Is it possible that my love for history is built in, as an Egyptian from a country with one of the world’s oldest civilizations? Maybe, but one thing is for sure: my admiration for history is deeply tied to my firm belief in the importance of preserving it respectfully and carefully. History is precious, and each country’s heritage is part of its national wealth. Therefore, preserving cultural heritage and historical sites is not just about protecting the past. When history is neglected, societies risk losing part of their soul and cultural consciousness. History teaches humility, resilience, creativity, and perspective. It helps us appreciate diversity, understand the rise and fall of civilizations, and recognize the enduring values that have connected humanity across centuries. History is not static—it is alive, meaningful, and essential to the future of our world. Therefore, preserving every bit of it is a collective responsibility.

Cities are more than clusters of buildings and networks of roads; they are living organisms shaped by centuries of human experience, stories, developments, triumphs, and failures. Their old quarters — the vintage houses and palaces, facades of old buildings, cobblestone streets, statues, trams, and monuments, to name a few — form the physical memory of civilization, serve as a visual image of the past, and are integral to humanity’s world heritage.

Each city has elements that are more than mere aesthetic relics; they are repositories of identity, wisdom, and continuity. Let us be clear that preserving these elements is not an act of nostalgia but a strategic, cultural, and economic investment. In a world increasingly dominated by uniform skylines and look-alike modern architecture, the historic fabric of cities stands as a powerful testament to their history and a vital anchor for communities seeking to understand their past and define their future.

These elements lend cities a distinctive character and help tell their stories. A centuries-old house, with its weathered wooden beams and hand-carved balconies, tells the story of the families who lived there, the artisans who built it, and the social customs that shaped its design. A monument in a public square is not merely a sculpture; it is a symbol of collective memory, commemorating victories, tragedies, or cultural milestones. Every piece of history is significant and should be carefully preserved–nothing should be taken for granted.

Moreover, tourism is another strong reason to preserve these historic elements. Travelers are increasingly motivated by cultural curiosity. They want to explore places that offer a sense of uniqueness and depth. Modern buildings, no matter how impressive, rarely provide that. But a centuries-old cathedral, mosque, or synagogue, a historic tram line, a city wall, vintage stairs, or a preserved fortress wall is irreplaceable. These elements become the defining images of a city, the postcards, the memories, the stories shared across generations. In other words, for countries that are keenly pushing, rightly so, on all cylinders to transform their tourism industry, such as Egypt, the preservation of its unique and massive historical elements that span more than five millennia, including a wide range from the past five centuries, is far more valuable than simply adding more modern hotel rooms and resorts, restaurants, cafés, and shopping malls. While the former are unique to one of the world’s oldest civilizations, from ancient times to the present, and can never be replicated, the latter are easy to build and simply require investments and modern-day infrastructure that are found in just about every corner of the globe–nothing special about that.

The historical connotations embedded in these elements are invaluable. They offer insights into architectural evolution, political history, economic transformation, societal development, and cultural identity. A Medieval gate, a Renaissance palace, or an Ottoman-era market is a tangible chapter in human history. This is why tourists flock to places like Prague’s Old Town, Cairo’s Fatimid Quarter, Lisbon’s Alfama District, Geneva’s Vieille Ville, Budapest’s Castle District, Tallinn’s Medieval Center, and Stockholm’s Gamla Stan. Not all tourists seek modernity; many are looking for authenticity and the chance to feel history beneath their feet.

Cities that invest in preserving their historic elements reap significant economic benefits. Heritage tourism is among the most profitable sectors of global travel, generating billions of dollars annually. Visitors spend money not only on admission to historic sites but also on vintage hotels, restaurants, local craft shops, and unique cultural and historical experiences. A well‑preserved old town becomes a self‑sustaining economic engine. The charm of its narrow streets and historic façades attracts visitors year‑round, creating jobs and supporting local businesses and artists. In contrast, cities that neglect their heritage often struggle to differentiate themselves in an increasingly competitive global tourism market–the value proposition becomes more common than distinctive.

Preservation, however, is not simply about maintaining old buildings; it is about preserving the integrity of the urban narrative and the ecosystem. When historic houses are replaced with modern structures, when old trams are retired in favor of generic buses or modern trains, or when historic buildings and statues are removed to make way for new developments, such as widening streets or constructing bridges, the city loses fragments of its identity, and the continuity between past and present is broken. This is why cities and municipalities must adopt strong preservation policies. These policies should include strict regulations on demolition, incentives for restoration, and comprehensive, well-thought-out urban planning that integrates cultural heritage into modern life rather than removing it. Once issued and approved, these policies should be respected and honored, with repercussions for noncompliance.

Restoration is often more expensive, but the long-term value and prospects far outweigh the cost. A restored building retains its authenticity, and when repurposed, for example, as a museum, it is often an effective approach and precisely what locals and tourists want to see. Many countries have successfully revived entire districts through similar initiatives, transforming old quarters and historic places into vibrant cultural and economic hubs. These countries, through collaboration among their governments, private sector, and civil society, understand and respect their cultures and histories.

Preservation should not be limited to buildings. The intangible elements–traditional street layouts, historic transportation systems, public squares, and even the atmosphere of old neighborhoods–must also be protected. The charm of a vintage tram, for example, lies not only in the vehicle itself but also in the experience it evokes, including its slow pace, wooden interiors, and old-fashioned design, which modern systems cannot replicate. Similarly, statues and monuments serve as visual anchors in the urban landscape, reminding residents and visitors of the stories that shaped the city.

Preserving vintage elements strengthens community identity. Residents of cities with historic districts often feel a deep sense of pride, belonging, and cultural awareness. Children also develop a natural connection to their past and come to understand that they are part of the city’s long story. This sense of rootedness is essential in a rapidly changing world, where many people feel disconnected from tradition–a way to stay connected to one’s roots.

Moreover, preservation is an ethical responsibility. Future generations deserve the opportunity to experience the beauty and wisdom of the past. Destroying historic structures for short-term convenience is a form of cultural impoverishment, negligence, and utter ignorance of the cultural significance of the relatively few remaining elements of the past. Once a historic building or an element such as a statue, a tram, a garden, or a street dating back hundreds of years is demolished, it is gone forever. No reconstruction, no matter how accurate, can replace the authenticity of the original. Cities must therefore adopt a long-term perspective, recognizing that heritage is not a burden but a gift and a responsibility–one that must be protected with care and foresight.

One of the defining features of old cities is trams rattling through narrow streets, serving as a moving museum that connects present-day residents and visitors with the rhythms of earlier generations. These elements collectively form a city’s soul — vibes that cannot be replicated once lost. Cities fortunate to have trams are like open-air museums and a breath of fresh air in a world increasingly populated by cities that look the same.

History of Trams

The tram is more than a means of transportation. It played a major role in transforming cities by enabling urban expansion, supporting industrialization, and reducing travel time. Before the tram, many people had limited mobility within cities. The tram democratized movement by providing affordable transportation for workers, students, and families, and it created shared public spaces where people from different backgrounds traveled together. These spaces became places of conversation and social exchange. Architecturally and aesthetically, trams added beauty to cities. Their movement through streets, ringing bells, and integration with urban landscapes created a visual and emotional relationship between transportation and city life.

For more than two centuries, trams have carried millions of people through the streets of cities around the world, becoming deeply connected with the rhythm and identity of urban life. From the early horse-drawn tramcars and carriages of the 19^th century, which ran along iron rails set in city streets to reduce friction, trams quickly became more popular because they were more efficient than ordinary carriages on rough roads.

The first known tram system in the world was the Swansea and Mumbles Railway in Wales, which opened in 1807. Later, trams began operating in cities such as New York (1832), Paris (1855), and London (1860). The oldest continuously operating street railway is the St. Charles Streetcar Line in New Orleans, which has operated since 1835. Trams were an affordable and reliable form of public transportation for the growing industrial cities of Europe and North America.

A major transformation occurred in the late 19^th century with the invention of the elegant electric tram systems that glide through cities today. In 1881, German engineer Werner von Siemens introduced one of the world’s first electric tram systems in Berlin. Electricity revolutionized urban transportation, making trams faster, cleaner, more efficient, and more reliable. Cities rapidly adopted electric trams, and by the early 20^th century, they had become the backbone of public transportation. The tram has survived wars, industrial revolutions, technological changes, and the rise of cars. Despite these transformations, people continue to love trams not only for their practicality but also for their charm, nostalgia, and unique relationship with the city. They are a culturally rich form of urban transport—machines that shaped cities’ planning, encouraged linear growth along tram corridors, connected people, and became icons of place and memory.

Europe: Home of Trams

By the late 19^th and early 20^th centuries, Europe was home to the oldest and most extensive tram networks in the world. Cities such as Geneva (1862), The Hague (1864), Vienna and Berlin (1865), Budapest (1866), Brussels (1869), Lisbon (1873), Prague and Amsterdam (1875), Milan (1876), and Stockholm (1877) integrated trams into their urban identity, relying on them as clean, efficient modes of transport. Trams give a city a distinct vibe; they are part of its soul. Trams were more than mere transportation; they shaped city planning and urban growth. Entire neighborhoods developed around tram lines, allowing workers and middle-class families to live farther from crowded city centers while still commuting easily. Trams connected people to schools, factories, ports, parks, and cultural institutions. In Europe, trams blend heritage and modernity—old vehicles running alongside sleek new ones. They are environmentally friendly, central to sustainable mobility, and visually iconic, often featured in art, cinema, and tourism.

European trams became symbols of elegance and urban beauty. Unlike underground metro systems, trams let passengers see the city as they travel along streets, riverbanks, and through public squares. Over the years, many European cities modernized rather than abandoning their tram systems. While some networks declined after World War II due to the rise of cars and buses, several cities preserved their trams for their environmental benefits and efficiency. Today, while Melbourne’s tram system may be the largest, Europe remains a global leader in tram transportation, blending historic heritage with modern technology. Cities such as Vienna and Prague have some of the oldest and most historically significant networks still in operation, and Lisbon’s famous yellow trams remain among the most photographed transportation systems in the world.

The Tram Goes to Egypt

Alexandria and Cairo in the 19^th century reflected Egypt’s strategic importance and cosmopolitan urban culture. Later, several African cities, including Tunis, Casablanca, Algiers, and Johannesburg, introduced tram systems to improve transportation and facilitate trade. More recently, Rabat and Casablanca have revived tram transportation as part of modern, sustainable urban planning, developing tram systems that have become models for environmentally friendly transportation in Africa.

The Alexandria Tram: One of the Oldest in the World

The first tram in Alexandria was introduced during the rule of Said Pasha. Known as the Raml (blue) tram, it was the first in Africa and among the oldest tram systems in the world. Its founding license was issued in 1860, and it was inaugurated on January 8, 1863, with horse-drawn carriages. It later transitioned to electric trams in 1902. The Raml tram became a defining symbol of the city’s enduring urban identity. Over time, the tram became inseparable from Alexandria’s personality. The city, with its Mediterranean atmosphere, European-inspired architecture, sea breeze, and multicultural history, provided the perfect setting for tram transportation. The Raml (blue) tram is famous for its distinctive blue-and-cream cars, its double-decker cars–one of the few in the world, and its routes stretching 22 kilometers across 4 lines east of the city, running from Victoria to Raml station and, in some parts, along the Mediterranean coastline, connecting residential suburbs to the city center.

In 1897, Khedive Abbas Helmi II inaugurated the second Alexandria tram, known as the Medina “City” (Yellow) tram. It was known for its yellow and red cars. Its routes spanned 15 kilometers across 16 lines, connecting the city’s western and central districts to the historic quarters, linking to the Raml tram, and serving schools, universities, and markets.

For generations of Alexandrians, the tram became associated with childhood memories, university years, family outings, and romantic stories. Writers, filmmakers, and artists often portrayed Alexandria’s tram as a symbol of beauty.

