
02 0200 0101 01
04 0403 0405 04
08 0904 0404 03
National plans
ICT and Digital Initiatives
Figure 4: Digital initiatives across the six themes (non-exhaustive)
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
05
Assessing the digital state in the GCC
While Middle East Public Sector entities
are likely to spend over US$15 billion7 in
Digital Transformation enabling
technologies in 2018, the GCC overall lags
behind developed countries in Digital
Government. As per the rankings of the
National ICT Index, countries in the region
are not all at a similar stage of
development with regard to government
digitization levels. Keeping this in mind,
Deloitte’s Digital Transformation
Framework8 highlights the digitization
status of selected countries across their
transformation journey. The progress
achieved by selected GCC countries across
the six different themes was measured
according to this framework and
complemented by key learnings from
best practice countries.
The GCC on the DigitalTransformation journey
ExploringLeverage traditional technologies to automate existing capabilities
Transformation Benefits
DoingLeverage digital technologies to extend capabilities, focused on current business, operating and customer models
BecomingLeverage digital technologies - becoming more synchronized and less siloed - with more advanced changes
BeingBusiness, operating and customer models are leveraged for digital, and are profoundly different to prior business, operating or customer models
Exploring Doing Becoming Being
Organizations, ecosystems as well as new engagements, products and business models disrupt the traditional. Re-creating new business models are critical to business success in the digital world.
New digital operating models rattle the legacy environment - creating the need to “rewire” how new digital operating models will interact and infuse with the legacy business and the digital ecosystem.
Businesses must be laser-focused and integrated in how each and every customer interaction occurs. To boost the customer experience and capture real value – customer engagement must be energized.
Digital Business Model
Enhanced economic competitiveness
Greater citizenhappiness
Improved industrysustainability
Digital Operating Model
Digital Customer Model
Figure 5: Digital Transformation journey framework
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
Deloitte's Digital
Transformation
Framework highlights
the digitization status of
selected countries across
their transformation
journey.
06
With more than 60 percent of the Saudi population under the age of 30, the Kingdom is putting great focus on its education sector
The UAE is introducing innovative services and solutions in becoming a smart government
Dubai has launched an ambitious Smart City program with the aim to become the smartest city by 2017
In addition to Dubai’s Smart City plan, the UAE overall is introducing innovative transport solutions
With the recent launch of TASMU, Qatar is going through transformational changes especially in the healthcare sector
With the NTP and an increased focus on religious tourism, multiple digital initiatives are being set up
Classroom ofthe Future
SmartGovernment
SmartCities
Future ofMobility
Next GenerationCare
Smart Tourism
CommentsSelected countries
Exploring Doing Becoming Being
Figure 6: Digital maturity assessment of selected countries across the six themes
While the Middle East Public Sector entities are likely tospend over US$15 billion in Digital Transformation enablingtechnologies in 2018, the GCC overall lags behind manydeveloped countries in Digital Government. Countries in theregion are not all at a similar stage of development withregard to government digitization levels.
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
07
Key challenges in the Digital
Transformation journey
Any long-term transformation program
comes with great risks in running and
managing the Digital Transformation
against expected outcomes. GCC
countries are not immune to these
risks. Through our consultation with
government stakeholders we have
identified common challenges across
the operating model layers, regardless
of the sector.
Overcoming roadblocks in theDigital Transformation journey
11
12
13
DigitalBusiness
DigitalOperation
DigitalCustomer
Time lag in regulation of emerging technologies
Difficulty in launching initiatives based on current funding models
Translating exponential technologies into government use cases
Services are not always built with a customer-centric perspective
Limited insight on and feedback from citizens
Customer data privacy is an increasing concern
Critical skills are not available internally
Entities are not clear regarding the ownership of digital initiatives
Basic infrastructure is not always in place
Cloud security and policies need to be adapted to current and future context
Entities are reluctant to share data
Transition from a “conventional” to an “agile” organization
Lack of integration across systems and infrastructure inhibits agility and efficiency
1
2
3
4 5
6 7
8 9
10
Kuwait
SaudiArabia
Qatar
UAE
“Customer-centric design: agovernment decides on having many smart services in theory, butcustomers are rarely involved in thedesign stage“, UAE government entity.