The tram contributed to Alexandria’s urban development by linking districts across the city and enabling social and economic mobility. It helped shape Alexandria into one of Africa’s most connected and modern cities in the early 20^th century. Riding the tram in Alexandria is not simply a commute; it is a cultural experience in which passengers observe the sea, historic buildings, cafés, markets, and the city’s daily life. In its early days, the tram was a witness to Egypt’s belle époque.

Until recently, despite modernization challenges, years of unprecedentedly poor, ad hoc urban planning, and a lack of proper maintenance and renovations due to insufficient funding, among other reasons, the Alexandria tram remained one of the city’s most beloved landmarks.

Unfortunately, a few months ago, after 163 years of service, Alexandria’s tram was discontinued as part of a major renovation project and will be replaced by a modern light-rail system to improve speed and capacity. Many Alexandrians feel this is the loss of an integral part of the city’s heritage. In my view, the modernization efforts are important and should be appreciated, but they should never come at the expense of surrendering an integral part of the city’s identity. There are different ways to meet the city’s growing transportation needs, including modernizing the tram while preserving its look and feel, including the architecture of the stations–a path that many cities have pursued by updating and revitalizing many of their vintage elements without affecting their historical significance. These efforts require proper planning, detailed studies, and a thorough design and implementation plan, with the utmost respect for the historical significance of each element, since it does not belong to a specific city or a certain generation but is rather an integral part of the world’s historical heritage.

The Cairo Tram: Once A Giant, Now Mostly Gone

The Cairo tram began operating in 1896 and quickly became one of the primary means of transportation in the capital. Tram lines spread through neighborhoods, connecting downtown Cairo with districts such as Heliopolis, Shobra, Helwan, and Giza. It was known for its elegant green-and-yellow cars and distinctive Art Nouveau stations. At the time, Cairo had one of the largest tram networks in Africa. The tram became deeply woven into the daily lives of Egyptians for generations and was admired for its affordability and efficiency. It connected different social classes and gave ordinary citizens access to education, work, and recreation. For decades, the sound of tram bells and the sight of tramcars moving through Cairo’s streets represented the heartbeat of the city. However, over time, Cairo’s tram network gradually declined due to urban congestion, population growth, city expansion, shifting transportation policies toward buses, and a car-centric planning approach. Many of the tram lines were discontinued in the late 20^th century, and by the early 21^st century, all the Cairo tram lines had stopped. Today, the tram is remembered by older generations as another lost symbol of Cairo’s early elegance.

Conclusion

The tram is one of humanity’s most remarkable urban inventions. From the horse-drawn tramcars of 19^th century Europe to the electric networks of modern cities, trams have shaped the growth and identity of urban life. In Europe, they became symbols of elegance and modernity. In Egypt, they reflected ambition, connectivity, and cosmopolitan development.

The Alexandria tram was a living memory of a city renowned for its history, beauty, and diversity, a city that became the very definition of cosmopolitanism. For generations, the tram has connected not only streets and neighborhoods but also memories and stories. Even in the 21^st century, as cities search for sustainable transportation systems, the tram remains a timeless reminder that transportation can be practical while carrying history and culture through the heart of the city.

It is a true shame that both the Alexandria and Cairo trams no longer exist. Preserving vintage elements is essential to cultural identity, historical continuity, and economic vitality. Old houses, buildings, palaces, monuments, trams, statues, and streets–along with other elements–are the physical embodiment of human history. They attract tourists, enrich communities, and create an environment that modern architecture cannot replicate. Cities must therefore do whatever it takes to safeguard their heritage. By doing so, they not only honor their past but also invest in a future in which history remains alive, accessible, and deeply meaningful.

About the author: Sherif Kamel, Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

9 June 2026
Issue #66

The theme addressed an issue that has never been more timely, urgent, or relevant. It requires ongoing dialogue among stakeholders to align efforts toward a common purpose and set of objectives. The conference was not merely an academic discussion; it was a platform for exchanging ideas and deepening understanding of both academic and business needs, enabling well-thought-out, coordinated expectations and a call to action that can help better define the preparedness of the next generation of business leaders, as well as what is needed to ensure the competitiveness of our economies and the resilience of our societies. It goes without saying that artificial intelligence and its responsible and ethical use were integral to the conversation.

This conversation, like many others around the world, will help define what business education will look like in the years to come–a question that businesses and business schools continue to examine as they navigate today’s complexities. It will also explore and clarify how the NextGen Business Schools should navigate global uncertainties and complexities, and how they envision their path to preparing future leaders, entrepreneurs, and change agents who can make a difference in society. On this note, business schools have no choice but to cultivate a mindset of lifelong learning, equipping graduates with the skills to adapt to evolving societal needs. They must embed science and technology at the core of their curricula, ensuring that future leaders are fluent not only in management but also in data science, social sciences, innovation, and ethics.

A Convergence of Opportunity and Necessity

The business-science partnership has evolved rapidly over the past few decades. What once existed as occasional, transactional relationships has matured into more strategic ecosystems where knowledge creation, innovation, and practical application form an interconnected continuum. Universities and business schools, in particular, have emerged as laboratories for such collaboration, where agile startups, established enterprises, and research institutions are helping break down traditional silos to address complex challenges and offer innovative solutions to society’s problems. For example, in many places, including Vilnius, which is known for its rich multicultural history, there is growing recognition of its vibrant tech and innovation ecosystem, particularly in digitalization, cybersecurity, logistics, fintech, the Internet of Things, biotechnology, and more.

For the past few decades, we have witnessed unprecedented convergence. Digital transformation—accelerated exponentially, beginning in the early 1980s with the advent of personal computers—has fundamentally altered the relationship between business and science. We should see more of that in the future, all contributing to the value proposition for students and learners while offering alternative solutions for business and industry as societies explore opportunities to develop, grow, and excel.

Artificial intelligence, quantum computing, biotechnology, and sustainable technologies are no longer emerging fields; they are the infrastructure upon which tomorrow’s economy is being built–some would argue it is even today’s game changer, where a race for talent and knowledge will be essential. From biotechnology to artificial intelligence, from sustainable energy to digital finance, the fusion of scientific discovery and business acumen is driving breakthroughs that shape industries, societies, and the very fabric of our daily lives. The question is: How is this reflected in the curriculum? In research? In the experiential learning journey of today’s students and tomorrow’s leaders?

These emerging trends and accelerating advances demand a new paradigm of collaboration, one in which the boundaries between theoretical research and market application blur and scientists understand business imperatives while business leaders embrace scientific rigor. More importantly, it is worth emphasizing that a truly seamless, integrated, interdisciplinary approach to education and lifelong learning is no longer optional, particularly in business education.

Partnership as Social Imperative

The importance of the business-science partnership extends far beyond economic metrics. Our societies face existential challenges: geopolitical shifts, climate change, healthcare access, digital inequality, and the need for sustainable economic growth–all requiring adaptive strategies. These challenges are too complex for any single sector to address alone. Building a responsible ecosystem grounded in strong partnerships is essential, and collaborative approaches are critical to serving and elevating the prospects of our respective societies. They should adopt an inclusive approach that leaves no one behind and drive collaboration between business and science, as well as between business and industry. When businesses harness scientific innovation responsibly, they create solutions that extend beyond profit margins—solutions that empower communities, protect ecosystems, and expand opportunities. These partnerships, alliances, and collaborations will define our future. In this sense, collective, impactful collaborations and partnerships are not just about advancing markets; they are about advancing humanity.

There are many ways in which partnerships between business and science can serve society, including but not limited to:

Accelerating Innovation: Moving breakthrough discoveries from the laboratory to the market, ensuring that research investments deliver tangible societal benefits by integrating technology, research, and innovation, and bridging the divide between academia and business.

Building Inclusive Prosperity: Creating high-value employment, fostering entrepreneurship, and developing future-proof skills that keep our workforce competitive in a global economy. It is all about talent and human capital–people, the most important asset in society.

Addressing Grand Challenges: Mobilizing the complementary strengths of rigorous research and practical implementation to tackle climate, health, and social issues. A call for more experiential learning, community engagement, and out-of-class and off-campus activities and projects that are well integrated into our students’ and learners’ learning journeys.

Strengthening Competitiveness: Focusing on preparing innovation leaders, attracting talent and investment, and retaining our best minds.

When business and science partner effectively, they create a virtuous cycle: research becomes more relevant, business becomes more innovative, and society hopefully gains solutions to its most pressing problems. This is a testament to the fact that silos within business and science, and between them, can no longer deliver the value proposition that markets want.

Transforming Business Education: What’s Next?

This brings us to a series of critical questions that must be thoroughly addressed: What does all this mean for the future of business education? What can we do as educators, business school leaders, and administrators? What can we do together? What do we need to change? Are we ready to take transformative actions to address evolving market dynamics? Where should we start? One thing is for sure: we need to think differently, not just cosmetically but really differently, and be open to revisiting how we think and what we believe in–an opportunity to revisit the value proposition of business education–together as a community of engaged stakeholders.

On this note, business schools stand at an inflection point. The traditional models—built largely around case studies of past business successes, functional silos, and established management frameworks—are insufficient for a world marked by radical uncertainty, technological disruption, and the need for systemic and critical thinking. The model of lecturing for hours will need to be reconfigured. Integrated experiential learning will dominate in many different forms. Teaching will be different, more of a conversation, a debate about real-world issues and societal problems.

The Digital Transformation of Learning

The acceleration of digital transformation is fundamentally reshaping how business schools educate the next generation of leaders. It has democratized access to information, enabled global collaboration, and created new pedagogical possibilities through AI-driven personalized learning, immersive simulations, and real-time industry engagement. However, technology is a tool, not a solution. We should remember that it is merely a means to an end. Other questions we need to address include: How do we harness these capabilities to develop leaders who can navigate complexity? How do we align technological, human, and institutional capabilities to sustain leadership resilience? What ethical frameworks must leaders adopt to balance innovation with responsibility? How can leaders build adaptive structures that thrive amid uncertainty and disruption? What forms of experiential learning best prepare leaders for ambiguity and rapid change? These and other issues need to be continually addressed by business schools in coordination with other stakeholders in society.

NextGen Business Education: A Partnership-Driven Model

The future of business education must be built on business-science partnerships that drive the co-creation of what students are taught and the pedagogical approaches through which they learn. I envision several transformative shifts, including:

Interdisciplinary Integration

NextGen business education must break down disciplinary boundaries. Tomorrow’s leaders need to be conversant in data science, understand the fundamentals of emerging technologies, and grasp the scientific method. At the same time, they must master strategy, organizational behavior, and ethical leadership. This requires deep collaboration and partnerships among business schools, engineering and social science schools, and scientific research centers, as well as working side by side with business and industry.

Living Laboratories

Business schools must become living laboratories where students engage directly in real-world scientific research and business challenges. Imagine undergraduate or graduate business students working alongside molecular biologists to commercialize breakthrough therapies, or doctoral candidates collaborating with manufacturers to implement AI-driven supply-chain innovations. This is not an internship; it is an integrated, multidisciplinary approach to learning that cultivates an innovative, entrepreneurial mindset.

Research-Practice Integration

The artificial divide between rigorous academic research and practical business application must dissolve. Faculty should be rewarded for partnerships that yield both scholarly contributions and practical solutions that transform teaching, improve decision-making, influence policy, and adapt to the future of work. Business schools are becoming, and should be managed as, intellectual corporations whose ultimate objective is to create, disseminate, and certify knowledge that sustains and impacts society.

The challenges ahead, including talent shortages, regulatory hurdles, and funding gaps, demand that we commit to deeper collaboration and act as catalysts for change. I have said repeatedly: People talk about change, promote change, and push for change, but deep down, they do not want to change. I reiterate that it is time to change that. There should be more effective, practical coordination among academia, represented by universities and other higher education institutions, including business schools, and among other stakeholders, represented by business enterprises, innovation hubs, government organizations, and civil society. Business schools should be among the primary conveners of these invaluable conversations and the architects of these collaborations.