Figure 7: Digital Transformation challenges faced by Public Sector entities in the GCC
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
08
Implementing Digital Transformation
- a phased approach
Migrating an organization from legacy to
digital operations and systems is a journey
that requires time, patience, and most
importantly a clear vision complemented
by rigorous execution. Based on Deloitte’s
maturity assessment across the six Digital
Transformation themes in the GCC and
the challenges identified, we have
developed a high-level roadmap with
corresponding interventions to help
government towards “being digital”. In
figure 8 below, each intervention is
mapped to a specific challenge.
Play to win - aim for a digital leadership position across private and public sectors
Collaborate with ICT players to define next gen policies for emerging tech
Co-create with digital value chain players on government services
Instill a culture of innovation and start applying agile on pilot new/improved services
Promote digital literacy through tailored trainings. Develop incentive mechanisms to attract digital talent
Create a governance body in charge of the digital agenda and empower to execute
Promote national infrastructure rollouts. Develop national platforms to facilitate integration
Listen to customers in service design to create a bespoke experience and favor adoption
Implement systems to capture real-time data and draw insights to enhance services
Digitalstrategy
DigitalBusiness
Model
DigitalOperation
Model
DigitalCustomer
Model
Regulation
Customerinvolvement
Customerfeedback
Current status of digital maturity in GCC (average based on four focus countries)
Potential digital maturity in GCC (average based on four focus countries) if roadmap adopted
Roadmap steps mapped to challenges addressed
Ecosystem
Digitaloperations
Digitaltalent
Digitalgovernance
Technology
Exploring Doing Becoming Being
1
3
7
4
8
6
9 10
11
11 12
Figure 8: Roadmap to unlock GCC specific challenges in Digital Transformation*
* The interventions have been proposed for a subset of challenges
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
Migrating an organization
from legacy to digital is a
journey that requires
time, patience, and most
importantly a clear vision
complemented by
rigorous execution.
09
The Role of a Digital Value Office in
the Digital Transformation lifecycle
Digital Transformation implementation
programs need to have strong
governance, delivery, and innovation
capabilities in place. A powerful
combination of these attributes can be
found in the concept of a Digital Value
Office (DVO) – a dedicated governing body
for Digital Transformation.
Responsible for the overall
implementation of Digital Transformation
in a Public Sector organization, the DVO
will deliver success across the lifecycle
using two key approaches: firstly, it
governs all stages and enables the
digitalization of functions; secondly, it
applies rapid innovation via the
introduction of minimum viable products
(MVP) to ensure the feasibility, viability, and
desirability of digital outcomes.
The DVO is set up to incubate all the
enablers required for the successful
Digital Transformation of an entity,
addressing the broad categories of key
challenges.
These enablers include: identifying
strategic direction, understanding citizen
needs and trends, instilling innovative
cultures in organizations, regulating
policies, developing agile solutions,
monitoring digital maturity, and securing
suitable technological and ICT
infrastructure and partnerships.
Through these enablers, the DVO acts as
the custodian of entities’ digital maturity
and the prime authority responsible for
delivering the digital outcomes.
Digital factory – OperationsDigitisation – Initiation
Blueprint Sourcing Development Scaling
Value Proposition MinimumViable Product
Strategy articulation
Consult key stakeholders
Determine governancestructure
Secure funding
Prioritize initiatives and develop roadmap
Outside-in
Digital ValueOffice
Ideas in
Initial DigitalSteercom Review
ChangeManagement
DigitalMaturity
PartnerEcosystem
Design &Assurance
Technology & Platforms
BusinessCase
ExecutiveApproval
Funding &Implementation
Track & Measure Benefits
PredefinedAnnual Budget
Concept to MVP MVP to Reality
Figure 9: Overview of the DVO
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
The DVO acts as the
custodian of entities’
digital maturity and
the prime authority
responsible for delivering
the digital outcomes.