The conversations emphasized the importance of being driven by interdependence rather than basic coordination, focusing on impact rather than activity, and keeping a transformation journey in mind rather than just participating in a process. For that to happen, business needs to know what it needs from academia, and academia needs to know what it needs from business. To that end, the readiness to listen to each other more effectively on an ongoing basis needs to be enhanced. It has to be based on respect for each other’s differences in how they express their needs, in their wording, in their urgency, and more. In addition, it must be a win-win value proposition built on trust and a shared purpose.

To sum up, the foundation of a successful, rewarding, and impactful tomorrow is not just innovation and digital transformation—it is human capital, with its energy, momentum, passion, and determination. The future of talent should be co-prepared by business and science, a process that requires better communication, collaboration, consistency, continuity, and collegiality. By investing in partnerships that unite business insight with scientific discovery, we invest in people, progress, and a future where education, lifelong learning, innovation, creativity, and research walk hand in hand, all for the betterment of society. The meeting in Lithuania sought to inspire participants from different countries and walks of life to become catalysts for new collaborations, rewarding partnerships, bold ideas, and a shared vision of a future where business and science together drive sustainable prosperity.

About the authors: Virginijus Kundrotas, Founder and Honorary President of the Baltic Management Development Association, and Sherif Kamel, Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

30 May 2026
Issue #65

Digital transformation is defined by the effective integration of artificial intelligence, cloud platforms, data analytics, and blockchain into core business processes. Enterprises worldwide are projected to spend nearly $4 trillion on digital initiatives through 2028, signaling that digital–first strategies are essential for growth, resilience, market relevance, and positioning. In addition, about 22% of jobs worldwide are expected to change or be transformed in the next five years, with the creation of about 170 million new jobs and the displacement of 92 million existing jobs.

Emerging forms of digital transformation, including but not limited to artificial intelligence, are here to stay. They can and will enhance human capacities rather than replace them, thereby augmenting what human capital can do for organizations and society. The key deciding factor will be capacity building and lifelong learning. As we look to the future, digital transformation will continue to redefine how people learn, work, communicate, and, in many ways, go about their daily routines.

Some of the projected implications of accelerated digital transformation for markets and business models include: (a) faster, more personalized customer experiences, such as AI-driven recommendations, chat support, and omnichannel engagement; (b) more efficient, transparent operations, such as cloud-based enterprise resource planning, automated back-office workflows, and blockchain-enabled supply chains; and (c) new sources of value, such as digital assets and data-as-a-service business models.

Digital transformation is both fragmenting and reconfiguring industries. Accordingly, traditional incumbents must compete with nimbler digital-native platforms, while fintech, edtech, healthtech, insurtech, and other emerging data-first enterprises must increasingly define how they perceive value and how it is created and distributed. For example, in finance, tokenized funds and bonds are moving on-chain, improving liquidity, transparency, and access to global investors. In retail and logistics, AI-driven forecasting and blockchain-based traceability reduce waste, improve sustainability, and support circular economy models. These emerging trends, accelerated by the power, speed, and reach of digital transformation, increase pressure on enterprises to pivot away from a sole focus on profits and become more agile, scalable, and sustainable. It is about augmenting value, not about systematic automation, in a digitally driven environment that is constantly evolving and creating opportunities. Furthermore, it is not just about adopting cutting-edge technology; it is an inflection point that requires constant attention to issues such as talent, strategy, differentiation, and governance.

For business schools, the following questions should be addressed: What should they do to prepare for digital transformation? What needs to change? How should teaching and research be approached? Is the curriculum integrating AI, data analytics, and digital ethics in meaningful ways? If not, should it be redesigned? What should the pedagogical approach be? Should schools introduce additional forms of experiential learning beyond virtual internships, simulations, and hackathons? If so, which? Are we preparing graduates for the realities of a digitally driven society? How can we balance traditional disciplines with emerging digital competencies? How can we personalize learning journeys with digital tools without losing the human touch? Are we equipping students with digital fluency and adaptability as core competencies?

Business schools must address digital transformation holistically as an institutional strategy. It should be seamlessly integrated and not treated merely as an information technology infrastructure upgrade, with its classical triangle of hardware, software, and communication. In the artificial intelligence era, students will acquire the much-needed market skills through new, creative teaching and pedagogical models that enable them to use artificial intelligence effectively, while emphasizing and scaling non-cognitive, human-centric skills, including analytical thinking, communication, collaboration, complex problem solving, cultivating curiosity, sociability, and more—the very same human capacities that liberal arts education has always aimed to cultivate and instill in students and learners. Today, the terminology is very different, but the purpose remains the same.

Business schools must lead the charge in digital transformation not by chasing the latest technologies but by cultivating the human ingenuity, adaptability, and ethical judgment that form its true bedrock—no algorithm can replace the creativity and empathy that drive meaningful change.

As business schools adapt to local contexts and align with their missions and strategic objectives, they need to rethink several aspects of their business models in light of accelerating digital transformation. These include the following:

Curriculum redesign: Rethink and reconfigure the curriculum to embed data literacy, artificial intelligence, and digital ethics across core business courses, including strategy, marketing, finance, and operations, rather than confining them to information systems and information technology electives.

Pedagogical approaches: Use AI-enhanced platforms to personalize learning paths, simulate digital-first markets, enhance experiential learning, including internships and co-ops, and offer hybrid and micro-credential formats that meet the demands of digital natives.

Faculty development and continuous support: Provide structured capacity-building and professional development, along with time and incentives, to enable faculty to experiment with digital tools, blended learning, and data-driven teaching methods.

Infrastructure and governance: Modernize backend systems (admissions, talent management, finance, operations, and research administration) and adopt interoperable data platforms to ensure digital tools support both educational and institutional strategic objectives.

While digital transformation offers opportunities for business schools to deliver a new value proposition to their students and to be better positioned to prepare the leaders of tomorrow, they face recurring challenges in becoming digitally driven educational institutions. These challenges include the following:

Cost and resource imbalance: Digital transformation–and its much-needed ongoing upgrades–demands recurring investments that do not always deliver immediate, short-term results, leading to visible return-on-investment issues, straining budgets, and exposing gaps in digital expertise.

Competition and relevance: Emerging online providers, corporate-run bootcamps, and open-access platforms compete directly with traditional academic programs, specialized master’s degrees, and executive education programs, forcing business schools to differentiate beyond branding by refining their offerings and expanding their geographic reach.

Culture and resistance to change: Faculty and staff often resist change because of workload concerns, uncertainty about quality, unfamiliarity with advanced technologies, fear of failure, or attachment to legacy teaching methods, which provide a comfort zone.

Ethics, privacy, and bias: Deploying AI-driven admissions, grading, or recommendation systems raises questions about fairness, transparency, and data privacy and protection.

Digital transformation, regardless of its level or intensity, is disrupting society at large and the world of business education, and, hence, business schools in particular. However, when approached strategically, digital transformation offers powerful opportunities for business schools to reshape their value proposition and amplify their impact. These opportunities include:

Societal impact: Schools can use data dashboards and artificial intelligence tools to track contributions to societal impact and sustainability goals and to measure community engagement projects and outcomes, not just activity. For example, digital analytics can help students design and evaluate sustainable supply-chain interventions or inclusive financial models.

Access, adaptability, and scalability: Digital platforms make business education more accessible across regions and income levels, enabling hybrid and fully online offerings that accommodate working executives and underserved communities. However, adaptability remains key to achieving impact.

Research and innovation: AI-enhanced research tools help faculty analyze large-scale datasets, test digital business models, and collaborate globally, feeding insights back into teaching across academic offerings and executive education programs, as well as into policy debates.

To make a measurable difference in society, business schools must move beyond adopting technology for its own sake and align digital tools and platforms with their vision, mission, and objectives. Moreover, it is vital to recognize that the readiness of the human element, including faculty, staff, and students; the knowledge available and created, represented in content, curriculum, cases, and research findings; and the governance structure, including the business model, the framework of operation, the processes, and the checks and balances across the organization, are all important components and building blocks in the digital transformation journey that precede the technological infrastructure represented by hardware, software, and interconnectivity. In short, technology alone does not create advantage; augmented human capacities do. Every digital transformation is a people transformation. Therefore, building students’ and learners’ digital muscle is essential for their future success. It is human intelligence that counts.

In the context of business schools, emerging opportunities to leverage innovative technologies include:

Teaching and impact assessment: Use artificial intelligence to personalize learning, automate grading of routine assignments, and generate simulations and cases of real-world markets for students to assess evidence of learning and address issues such as integrity and authorship, while using analytics to track how graduates’ ventures affect employment, inclusion, or environmental metrics.

Blockchain and data transparency: Experiment with blockchain-based credentialing and impact tracking to verify and scale students’ projects and partnerships.

Digital exposure: Partner with organizations from the private sector, government, and civil society to create project-based courses in which students design and test digital solutions for service delivery or energy-efficiency programs, then measure scalability using pilot-to-scale frameworks.

In short, in today’s era of digital transformation, business schools are compelled to be both agile learners and change agents: equipping students and practitioners with digital fluency, embedding sustainability and ethics into curricula, and using technology deliberately to achieve scalable, measurable impact on enterprises and society. It is important to remember that innovative technologies alone cannot achieve much; they need to be complemented by leadership readiness, an appropriate institutional setting, a skilled workforce with the right capacities, and a culture of impact embedded within the organizational ecosystem.

In the age of artificial intelligence, every assumption since the industrial era will be tested. It is essential to understand that in the journey of technological evolution, artificial intelligence is the focus today, and tomorrow it will be something else–a fact we have known and adapted to for nearly five decades, and we need to be ready for what comes next.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

29 April 2026
Issue #64

Over the years, whether for work or personal reasons, I have had the chance to spend all or part of Ramadan outside Egypt in countries like Canada, the United States, Turkey, Lebanon, the UK, France, and the United Arab Emirates. In each of these places, there are always celebrations for the holy month, with each community showcasing its unique traditions; in many ways, they are all special, making Ramadan truly meaningful wherever it is observed. However, for me, nothing beats Ramadan in Cairo.

We always see Cairo as a city that never sleeps, but during Ramadan, that idea reaches a new level. The city is lively almost around the clock. Not just for those fasting, the entire community waits from morning until sunset to meet with family, friends, and colleagues at their places or gather in late-night hangouts at social clubs, coffee shops, and restaurants. Ramadan is all about family, friends, and community.

In the 10^th century, the Fatimids conquered Egypt, founded Cairo, and made it the center of the Fatimid Caliphate. During their rule (969-1171 AD), a tradition developed in Cairo called Dar Al-Fitra (The House of Iftar)–an official institution created by the caliph to prepare food and organize public meals to feed his entourage and the general population during Ramadan. It resembled the state’s kitchen, where cooks and bakers prepared food overnight for distribution at sunset, when people broke their fast. The idea is simple yet powerful: free Iftars are prepared and served in streets or squares so that those in need, travelers, workers far from home, and anyone passing by can break their fast at sunset. At the time, the tradition was about demonstrating prosperity and showing the caliph’s commitment to observing Ramadan.

The origins of Mawa’ed Al-Rahman date back to the Islamic tradition of charity and feeding others, core values at the heart of Ramadan’s spirit—a month marked by fasting, reflection, compassion, and spiritual and social significance, during which acts of generosity are highly encouraged. Over the centuries, Egypt has been ruled by various dynasties, but the tradition of Mawa’ed Al-Rahman, in various forms, has persisted, except for some periods of suspension for different reasons. During the Tulunid Dynasty (868-905 AD), Iftars were prepared for segments of the population, which predates the Fatimids. During the Abbasid Dynasty (750-868 AD) and the Ayyubid Dynasty (1171-1260 AD), Iftar gatherings were organized, with food and politics often intertwined.

During the Mamluk period, wealthier community members hosted Iftars as a display of socioeconomic status rather than solely out of responsibility or charity. In the 19^th century, during the rule of the Muhammad Ali Pasha Dynasty, Ramadan Iftars were organized as acts of generosity toward the community. After the establishment of the republic in 1953, this tradition was discontinued and not resumed until near the turn of the 21^st century.

In its latest form, the concept has evolved, with individuals and charities setting up pavilions to serve Iftars, feed the needy and others, promote compassion while strengthening social bonds. Over more than 1158 years and through various ruling styles across different dynasties, one thing stayed the same: the spirit and traditions of Ramadan and what it brings to the community— transforming the simple act of breaking the fast into powerful moments of shared humanity and collective kindness. Today, these gatherings are known as Mawa’ed Al-Rahman (موائد الرحمن), which means Tables of Mercy. It is one of the most beautiful social traditions linked to Ramadan.

Cairo remains the heart of this generous tradition, but the practice has expanded across Egypt and into other countries. The main goal remains the same: feeding those in need during the holy month by providing Iftar prepared and served on the streets and in squares, ensuring that anyone fasting can still break their fast at sunset. Mawa’ed Al-Rahman is a living expression of mercy, hospitality, generosity, and social solidarity–values that are deeply woven into the Egyptian culture.

Recently, in Cairo’s eastern district of El-Matareya, an extraordinary scene takes place each year on the 15^th of Ramadan. What began as a small neighborhood gathering in 2013 has expanded into one of the largest and most remarkable communal Iftars in the world: Iftar El-Matareya. The event has become a proud symbol of local initiative and civic engagement, inspiring similar efforts in other neighborhoods and cities, and serving as a shared experience that unites people, strengthening the sense of community and compassion that Ramadan fosters.

Iftar El-Matareya began when members from local families in Ezbet Hamada decided to organize an Iftar for some of their friends. When neighbors saw them, more people joined spontaneously. The following year, the organizers decided to invite the whole neighborhood, placing several tables along the street.

In just over a decade, what began as a small neighborhood gathering with a few tables and a handful of volunteers has grown rapidly each year, transforming into what is often called the world’s longest and most vibrant open-air Iftar table. It brings thousands of people together as if they are one big family, and at sunset, they break their fast together—first with dates and water, following a tradition practiced for centuries, then with meals that often include traditional Egyptian dishes such as rice, vegetables, meat or chicken, along with high-calorie sweets and desserts. Moments later, the streets come alive with conversations, music, laughter, and gratitude as children run holding lanterns.

According to different media reports and organizers, in recent years, Iftar El-Matareya features over 1,000 interconnected tables that extend along several narrow, decorated alleys and up to 15 lantern-lit, closed-off streets in the district—often stretching more than 1.5 kilometers. The number of attendees has increased over the past few years, from 10,000 to 25,000. In 2026, the 15^th of Ramadan fell on March 5, and attendance approached 100,000, including neighborhood residents, volunteers, donors, and visitors from all over Egypt.

The scale of Iftar El-Matareya requires the entire neighborhood’s involvement. It is a classic example of a large-scale, coordinated community effort. Residents begin preparing weeks in advance. Volunteers organize logistics, coordinate food preparation, and arrange seating. Local businesses, philanthropists, and charities contribute ingredients, families cook large quantities of traditional dishes, and young volunteers decorate the streets with colorful banners and Ramadan lanterns known as fanous. Families arrive carrying dishes prepared at home, volunteers place dates and water at each seat, and the aroma of traditional Egyptian dishes fills the air. The streets, usually busy with the rhythm of everyday life, transform into a festive communal dining area.

Despite its growing fame, the heart of the gathering remains unchanged: it is not just a meal to break the fast; it is a powerful symbol of solidarity, generosity, and the enduring social spirit that defines the community in Egypt. It embodies the deepest values of the month, including hospitality and the idea that everyone should have food on the table, let alone that no one should eat alone, especially during Ramadan. Today, we talk about a world that should be more inclusive, where no one is left behind. The whole idea of Iftar El-Matareya and what makes the gathering extra special is its inclusiveness: people from different walks of life, rich and poor, young and old, locals and visitors—all sit side by side. Socioeconomic distinctions fade as people share the same table, the same meal, the same drink, and the same experience. It is a reminder that the heart of Ramadan lies in a timeless humanistic message: sharing, compassion, and the joy of community.

Iftar El-Matareya carries deeper symbolism and meaning. In a world often marked by social divisions and economic challenges, the gathering represents the power of collective generosity. It shows how communities can come together to create moments of unity and joy. The event reflects the enduring strength of neighborhood culture in Cairo. Despite the rapid pace of urban life in a city of more than twenty million people, local communities remain deeply connected.

In a city known for its rich history, cultural heritage, and vibrant traditions, Iftar El-Matareya stands out as a powerful model of grassroots hospitality that is embedded in Egyptian culture. One of the most remarkable aspects is that from the outset, it was never designed to be a large public spectacle. It demonstrates that traditions do not need grand institutions to flourish and serves as a reminder that the most meaningful traditions often arise from ordinary acts of kindness and require only people willing to contribute their time, energy, and goodwill.

In today’s challenging global landscape, hope, optimism, inclusion, and compassion are more than just comforting words. They are active forces that help communities face various crises—such as climate change, geopolitics, and increasing inequality. They are essential in keeping communities resilient during modern challenges. Community engagement and mutual support highlight how the world should function, where collaboration can create greater impact. They turn moments of difficulty into opportunities to rebuild societies that are more resilient, equitable, compassionate, and humane.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

19 March 2026
Issue #63

My father’s family originally came from Trabzon on the Black Sea, a family of diplomats, lawyers, and civil servants. My grandfather, Mohamed Ali Kamel Bey (1870-1955), was a lawyer, educator, entrepreneur, publisher, and poet. Together with my grandmother, he had six children; my father was the second youngest. My father’s grandfather, Hassan Abdel Karim, served as chief engineer in the Royal Court of Khedive Ismail Pasha (1830–1895), one of Egypt’s most transformative rulers and the architect of Egypt’s Belle Époque.

Born in the early 20^th century, my father stood at the crossroads of two distinct eras in Egypt and the world. He adapted to changes in society and in his life with calmness and contentment, always pragmatic and often nostalgic. A product of a bygone generation, he embodied its finest qualities—an enduring example of the best of his time.

My father attended El-Ibrahimeya School (named after Ibrahim Pasha, who briefly ruled Egypt in 1848). He then joined the Egyptian University (now Cairo University) and graduated in 1938 with a Bachelor of Science in Agriculture. Early in his career, he worked in various roles, including as an agricultural engineer at the Ministry of Public Works, but he was never satisfied. Ten years later, he made the bold decision to shift careers and study sociology, graduating in 1948 with a Bachelor of Science in Social Work from the Higher Institute of Social Work. He traveled to the United States to pursue his master’s degree, graduating in 1952 with a Master of Science in Social Work from Columbia University. The university president, Dwight D. Eisenhower, delivered the commencement address and formally conferred degrees. My father was nearly finished with his doctoral work and about to begin his dissertation when he received a letter from my uncle saying that my grandfather was not well. Soon after, he took a 17-day boat journey from New York to Alexandria to be with his father and never returned to complete his doctoral degree. There were no regrets–for him, family was always first.

My father and I have birthdays exactly one week apart with a 52-year gap. With such an age difference–a span that might have been expected to create distance, setting us on disjointed trajectories defined by different generations, vocabularies, fashions, and assumptions– that gap became the foundation of a unique father-son relationship; it was the axis around which our relationship rotated. The age difference was never an obstacle to closeness. His maturity offered me a vantage point. We were close, not despite that gap but because of the qualities he brought to it: a cultivated intellectual, a refined thought leader, culturally astute, athletically spirited, and unwaveringly devoted to his family.

I have always sought more connections with my father. Growing up, I wanted to be a diplomat like him. In fact, I joined the Faculty of Economics and Political Science at Cairo University to study political science, seeing it as a gateway to the foreign service. However, as often happens in life, one plans one thing, and life takes you in a different direction.

My father was a diplomat and civil servant, known for his commitment to international cooperation, labor issues, and development policy to improve lives and livelihoods in developing nations, particularly in Africa and the Arab world. He began his career with the Government of Egypt (1939-1966), serving in various roles across organizations and at international posts in public works, labor, and social affairs. He represented Egypt at conferences and forums and helped shape global social, development, and economic policies. He served as Director of the International Labor Office (ILO) in Cairo (1966-1971), focusing on labor rights and standards, social justice and protection, employment policies, and capacity building. He then moved to the United Nations Development Programme (UNDP) as Resident Representative to the People’s Democratic Republic of Yemen in Aden (1971-1973), focusing on technical cooperation and development strategy initiatives to alleviate poverty, enhance human development, strengthen governance, and support economic planning.

My father lived an accomplished life shaped by diplomacy, responsibility, and service. His mindset was cosmopolitan and expansively inclusive. His career took him across borders, languages, and cultures. He traveled the world and held long, multiple assignments for the Government of Egypt and the United Nations in the United States, Switzerland, and South Yemen. He spoke English, French, and classical Arabic with the nonchalant fluency of someone who had learned to move fluidly across cultures.

Throughout his career, my father focused on human capital, social development, international cooperation, and policy advocacy to improve society. Ironically, my entire career, one way or another, has focused on human capital as the most important asset and the key building block of any nation’s development journey, helping transform lives and livelihoods through awareness, capacity building, education, lifelong learning, and institutional strengthening to impact society.

I never felt the age gap with my father, even though the numbers insisted otherwise. From my earliest memories, he was always there, present, attentive, and caring. Time seemed to behave differently around him. Given the age difference, I was truly blessed to have him in my life for nearly 46 years. In that time, he was not just my father; he was my mentor, friend, lifelong supporter, and closest companion. His greatest gift was not longevity but engagement and impact. He enjoyed a healthy, active life, surrounded by my mother, brothers, sisters-in-law, my nephews and niece, and his entire extended family; he was fortunate to see his two grandchildren for twenty years.

Throughout my life, I made it a priority to spend as much time as possible with my father. Early on, I realized that nothing should be taken for granted. For more than twenty-one years—ever since I married in 1989 and moved to my own home until his passing in 2011—I was determined to see him every day, no matter how busy I was with work or personal commitments. Whenever I was in Cairo, there was hardly a day I did not stop by to sit with him, often for an hour or two. I always cherished the time we spent together and the endless conversations we had over the years about history, culture, and sports, but mostly about Egypt and the social, economic, and political transformations from the 1930s through the early years of the 21^st century. These discussions were truly insightful, helping me better understand Egypt through the eyes of a veteran diplomat and longtime civil servant. In those moments, I learned that wisdom does not need to announce itself; it simply sits with you.

My father filled the room without demanding attention. His presence was calm, steady, and reassuring. He touched the lives of many people who trusted him instinctively, whether colleagues asked work-related questions, friends shared personal experiences, or family members sought advice. He carried knowledge lightly, not as a display but as a tool for understanding and connection. Humor followed him everywhere–gentle, intelligent, and perfectly timed. He could ease tension with a single remark, often delivered with a smile that suggested he understood far more than he let on.

Since I was little, his approach to fatherhood was never about commanding. He was a good listener, which in itself was a form of diplomacy—an attentive art honed over a lifetime. As a diplomat, he had learned the power of patience and how to let silence stretch until someone offered the true kernel of thought. One of his greatest gifts was his exceptional storytelling. Intellectually, he was tireless. His mind was not merely stocked with facts but wired for inquiry. He was an avid reader of history, philosophy, art, politics, and poetry. Through his home library, he taught me to read as a way to understand people, cultures, and the world.