10
Public Service in its broaderecosystem
Supp
ort
acti
viti
esCo
re a
ctiv
itie
s
Supp
ort
acti
viti
esCo
re a
ctiv
itie
s
Current Public Sector Value Chain – Technology as support New Public Sector Value Chain – Technology at the core
Human Resources Management
Financial Management
Procurement
Technology
People
Employeeengagement
Service
Client satisfaction
Trust
Citizentrust
People
Employeeengagement
Service
Client satisfaction
Trust
Citizentrust
Infrastructure
Government Service Management with Data visualization
Data Analytics & Information Management
Financial Management
Cyber security
HR and Procurement
Integrated ICT Infrastructure
Dig
ital
tech
nolo
gies
API
… …
Public Sector Applications
Future of Mobility
Classroom of the Future
SmartGovernment
SmartTourism
Smart Cities
Next Generation
Care
Digital Ecosystem Platform
Amazon
HorizontalVertical
Tourism:Airbnb,
Hoojoozat
Mobility:Uber,
Careem
Other Ministries
Hub
MoIHub
MoHHub
MoEHub
Other Platforms
Big DataPlatform
IoTPlatform
AIPlatform Noon
APIAPI
Whole of Government Platform Technology as a Platform
API
CloudPipeDevice
Figure 10: Legacy and future Public Sector value chain
Figure 11: Platform of Platforms
The role of ICT in the Public Sector service
delivery value chain will dramatically
change in the digital age. This role is being
rapidly redefined from that of a passive,
supporting enabler to that of a matrix that
feeds the entire value chain while actively
driving how governments operate and
serve their citizens.
In this new value chain, governments and
regulators face the daunting task of
coping with the fast moving pace of
emerging technologies, especially when it
comes to identifying their relevance in
policy making or service delivery.
How can governments overcome the
complexity of fast evolving technologies as
the digital ecosytem becomes increasingly
complex? How can they best address
stakeholder management challenges
with multiple government agencies and
scattered data? One element of response
is the concept of Platform of Platforms.
By easing the integration between
government stakeholders, digital private
sector providers and technology players,
the Platform of Platforms concept
addresses a number of the key roadblocks
of Digital Transformation.
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
11
The opportunities presented by digital
technologies are substantial and have the
potential to drive significant value in
Middle Eastern economies. The potential
contribution of digital to GDP in these
countries could double in the years to
come if it were to reach the level of other
markets (e.g. the US). For the GCC alone,
this could represent a US$50 billion
increment10, to be compared with the
US$15 billion of investment11 in Digital
Transformation enabling technologies in
these countries.
Going forward, national digital strategies
must be underpinned by four key
principles:
• Riding the disruption wave: Public
Sector entities should adopt disruption
not only as a mode of operation, but as a
way of formulating policies
• Creating new horizons: Making sense
of new technologies is not always easy.
Exponential technologies open up new
avenues and applications that have the
potential to dramatically change the way
services are being delivered
• Delivering an experience: Bringing
customers into the heart of innovation
will change the entire service delivery
concept from that of traditional service
delivery, to that of experience delivery.
• Fail fast, adjust quickly: Incorporating
strategies for agile methods of “concept
to service” development when designing
a new service translates into enhanced
delivery speed, and ultimately greater
satisfaction and adoption.
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
Ecosystem
Technologies
Concept to Service
National government
Stateleadership
Businessand citizens
Telcos & service providers
Professional services
Feasibilityconcept
Buildprototype
Launch minimumviable product
Scale successfully
Concept Reality
Creation lab
Sensors Robotics SDN 3D printing AR/VR Blockchain Machine LearningArtificial Intelligence
Cloud Big Data Analytics Integrated platforms Internet of Things NextGen security 5G Data Dashboard
Figure 13: Delivering Digital Transformation from concept to reality12
In a platform oriented world, supported by
a new digital ecosystem, the flow of value
and relationships between governments,
citizens and private entites will be
redefined around the “government cloud”
as described in the figure on the right:
In a platform orientated
world, supported by a
new digital ecosystem,
the flow of value and
relationships between
governments, citizens
and private entities will
be redefined around the
“government cloud”.