My father pursued sports from a young age with the disciplined enthusiasm of someone who respected limits and tested them kindly. He excelled in gymnastics, became a national champion in the 1920s and 1930s, and was scheduled to compete in the 1936 Olympics in Berlin, but, for personal and other reasons, he regretfully could not attend. His love for sports stayed with him until the end. Even when he could no longer take his usual walks, he walked for 45 minutes daily in his flat, going back and forth in a limited space. For him, it was a mindset, a passion; for me, it was a lesson in resilience and humility.

Kindness was his character; it was not sentimental but rather principled. He had the reflexive decency of someone raised in a household where respect for others was nonnegotiable. He believed that how you treat people reveals the deepest architecture of a person’s moral life. He was organized and disciplined in everything he did, and a set of habits governed his daily schedule, yet he was flexible enough to adapt when needed. After retirement, he read the papers every morning in the same spot on the balcony. This was followed by a cup of coffee and cigars, either at home while reading in the living room or with friends on Saturdays and Mondays at the Gezira Sporting Club. My father had many acquaintances from various walks of life, and a few close lifelong friends who were very important to him; the club was one of their meeting places. Lunch was served at home at 13:30, followed by a nap. The late afternoons, which often unfolded quietly, were reserved for rare outings, reading, welcoming visitors, holding conversations that drifted effortlessly from the global to the personal, and sharing memories spanning many decades. Evenings, if at home, were reserved for watching television. He would go to sleep quite late, often past midnight.

He was simple and easygoing but could be firm, certainly when needed. He had standards and would not lower them for the sake of convenience. He believed that showing love and care does not mean avoiding learning and improvement. His way of building confidence was cultivated rather than imposed. Through steadiness, not strictness, he implicitly taught me commitment to hard work, to the people I work with, and to the people I was privileged to serve–a lesson that probably shaped my character more than any other single influence. In addition to a handful of traits: responsibility, accountability, ethics, loyalty, passion, teamwork, and empathy. He taught me that success is never measured by positions held but by the care one extends to others, the effort one puts in, the relationships one nurtures, the opportunities one creates for others, the positive energy one injects, and the impact one helps realize.

My father was incredibly meticulous. Always focused on the big picture, he paid close attention to detail and understood dynamics without necessarily getting directly involved. That was his forte, something I learned from him and applied throughout my career. He had tens of notebooks where he kept detailed notes of everything; he called them Reflections, not of achievements or memoirs but of moments — an important quote, a thought he wanted to revisit, a creative idea he read, or a lesson learned he came across. I have been doing the same since 1992. He had a writing style that was fluid and lucid, making complex ideas feel simple, and an unbelievably elegant handwriting that looked almost like calligraphy. On the first page of one of his reflection notebooks, he wrote: “ارتاح ضميري والحمد لله فقد اديت واجبي واكتفيت واسترحت وارجو ان أكون نموذجا حيا عاليا لابني من بعدي” which translates as: “My conscience is at peace, thank God, for I have fulfilled my duty, found contentment, and taken rest. I hope to be a living and noble example for my son after me.”

To those who knew him or know of him, his work and legacy, he is remembered as a respected and principled gentleman, a diplomat who navigated complexity with integrity, experience, and insight. I was fortunate to know many of his colleagues and had the utmost pleasure of working with some of them. Life is a journey, and people come and go, leaving behind the marks they make, the legacies they imprint, and the impact they have on their organization and community.

His guidance and advice on life, education, work, relationships, friends, and family, to mention a few, were invaluable, yet he offered them over the years from a distance, without imposing, enforcing, or interfering in any of my decisions. He mastered that balance. He blended his intellectual, diplomatic, and social intelligence, along with a touch of humor, to share his views in a smooth, friendly, and objective way. Many of those lessons I learned by listening to him and observing how he reacted. I truly miss those moments.

As noted earlier, I wanted, one way or another, to follow in my father’s footsteps. So, I applied in April 1987 to join the ILO. I asked my father to write me a letter of support, which he did. He received a reply stating that the request would be considered when an opportunity presented itself. Meanwhile, in early 1989, I was offered the opportunity to study for my doctorate at the London School of Economics (LSE). I applied but never heard back. Interestingly, in the early summer of 1991, I received an acceptance letter from LSE, and in the same week, a job offer from the ILO in Geneva. The irony of the two letters arriving in the same week posed a major challenge: decide between the job opportunity I had planned and applied for four years earlier and the study opportunity that had just presented itself after more than two years of waiting.

I drove for three hours from Cairo to Alexandria to meet my father, who was spending some time there, to discuss the issue with him. I was young, a few months shy of 26; I really needed help. All the way, I kept weighing the options. Deep inside, I was leaning toward the UN offer. When I saw my father and began explaining the two options, it suddenly hit me that he had not had the chance to complete his doctoral degree, and I thought maybe he would be satisfied to see me do it. All hesitation vanished, and I told him I had decided to pursue a doctoral degree. I could see his eyes light up. He paused for a few seconds, then said: “It is the right choice. You will get other chances to join the UN in the future, but studying for your doctoral degree, if you were entertaining the idea of an academic career, was an opportunity not to miss, especially at one of the top universities in the world.” The rest is history. During the viva exam, even at the age of 81, he insisted on traveling to London, even though he could not attend it. He just wanted to be close and supportive in his own way.

In 2005, I was selected as an Eisenhower Fellow from Egypt, a huge honor and privilege, and, on a personal note, ironic. In my mind, it somehow linked me to my father. This was 53 years after he received his master’s degree from Columbia University, when Dwight D. Eisenhower was President. Life is often full of interesting parallels. I was proud and delighted to be an Eisenhower Fellow for what the fellowship represents and for the friends I made through its invaluable global network. But more importantly, at the personal level, I was utterly thrilled and pleased that it created another opportunity to share something special with my father, even remotely.

As avid football fans, we never missed a single game of either Al-Ahly Football Club or Egypt’s national football team. We always watched the games together and passionately cheered from start to finish. He was awesome company; I never wanted to miss a game. While he was a member of Al-Ahly in his youth, Egypt’s Red Devils soccer team, I was never a member. However, our passion and support were unbelievable, and for 38 years, from 1973 until 2011, we watched almost every game together, week in, week out. He always used to tell me, “We have to watch the game together so we can win.”

I understand that every father shares a special relationship with his son or daughter. In my mind, my relationship with my father stood above all others. Given the age difference, I cannot claim that he played with me when I was little, but I can confidently say that he made every effort despite his work commitments, a busy schedule, and regular travel; he always made time for his family.

Many years after his passing, the contours of his influence still shape my life. I find echoes of his voice in my reading habits, his steadiness and commitment in my approach to work, and, hopefully, his kindness and thoughtfulness in my interactions, as well as in the global curiosity and openness he instilled in me. There has not been a day since he passed that I have not thought of him, sometimes for a minute, sometimes longer; he is always there. Today, at 60, I miss my father, his presence, company, humor, mentoring, and invaluable advice. I feel he is out there watching, smiling, and encouraging as always.

It took me a long time, and it was not easy to write this article. I dedicate this edition of the NileView to him. It is a very modest way of remembering my father, a true gentleman and a class act diplomat from a different time.

My father has been and will always remain my role model, inspiration, and driving force in so many ways. His guidance, wisdom, and support have been both influential and invaluable to me throughout my life and through the various stages of my career. As I am closing in on the final chapter of my career, I will always remain indebted to him for everything I have accomplished. He passed to a different world 15 years ago today—he was 97, الله يرحمك يا ابويا.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

1 March 2026
Issue #62

Elevate brought together business education leaders, including deans and associate deans, faculty members, innovators, entrepreneurs, and strategic thinkers to share best practices from business schools in the region and beyond, given the constant disruptions from digital transformation, economic shifts, climate change, and evolving demographics, among others. The conference convened at a time when business education is being asked to rethink not only what it teaches and how it teaches, but also why it exists and for whom, and how to value and measure its impact on society.

Against Tunisia’s rich historical and cultural backdrop—a bridge between continents, civilizations, and cultures—the conference offered both reflection and resolve: reflection on the challenges facing business schools globally and resolve to act with clarity and purpose. The overarching question was: can business schools help shape leaders in MENA while balancing global developments, adapting to the local context, and remaining impactful through a purpose-driven value proposition that makes a real difference in society? The answer is yes, but how? What should business schools do?

In the region’s vibrant yet challenging socioeconomic and political landscape, business schools are emerging as pivotal institutions, shaping the next generation of leaders equipped to navigate the complexities of a rapidly transforming regional marketplace. As entrepreneurs rise to meet the challenges of innovation and sustainability, these schools are redefining curricula, fostering valuable connections, and igniting a passion for excellence among aspiring business professionals.

The conference topics included highlights on AACSB’s evolving Global Standards for Business Education and Global Research Impact Framework; the debate over whether degrees or skills are more important for the future of learning and the future of work; what truly shapes future-proof talent; and how to help build a competitive edge in the future. What needs to be done regarding curriculum innovation? How can SDGs and ESGs be seamlessly integrated into the learning experience? What should be done about students’ mobility? In addition to the challenges of credit transfer systems, joint research, and student exchanges, the importance of going beyond the classroom and engaging students in projects with business and industry was emphasized.

What stood out for me, besides the opportunity to reconnect with colleagues and make new friends, to exchange experiences and learn from them, the quality of the discussions, and the valuable contributions they made, was the usual collegiality, energy, momentum, and sense of community. Besides, the two-day conference was candid, constructive, and forward-looking. The conversations moved fluidly among strategic aspirations, daily challenges, prospects, and the navigation of global frameworks, while remaining focused on the regional context and realities.

The conference reflected the opportunities that business schools could leverage as key stakeholders in society. The issues addressed throughout the conference reflected the complex realities of contemporary business education, both globally and within the MENA region. I should also note that it was, as always, a valuable opportunity to engage in rich discussions about the future of learning, what it entails, and whether business schools can effectively prepare the next generation of leaders to make an impact on society. In a world searching for principled, responsible leaders, the role of business schools has never been more consequential.

Building One Community and Minimizing Silos

From the get-go, the participants emphasized the importance of collaboration. Speakers and panelists were not positioned as distant experts delivering static prescriptions, but as engaged partners in dialogue. Sessions were characterized by thoughtful questions, insightful and thought-provoking discussions, spirited debate, and a willingness to confront uncomfortable truths—an essential ingredient for progress. There is not much choice there!

Several deans spoke candidly about enrollment volatility, faculty workload pressures, funding constraints, visa issues, and, at times, the differences between accreditation standards and local relevance. Faculty shared experiences from classrooms undergoing rapid transformation due to artificial intelligence and how to rethink the human advantage, hybrid delivery models, assurance of learning, and changing student expectations. Accreditation leaders contextualized AACSB standards not as compliance mechanisms, but as strategic tools that are principle-based and support mission-driven innovation–a dynamic platform for continuous improvement and progress.

What emerged was a sense of shared ownership. Challenges were not framed as individual institutional struggles but as collective responsibilities for the business education community. This spirit of collegiality and mutual respect underscored the conference’s greatest strength: its ability to foster trust.

Adaptability and Relevance in a Transformative Environment

A recurring theme was the question of relevance. How can business schools remain meaningful in a world where knowledge is abundant, skills evolve rapidly, and employers increasingly value adaptability, ethics, and purpose alongside discipline-based competence? Speakers emphasized that relevance is no longer achieved through curriculum updates alone. It requires deeper engagement with diverse stakeholders, ongoing dialogue with alumni, and co-creation of work-related learning experiences and models with business and industry. The conference highlighted the importance of live consulting projects, in-house incubators, and interdisciplinary programs that connect business to a wide range of topics, including global affairs, changing market dynamics, innovative technologies, public policy, and sustainability.

Faculty are in the Driving Seat

The discussions emphasized that faculty are the drivers of change and, in a world of continuous disruption and transformation, highlighted the importance of regular faculty development, the availability of resources to set clear research expectations, investment in pedagogical innovation, and the evolving definition of scholarly impact. Rather than framing the discussion as a binary choice between teaching and research, participants explored more nuanced models of impact-oriented scholarship—research that informs policy, advances practice, and addresses societal challenges while maintaining academic rigor and integrating executive education and community development projects—these should not be silos.

Focus on Ethics, Responsibility, and Societal Impact

Perhaps the most powerful conversations, whether during the panel discussions or the networking sessions, centered on the role of business schools in shaping ethical leaders. In a region marked by demographic dynamism, economic transformation, and social aspiration, participants emphasized that business education must be anchored in responsibility. Sessions explored how schools are embedding ethics, sustainability, and social impact throughout the curriculum—not as standalone courses, but as integrated perspectives that shape decision-making across disciplines. The alignment between AACSB principles, the UN Sustainable Development Goals, and regional priorities resonated strongly, reinforcing the idea that business schools are not neutral actors but moral institutions with societal obligations.

Context Matters

One of the most compelling aspects of the conference was its explicit recognition that context matters. While global standards provide coherence and comparability, regional realities shape how those standards are interpreted and implemented. Participants discussed issues unique to the MENA region, including youth unemployment; entrepreneurship as a necessity rather than a choice; the role in family businesses; public-sector dominance in some economies; and the growing role of women in leadership. Rather than viewing these as constraints, speakers framed them as opportunities for distinctive educational models that reflect local needs while remaining globally connected.

Conversations Sparking Insights and Actions

The panels were among the conference’s most impactful moments. Carefully curated to include deans, faculty, industry representatives, entrepreneurs, and AACSB leaders, they moved beyond surface-level discussion to explore implementation challenges and real-world trade-offs.

Audience participation was robust and thoughtful. Questions were probing, often challenging assumptions and inviting speakers to reflect on lessons learned and failures rather than idealized success stories. This openness created a learning environment grounded in authenticity—a reminder that transformation is iterative, imperfect, and deeply human; we all make mistakes. There is always room for improvement, which means constantly raising the bar and elevating aspirations. Equally important were the informal interactions: conversations over coffee, shared meals, and spontaneous hallway exchanges–maximized due to the non-stop rain outside. These moments often proved as valuable as formal sessions, laying the groundwork for future collaborations, benchmarking partnerships, and shared initiatives across institutions.

The conversations reaffirmed that business education in the region, as in other parts of the world, is at a pivotal moment—one that demands courage, creativity, and collaboration. The conference underscored that accreditation is not an endpoint, but a journey of continuous improvement. It also affirmed that innovation, including artificial intelligence, does not require abandoning rigor. Global alignment and local relevance are not competing objectives but rather complementary. Most importantly, it reminded participants that business schools are stewards of future leaders who will navigate uncertainty, build organizations, create jobs, and shape societies. This responsibility cannot be deferred or diluted.

Looking Forward: An Invitation to Collaborate and Innovate

As the conference concluded, the prevailing sentiment was a call to innovate further, collaborate more, and act more quickly. The discussions evolved into commitments to faculty development, curriculum renewal, stakeholder engagement, and purposeful leadership. In addition to the need to reimagine business education with confidence, grounded in values and informed by evidence, there was an invitation to collaborate more within the region and beyond, across institutions and disciplines. There was also an invitation to lead—not by imitation, but by innovation rooted in context and conviction. That future, while complex and demanding, is filled with possibilities.

The thread running through so many sessions was skills—but not in a strictly technical sense. Yes, technical capability matters. But human capabilities are the differentiator: critical thinking, cognitive agility, creativity, empathy, and judgment. Human advantage is, and will remain, the key factor. If artificial intelligence augments, then we need to be even more intentional about developing what makes us distinctively human. The focus should be on building capacity for faculty, staff, and students while keeping an eye on outcomes, not just outputs.

Overall, the exchange of ideas and experiences with peers reinforced the community’s strength and shared commitment to excellence and continuous improvement, and highlighted the power of collective intelligence in advancing business education. The conference was a valuable addition to the evolution of the business education landscape in the region, calling for greater agility, relevance, collaboration, adaptation, and impact-driven action. It was a wonderful opportunity in which an open, collaborative space brought together business school leaders, entrepreneurs, and other stakeholders to exchange ideas, strengthen collaboration, and reaffirm their personal commitment and that of their schools to help transform a region blessed with ample opportunities, most of which remain untapped.

Thank you, Leila Triki, Dean, Mediterranean School of Business, for a warm welcome and hospitality, and a wonderful organization led by your team and coordinated by your students–Tunisia’s future leaders.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

15 February 2026
Issue #61

In the October 2025 edition of the NileView, the focus was on the evolving landscape of business education and the changing needs of students and learners, from Baby Boomers to Generation Beta. This edition focuses on the urgent need to understand digital natives. What do they want? How do they think? What interests them? What do they want to learn and how do they want to learn it? What are their expectations and career aspirations? How do they perceive their role in society? These are sample questions that come to mind when envisioning a supportive environment for digital natives to learn, experience the world, and prepare to make an impact on society.

Unlike previous generations, digital natives have grown up immersed in a world saturated with digital devices, social media, and instant access to information. It is the world of multichannel information push, where the days of information pull are long gone. This constant connectivity has not only influenced their habits and preferences but also redefined their cognitive frameworks, learning styles, communication and interactive ways, and career ambitions. Just to be clear, to understand the digital natives, is not to judge them by the standards of the past, but to appreciate the distinctiveness of their experiences, the implications for higher education in general, and particularly for business schools tasked with preparing future leaders who can make a difference in society in an environment that is constantly being transformed through accelerated innovative technologies.

Each generation is shaped by the socio-technological context of its time. Baby Boomers, born in the post-World War II era, were raised in a world of industrial growth and traditional values. Generation X witnessed the rise of personal computing and the internet, while Millennials (Generation Y) came of age during the digital revolution. Gen Z, however, is the first cohort to be truly born into the digital age. Whereas previous generations relied on books, lectures, and face-to-face interactions for learning and gradually transitioned to online environments, digital natives have, from the outset, navigated a world in which information is omnipresent and instantaneous. Their relationship with technology is not one of adaptation but of integration. They do not use technology—they live through it. This distinction is crucial for understanding their behaviors and expectations, which are increasingly characterized by multitasking, speed, and a remote ecosystem with no boundaries.

Digital natives are often described as intuitive learners who prefer trial-and-error approaches over structured instruction and guidance, informality over formal education, experiential learning over class lecturing, case studies, and open exams, and who opt for simulations and gamification rather than traditional assessment techniques and exams. They have a different mindset. They are comfortable with ambiguity, quick to experiment, and less fearful of failure; indeed, they view failure as an opportunity for learning. Their approach contrasts with the more linear, methodical learning styles of older generations, who were conditioned to value memorization, repetition, and hierarchical guidance, and experience, and who were reluctant to accept marginal failure.

The cognitive patterns of digital natives are shaped by their environment—one characterized by rapid information flow, interesting observations, multimedia stimuli, content co-creation, and constant interaction. They are quick, multitasking masters, capable of juggling multiple streams of data across different computing devices. This ability, while impressive, different, and requiring specific skill sets, presents new, evolving challenges. Sustained attention beyond a few minutes in some cases and deep focus can be elusive, and today’s educators–soon to become moderators, facilitators, and instigators of conversations–must find ways to balance engagement with cognitive overload. They need to find a way to add value through knowledge sharing, and that is relevant, timely, and contributes to the learning experience of Gen Z and beyond.

Gen Z and early signs from Gen Alpha show that learners are highly visual. Platforms like YouTube, TikTok, and Instagram serve as important channels for learning. So, how much are they being integrated as a delivery method and considered as part of the learning experience? These platforms dominate the youth media consumption, reinforcing a preference for images, videos, and podcasts over text. They process information non-linearly, often jumping between topics and sources. This behavior reflects a shift from traditional, sequential learning to a more dynamic, exploratory approach. Moreover, digital natives exhibit a strong sense of individualism and sometimes experience borderline loneliness as they navigate challenging work environments, increasingly competitive marketplaces, and continuous pressure to be available online. The evidence is the number of hours of screen time per day, which is steadily increasing. They value authenticity, diversity, and self-expression. Their thinking is often shaped by global perspectives, as the internet exposes them to various cultures, ideas, and developments beyond their local context. This global exposure mechanism influences their values, priorities, expectations, and aspirations, raising important questions they seek to address and understand.

For digital natives, education is not a one-size-fits-all endeavor. They seek personalized learning experiences that align with their interests, strengths, and career goals, which change way more often than those of previous generations and are prone to disruption. Therefore, as indicated earlier, traditional classroom models, with their rigid structures and standardized curricula, often fail to resonate with this generation. They are more interested in personalized learning journeys that adapt to their changing preferences and the transformative dynamics of the global marketplace. How will higher education institutions, especially business schools, keep pace with that? They are elevating their game, but is it enough? We all know that academia is generally slow. Therefore, it is time for them, and more so for business schools, to practice what they preach regarding agility, dynamism, and adaptability, and to be more proactive rather than reactive to ongoing disruptions and transformations.

For example, curriculum design must prioritize relevance to current affairs and global issues. Interdisciplinary programs, experiential and community-based learning courses, and real-world projects can and should enhance engagement and prepare students and learners for more complex, unconventional, and dynamic careers. Gen Z values authenticity and social responsibility; by aligning institutional values with student priorities, business schools can cultivate a sense of purpose and belonging. Corporations and civil society, as key employers, should also be included in the design of academic offerings. In addition, it is time for more outside-the-classroom and off-campus collaborative activities with corporations and industry, as well as community development projects that are fully integrated into the curricula, to couple the global perspectives gained with local and regional contexts.

Gen Z favors flexible, tech-enabled learning environments. Online platforms, gamified content, AI-simulated cases, and interactive simulations are not just novelties—they are necessities, and no longer optional. These tools allow students to learn at their own pace, revisit concepts, and engage with material in ways that suit their cognitive styles. Besides, the rise of micro-learning (micro credentials)—short, focused lessons delivered through digital media—caters to Gen Z’s preference for bite-sized content. This approach supports continuous learning and skill development, enabling students to adapt quickly to new challenges and opportunities, and addresses the shortening attention span among digital natives. It is worth noting that Gen Z values relevance and impact. They are more likely to engage with educational content that connects to real-world applications, social issues, and future career paths than with extensive, plain theoretical foundations that are not somehow connected to reality. This demand for meaningful learning experiences challenges educators to rethink their pedagogical strategies, curriculum design, and overall academic offerings.

The career aspirations of digital natives are shaped by a constantly volatile, uncertain, complex, and ambiguous (VUCA) world to the extent that it has become the norm. For Gen Z and beyond, digital transformation, artificial intelligence, data analytics, talent mobility, and various forms of globalization and glocalization are reshaping job markets and future opportunities amid an uncertain global economic environment, rendering traditional career trajectories obsolete or passé. Many Gen Z are pragmatic, more entrepreneurial, always expect more, and are impatient. Many are drawn to careers that offer maximum flexibility, creativity, and social impact. They are less interested in climbing the corporate ladder and more focused on building meaningful, balanced lives. Startups are often their get-go direction, even without much experience or resources. They exhibit a clear inclination toward self-directed career planning and personal journeys. They use online resources, social networks, and digital tools to explore opportunities, build skills, and connect with others, including mentors and coaches. Case in point–LinkedIn. However, this independence can be a double-edged sword. While it fosters initiative and resilience, it may also lead to gaps in strategic planning, long-term vision, and understanding the big picture, let alone the basic skills and knowledge they can only acquire through dealing with people, observing and learning from them, working in teams, and understanding organizational dynamics within an institutional setting. For many digital natives, the future is fluid, but they are comfortable with it, a stance that could have been categorically refuted by previous generations.