Figure 12: Flow of value in an ecosystem based government services model9
Traditional Government Services Model
Application Platforms Industry Solutions Services Orchestration
Association
Association
Future Government Services Model – Ecosystem Curation
Flow of value
Government Government
Citizen Citizen
Third PartyGovernment
CloudPlatform
Ecos
yste
m 1 Ecosystem
2
Ecos
yste
m 4
Ecosystem 3
Contacts
References
Deloitte | National Transformation in the Middle East – A Digital Journey | Executive Summary
1. “IDC Forecasts $1.2 Trillion in Worldwide
Spending on Digital Transformation
Technologies in 2017”, IDC (23 Feb 2017):
www.idc.com/getdoc.jsp?containerId=prUS4232
7517
2. “Jones Lang LaSalle’s “Connected City” Study
Ties Cities’ Smart Grid Use to Economic Drivers”,
Jones Lang LaSalle (8 Oct 2012): www.us.jll.com
3. “20% increase in ICT investment = 1% growth in
GDP”, TM Forum (23 Jul 2015):
inform.tmforum.org
4. United Nations E-Government Survey,
Department of Economic and Social Affairs
(2016)
5. “Gov2020: A Journey into the Future of
Government” report, “Gov2020: Explore the
Future of Government 2020” website, Deloitte
University Press: government-
2020.dupress.com/
6. Official government websites and press
releases. See: Saudi Arabia Vision 2030 –
www.vision2030.gov.sa/en; UAE Vision 2021 –
www.vision2021.ae/en; Qatar Vision 2030 –
www.mdps.gov.qa/en/qnv1/Pages/default.aspx;
Kuwait vision and plans –
www.newkuwait.gov.kw/en/
7. Monitor Deloitte research and analysis
8. “Being Digital” Framework, Deloitte Digital
9. Monitor Deloitte research and analysis; Huawei
research and analysis; “Huawei’s cloud vison
unfolds as it hosts annual showcase”, ITP (6 Sep
2017): www.itp.net/614562-huaweis-cloud-
vison-unfolds-as-it-hosts-annual-showcase;
“Digital Spillover Measuring the true impact of
the digital economy”, Huawei (5 Sep 2017)
10. Monitor Deloitte research and analysis, based
also on data from multiple sources:
Euromonitor, IDC, UN, World Bank, McKinsey
11. Monitor Deloitte research and analysis, based
also on data from IDC
12. Monitor Deloitte research and analysis; Huawei
concept to service lab: “Building an open and
diverse ecosystem for shared success in the
Middle East”, Huawei (3 Oct 2017):
www.linkedin.com/pulse/building-open-diverse-
ecosystem-shared-success-middle-charles-
yang/?trackingId=csiZysQOGhsmwCMGseJfkQ%
3D%3D; “Digital Spillover Measuring the true
impact of the digital economy”, Huawei (5 Sep
2017)
Authors
Emmanuel Durou
TMT ME Industry Leader and
Partner at Monitor Deloitte
Deloitte & Touche (M.E.)
edurou@deloitte.com
Hasan Iftikhar
Senior Manager, TMT
Deloitte & Touche (M.E.)
hiftikhar@deloitte.com
Adil Parvez
Manager, TMT, Monitor Deloitte
Deloitte & Touche (M.E.)
aparvez@deloitte.com
Guilherme Oliveira
Manager, TMT
Deloitte & Touche (M.E.)
guioliveira@deloitte.com
Researched and written by:
Jean Louis Prevost
Senior Consultant, TMT,
Monitor Deloitte
Deloitte & Touche (M.E.)
jeprevost@deloitte.com
Yasmeen Salah
Senior Consultant, Monitor Deloitte
Deloitte & Touche (M.E.)
ysalah@deloitte.com
Laura Shupp
Consultant, Monitor Deloitte
Deloitte & Touche (M.E.)
lshupp@deloitte.com
Qusay Alonaizan
Business Analyst
Deloitte & Touche (M.E.)
qalonaizan@deloitte.com
Contributors
Aydin Akca
Partner, Monitor Deloitte
Deloitte & Touche (M.E.)
aakca@deloitte.com
Mounir Ariss
Partner, Monitor Deloitte
Deloitte & Touche (M.E.)
mariss@deloitte.com
Muhannad Tayem
Partner
Deloitte & Touche (M.E.)
mtayem@deloitte.com
Jamil Hamati
Senior Manager
Deloitte & Touche (M.E.)
jhamati@deloitte.com
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the last few years which include best Advisory and Consultancy Firm of the Year 2016 in the CFO Middle East
awards, best employer in the Middle East, the Middle East Training & Development Excellence Award by the
Institute of Chartered Accountants in England and Wales (ICAEW), as well as the best CSR integrated
organization.
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