The differences between digital natives and their predecessors are not in any way, shape, or form indicators of superiority or deficiency. Each generation has been shaped by its unique context, and each brings valuable perspectives to the table. Digital natives are not wrong to prefer interactive learning or to question traditional hierarchies. Their preferences reflect the realities of their upbringing and the demands of the modern, accelerated world in which they were born and raised, leading, in many ways, to a clear sense of entitlement. Similarly, older generations are not outdated—they offer wisdom, experience, and stability. The challenge lies in bridging these generational gaps. Misunderstandings often arise when one generation views another through its own lens. To foster mutual respect and collaboration, we must move beyond stereotypes and embrace the generational diversity of thought, learning, and ambition. In short, no one brush can label any generation as right or wrong.

Business schools stand at the crossroads of this generational transformation. As incubators of future leaders, they must evolve to meet the needs of digital natives while preserving the core values of learning. Higher education institutions must invest in research, dialogue, and engagement to uncover the motivations, challenges, and aspirations of digital natives. It takes two to tango. Therefore, it is essential to equip faculty development programs with the required exposure, knowledge, and support infrastructure to teach digital natives effectively by blending traditional wisdom with innovative tools. More importantly, it requires a shift in mindset, a transformational change in the educator’s culture that was set thousands of years ago and has seen only mild changes in its building blocks and pedagogical approaches. It is time for a change.

The rise of digital natives marks a pivotal moment in the evolution of education and society. Their distinct ways of thinking, learning, and aspiring challenge us to rethink our assumptions and adapt our practices. Business schools, as engines of innovation, leadership, and change, have a unique role in transforming business education to accommodate the next generation of learners, who are overwhelmingly digital, and in creating an environment in which all can learn. Digital natives are not right or wrong. They are simply different. They are quick and smart and are sometimes perceived as aggressive or rude compared to their predecessors, especially when their tone suggests carelessness, or when they do not look at you while you speak to them and instead keep texting or looking at their mobile. For some, this is perceived as old-school and unacceptable, but ironically, for many, it is becoming normal. On this note, I am truly grateful to my parents for being born in the 1960s.

The world has changed a lot over the last few decades–not just because of innovative technologies–and that has had major implications for upcoming generations. Therefore, we, as business educators, should understand what digital natives need, which is in many ways linked to what global markets need, support them, and prepare them to shape a better future. In brief, the world continues to change fast, and so should we as business schools.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

31 January 2026
Issue #60

Technology: Accelerating Change

Questions that come to mind: Is artificial intelligence (AI) a bubble? Are valuations too high? Will we see a correction? If so, what would be the implications for markets and growth potential? No matter what the correct valuation of AI turns out to be, the big 7 information technology companies will invest more in AI infrastructure, meaning more chips, more data, and more power. That, in turn, should lead to tangible gains in productivity, innovation, and impact, delivering value to society. So, will 2026 be the year AI moves from a transformative promise to an operational reality?

If that happens, next year we should see AI gradually embedded not only in tech companies but also in traditional industries such as agriculture, manufacturing, logistics, and education, creating new business models and services. Moreover, agentic AI will affect everyday life, so be ready for a machine partner. 2026 will be the year AI agents begin to reshape the very fabric of our daily routines. Technological transformation will be a primary driver of productivity and structural change. Digital platforms, including AI, will continue reshaping services. Therefore, countries that invest effectively in digital infrastructure, human capital, and data governance will reap disproportionate gains. However, will the benefits be evenly distributed? This will intensify debates over inequality, labor displacement, and competition policy.

Geopolitics: Increasing Fragmentation

2026 will see an increasingly multipolar economic order. The United States, China, and the European Union will remain central poles, while middle powers, including India, Brazil, Indonesia, and other emerging regional middle powers, will wield growing influence. In all cases, the power rivalry—particularly between the United States and China—will remain the central organizing force in global politics.

Geopolitical weight will be amplified by trade, energy, and technology decisions. Trade will be less about efficiency and more about security, and value, with friend-shoring, strategic stockpiling, and green industrial policy shaping energy supply chains. In 2026, the global supply chain is poised for further reconfiguration and diversification, becoming more interconnected, technologically driven, and responsive to emerging challenges and opportunities. By embracing digital transformation, fostering resilience, prioritizing sustainability, and adapting to consumer behavior, businesses can navigate this dynamic landscape effectively. Understanding these trends will be essential for stakeholders aiming to thrive in the rapidly evolving world of complex global supply chain networks, with AI playing a growing, central role in modeling and managing these networks.

Trade: Going Digital

Trade tensions will persist. On the one hand, U.S. tariffs will affect imports and limit the volume of U.S. demand that can lift global trade. On the other hand, China’s manufacturing-led growth and efforts to boost exports will push down global prices and fuel competition, adding pressure on global manufacturers. The digitalization of trade will accelerate. Global exports of digitally delivered services are projected to comfortably exceed $5 trillion, with emerging markets in Southeast Asia, Latin America, and Africa becoming even more prominent. This growth is not only in volume but also in sophistication—regions will begin to specialize and export complex digital products. To help foster the digitalization of trade, 2026 must be a year of modernizing international trade agreements while affirming the need to resolve disputes and promote greater openness to better accommodate digital goods and services, addressing issues such as data localization, digital taxation, and intellectual property rights in the virtual world.

The United States Turns 250 Years

On July 4, 2026, the United States will celebrate its 250^th anniversary—a milestone in the country’s history. Furthermore, the year will witness midterm elections in November, which will signal the country’s future plans. The question is: What will that mean for many of the resulting policies and directions that could have multidimensional global implications for international relations, trade agreements, security alliances, and multilateral frameworks?

Intelligence: Human-Led and Computing-Enabled

People have used smartphones for nearly two decades. Is it now time for smart homes and smart offices? Will AI take center stage? Furthermore, evolving, specialized AI models are expected to enable organizations to leverage AI without the massive data center costs and energy consumption, making the technology more accessible and sustainable. In 2026, the conversation should shift from pure capability to ethics, governance, and the equitable distribution of AI’s benefits. In addition, the role of innovative technologies in wellness will be magnified as more digital devices emerge to address society’s growing interest in physical and mental health. Across age groups, especially among youth, well-being will remain a top spending priority. It will expand from personal health to community health, with spending on experiences that connect people. The question is not whether AI will transform how we work and live, but whether it will create an environment where everyone can engage and benefit.

Climate Action: People and Planet

The question is no longer whether the world will transition to clean energy but how fast. The CleanTech boom will move closer to maturity, with green hydrogen, next-generation nuclear power, and battery storage solutions grabbing headlines alongside solar and wind. The economic debate will hopefully be settled, with sustainability recognized not as a cost center but as a great investment opportunity. The key battleground will be climate finance. The success of 2026 will be measured by the flow of capital from developed to developing nations to fund their green transitions and adaptation efforts. Partnerships and the fusion of public and private investment will be among the most important stories to follow.

Open Working Place: Human-Centric Hybrid Models

The NextGen working environment will be human-led, open-ended, and often hybrid, evolving from a policy framework into organizational culture. In 2026, the focus will be on accelerating the use of advanced technology not only for connectivity but also to foster creativity, social intelligence, leadership, mentorship, and a mindset that operates effectively and efficiently despite time and distance barriers. The focus will not and should not be on automating existing tasks but rather on redesigning business models and talent recruitment and retention–all centered on outcomes rather than outputs and functions.

The gig economy will gradually become more formal, with established frameworks for benefits, protections, and career progression for independent skilled workers. Therefore, reskilling, upskilling, and lifelong learning, including vocational and technical training, will be non-negotiable, as human capital development remains the key driver of growth. Organizations that thrive will treat learning as a core necessity, creating clear pathways for their workforce to grow alongside technological change. Those that prioritize human development will not only retain talent but also outperform competitors in innovation, agility, resilience, and growth.

Sports’ Biggest Stage: It is the year of the FIFA World Cup

In 2026, the world’s largest sports event, co-hosted by the United States, Canada, and Mexico, is poised to be a landmark edition, not only for its expanded 48-team format but also for its profound global impact. Economically, the tournament is projected to generate billions in revenue from broadcasting rights, sponsorships, tourism, and infrastructure investments. Many of the 16 host cities will benefit from upgraded stadiums, transportation networks, and hospitality sectors. Today, football is a manifestation of a successful industry. Politically, the World Cup provides a platform for diplomatic and soft-power engagement. This edition will differ significantly from past tournaments because of its scale, technological integration, and sustainability focus. Enhanced fan experiences powered by AI and data analytics will set new standards. The 2026 World Cup is not just a sporting spectacle—it is a catalyst for economic momentum, international collaboration, and transformative change, with lasting implications for host nations and the global community.

MENA: What’s Next?

The socioeconomic and political landscape of the Middle East and North Africa (MENA) region in 2026 is shaped by a complex interplay of reform, resilience, and persistent structural pressures. Several states continue pursuing ambitious economic diversification agendas, with Gulf countries leveraging sovereign wealth to accelerate investments in technology, tourism, renewable energy, and logistics, thereby reducing dependence on oil and gas. These initiatives create new opportunities for youth employment and entrepreneurship, though the region still faces high unemployment and uneven access to skills development. The success of mega-projects will be measured by job creation for nationals and by non-oil GDP growth.

In 2026, North African economies will pursue fiscal reforms and infrastructure modernization, but will remain vulnerable to global commodity price fluctuations and climate-related stress. Overall, the MENA region’s GDP is expected to grow by 3.6%, driven by investments in infrastructure, diversification, digital transformation, energy expansion, and consumer demand.

Politically, next year presents a mixed picture of stability and fragility. Some governments will pursue institutional reforms and strategic international partnerships, while others will navigate social pressures stemming from economic inequality, demographic growth, and demands for greater political participation. In 2026, the region’s trajectory is one of cautious transformation—balancing modernization with the enduring complexities of governance, identity, and social change.

Egypt: Is it an Economic Turning Point?

The 2026 economic outlook is a complex mix of cautious optimism, profound challenges, and transformative potential. The nation is at a critical juncture. Its economic trajectory will be shaped by the success and pace of domestic reforms, the stability of the global and regional environment, and Egypt’s ability to improve the business environment and attract foreign investment.

With changing global dynamics, where does Egypt stand, given its ties to the East and West, the global North and South? Geopolitical considerations are now a significant factor in navigating these transformative, uncharted waters. The question that begs itself: How can Egypt better leverage its regional influence? Given Egypt’s role as a strategic partner of the European Union (EU), it is compelling to strengthen its ties with its largest trading partners: the EU and the Gulf countries. Europe has the market, technology, and skills to share; the Gulf has the capital; and Egypt has a workforce. All it takes is a coherent plan to tie everything together–just a thought.

In 2026, Egypt is widely expected to reach an economic turning point, driven by its commitment to (a) an accelerated structural reform program, including continuing to correct macroeconomic imbalances and fiscal consolidation through the rationalization of energy subsidies and the broadening of the tax base, crucial for stabilizing public debt, which remains a significant vulnerability, and implementing an ambitious privatization program; and (b) a transition to a production-driven, export-oriented, investment-led economy. This will require elevating private-sector participation, vital to job creation and improving lives and livelihoods; managing public investments efficiently; focusing on tradable, high-productivity sectors; easing inflation; enhancing competitiveness to support growth across all governorates; further addressing the informal economy; and attracting foreign investment, which helps bolster foreign exchange reserves, support economic stability, and build a resilient economy with diversified sources of growth. Furthermore, efforts should be directed toward eradicating extreme poverty, ensuring a fairer distribution of income and wealth, and reducing reliance on debt.

Projections for real GDP growth from the International Monetary Fund and the World Bank are expected to reach around 4.5% in FY2025/2026, driven by the performance of non-oil sectors, including manufacturing, tourism, information and communications technology, agriculture, and construction. This growth is supported by Egypt’s recent credit rating upgrade from B- to B, reflecting renewed global confidence in the country’s economic trajectory and policy direction, as well as improved reserves. The focus should be on sectors with further potential to tap, such as tourism, a perennial pillar of the economy projected to reach 20 million tourists in 2026; information and communications technology, which has a market value of $3.5 billion, has been growing by an average of 15% annually, and contributes north of 5.8% to GDP; and building on other prospects, including the Suez Canal Economic Zone, while accelerating support for the innovative, entrepreneurial and tech-driven startup ecosystem. In addition, one of the most dynamic opportunities lies in the green energy transition, where Egypt’s vast solar and wind resources position it as a potential hub for green hydrogen production. Egypt is also developing plans to resume trade through the Suez Canal, a vital artery of global trade, an engine of economic development, and a primary source of foreign currency. However, its reliability and outlook remain cautiously optimistic, depending on regional geopolitical stability.

The economic outlook for Egypt in 2026 is one of guarded promise, defined by an equilibrium between reform and direction. The country has the strategic vision and international partnerships needed to foster stability and growth. However, this positive outcome hinges on rigorous policy discipline, addressing high unemployment, navigating an uncertain global landscape and rising geopolitical instability, managing external shocks, and mitigating deep-seated structural inefficiencies. Moreover, greater emphasis is needed on education, lifelong learning, vocational training, and healthcare.

The pace and consistency of reforms and policy direction, coupled with redefining the state’s role from operator to regulator and enabler, capping public investments, and strengthening public-private partnerships, will be the most important determinants of Egypt’s economic story in 2026. Next year could be a critical milestone in Egypt’s journey toward sustainable economic development and is poised to mark a new phase of stable growth and renewed investor confidence. For starters, the collective move from a transactional approach to a more visionary strategic path is essential.

Onsi Sawiris School of Business: A Year of Global Ambition

For Onsi Sawiris School of Business, 2026 will be shaped by a renewed commitment to experiential learning, community engagement, responsible, value‑driven leadership, and future‑ready business education. Building on its legacy of academic excellence and market relevance, the school enters its 79^th year with a dynamic, ambitious agenda to elevate its impact across the Middle East and Africa and deepen its engagement with its global community.

At the heart of next year’s focus is the continued implementation of the school’s 2025-2028 strategic plan, built around five pillars: digital transformation, impact-driven research, academic excellence, global reach and engagement, and executive education. In addition, the school plans to strengthen its family-business offerings and further integrate sustainability into the curriculum. The school will also welcome the inaugural recipient of the Onsi Sawiris Endowed Professorship in Artificial Intelligence and roll out its Learner Development Program (LDP), designed around the future-ready skills and capacities required in today’s workplace. Among other plans, the school will accelerate its community development initiatives, mentorship programs, and student-focused industry immersion opportunities, and continue cultivating students and learners who combine knowledge, exposure, and future skills with purpose, integrity, and social impact.

Next year is anchored by a series of events, including hosting the Africa Meeting of the Econometric Society, the world’s leading body advancing economic theory, statistics, and mathematical economics, from June 10 to 13. The school will also organize the 4^th Responsible Management Education (RME) Week from June 28 to July 1, in collaboration with the Principles for Responsible Management Education (PRME). This event will also feature collaboration with the Association to Advance Collegiate Schools of Business (AACSB), the European Foundation for Management Development (EFMD Global), the Responsible Research in Business and Management (RRBM) Network, and the African Academy of Management (AFAM). The objective of these events is to amplify the voice of responsible management education in the Global South.

In every dimension, 2026 is a year of acceleration and global ambition—one that further positions the school as a transformative force in business education across the region and as a proud ambassador of Egypt’s influence. 2026 beckons us to be both dreamers and doers. It invites us to apply knowledge with wisdom and technology with humanity. Let us enter this new year not with apprehension but with the confident optimism of those ready to observe, build, learn, and grow together. As we welcome the new year, the interplay of geopolitics and innovative technologies will continue to shape how evolving AI capabilities reshape various aspects of life. It will further demonstrate how advanced technologies create value, lead, and make a difference, and how they help us thrive amid continuous transformation and disruption.

I sincerely wish that next year would be marked by better global alignment, with more peace celebrated across conflict-affected areas around the world. It is the only pathway to a more prosperous world and a peaceful planet.

I wish you and your loved ones Happy Holidays and a healthy, blessed, and joyful New Year.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

31 December 2025
Issue #59

This is the third edition in a series of NileView publications focusing on Egypt, sharing a journey along the Nile and across the country. The series aims to highlight Egypt’s rich history and cultural heritage, promote its status as a top global tourism destination, and help unlock its full potential. The previous two editions covered the cities of Luxor and Alexandria. This edition returns to Upper Egypt to explore Dandara.

I have visited Upper Egypt over a dozen times, traveling to different cities and villages for leisure, work, and study. Over the years, I traveled there by plane and train, including several Nile Cruises from Luxor to Aswan–one of the best cruises globally. I went alone, with family, friends, and colleagues. My first visit was in 1981. My most recent trip was earlier this month, when I visited Dandara. It was not my first time there, but each visit offers a new perspective and further deepens my deep appreciation and admiration for Egypt’s history and cultural heritage. Dandara is not just about ancient temples, stones, and hieroglyphs. It is about continuity and longevity: a place where the Nile whispers stories that date back all the way to the time of the pharaohs. It is about the prospects that could make Dandara a centerpiece of Egypt’s cultural renaissance.

Dandara’s history stretches back over 4,500 years, with evidence of settlement and religious activity from the Old Kingdom through the Middle and New Kingdoms, as well as the Ptolemaic, Greek, Roman, and Christian periods. This makes it one of Egypt’s longest continuously used sacred landscapes. Dandara is home to the Temple of Hathor, built on the ancient site of Tentyra, the capital of the 6^th province of Upper Egypt, covering more than 84,000 square meters and enclosed by a large, dried mud-brick wall. Regarding royal connections, Pharaohs from Pepi I to Cleopatra VII left their mark on the temple. Cleopatra is depicted on the temple walls alongside her son Caesarion, like an ancient family portrait, proving that Dandara was a stage for both Egyptian and Roman drama.

Although Dandara is famous for the Temple of Hathor, it is important to note that it is not just a single-temple site. It is more of a temple complex that also includes a Birth House dedicated to the divine birth of Hathor and Horus’s child; a Sanatorium used for healing rituals where visitors could bathe or sleep to receive divine cures; a Sacred Lake utilized by priests for purification ceremonies; a Basilica built during the Byzantine era for worshippers; and a Roman Kiosk constructed during the Roman period for ceremonies and processions. The complex shows how the village itself has evolved over thousands of years, reflecting a strong sense of community. In short, Dandara is like a flavorful feast of history, with Old Kingdom appetizers, Ptolemaic main courses, and Roman desserts.

The Temple of Hathor is an example of traditional Pharaonic architecture decorated by a hypostyle hall leading to a sanctuary and supported by eighteen Hathor-headed columns. The temple was built and rebuilt across centuries. It was initially built during the Ptolemaic period with major alterations and expansions under Greek and Roman rule. It is one of the best-preserved temples in Egypt, standing tall, with crisp carvings and vibrant colors. Its ceilings and walls are famously decorated with astronomical scenes, including the celebrated Dendera Zodiac, which shows how Egyptians mapped the sky long before telescopes–maybe they were stargazers too, or perhaps the world’s first horoscope enthusiasts. Millennia ago, Egyptians pioneered in many fields, including construction, medicine, mathematics, irrigation, and astronomy.

The Temple of Hathor that visitors see today is largely a Ptolemaic creation, completed and enhanced under Greek rulers who adopted local religious traditions. During the Roman period, the temple complex continued to operate and receive imperial patronage, and additional decorations reaffirmed local cultic rituals and expressed the rulers’ claim to legitimate authority through visible piety. Many reliefs and inscriptions show a fusion of Hellenistic and native motifs, testifying to cultural interaction and demonstrating a sense of continuity of traditions that preserved ancient practices. In later periods, the temple’s reuse for Christian worship illustrates a pattern that was common across Egypt, in which sacred spaces were reimagined to accommodate new religious beliefs while retaining echoes of their earlier roles. The history of Dandara is exemplary for understanding religious resilience, adaptation, and cultural memory.

Dandara offers more than the temple complex. For those interested in local cultures, Dandara offers opportunities beyond sightseeing, including festivals, concerts, and cultural events. The village and its surrounding neighborhood are home to a local community renowned for its authentic Egyptian craftsmanship. Imagine a modern music festival in the Temple of Hathor—after all, it was dedicated to music and joy. Tourism in Dandara is about experiencing Egypt’s authentic and vintage soul.

Since ancient times, Egyptians have always been attached to the land, and one of the primary reasons has been the Nile and the ecosystem it helped create. The Nile has always been the lifeline of Egyptian civilization. It serves as Egypt’s eternal stage, and as the Greek historian Herodotus said, Egypt is the gift of the Nile. Most Egyptians have consistently lived along the banks of the Nile Valley, where the land is fertile. The soil is rich and suitable for growing crops, which is vital for Egypt, a country that has traditionally relied on agriculture.

Furthermore, the Nile played a major role in Dandara’s history. Over thousands of years, the Nile provided water, transport, and spiritual meaning, and continues to do so. The Nile enhanced Dandara’s economic role in trade and agriculture. From a spiritual perspective, Egyptians believed the Nile was a divine gift, and temples dedicated to Hathor were built near it to honor the gods.

I strongly believe that, with its unique blend of historical and cultural heritage, the Temple of Hathor should be considered a UNESCO World Heritage site, attracting even more international attention and rightly garnering greater global recognition. For millennia, Dandara has been one of the Jewels of Upper Egypt and a Gatekeeper of Civilization.

Today, with the new road network, tourism in Dandara is surging. Visitors from Luxor frequently take day trips to the village, admiring its accessibility and preservation. Naturally, Dandara is reachable from the Nile, making it an ideal stop for those on a Nile cruise. With further strategic investments in developing visitor centers, interactive museums, and digital guides, Dandara could become a model of modern heritage tourism; its future could be as bright as its past.

Egypt’s cultural heritage is immensely diverse, with many sites depicted along the Nile from the Mediterranean Sea in the north to the borders with Sudan, and spread across the country. As Egypt continues to invest in cultural tourism, Dandara is poised to join Luxor and Aswan as a must-see destination in Upper Egypt. Why not? It has the history, temples, culture, and spirit of one of the world’s oldest civilizations and could become one of Egypt’s most attractive historical and cultural destinations.

Dandara remains an immensely attractive destination, thanks to its unique appeal. It does not offer the grandeur of Luxor, which dazzles with its Luxor and Karnak Temples among other attractions; however, Dandara offers a more intimate experience. Visitors often comment that the Temple of Hathor feels like stepping into a time capsule for its architectural completeness, richness of its intellectual and ritual carvings, and what it reveals about cultural encounter and institutional life in Egypt from the pharaonic through the Roman periods. Its layered history—structural, artistic, religious, and social—makes the temple not only a jewel of antiquity but also a vital record for anyone seeking to understand how sacred spaces shape, and are shaped by, the communities that sustain them. The prospects for Dandara are immense.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

30 November 2025
Issue #58

Read more

With the evolving landscape of business education, the questions that come to mind include: Have business schools done enough? How agile and adaptive are they? Are they keeping pace with the changing market dynamics, corporate needs, and evolving generational trends? What more or different can they do? Are they ready for an accelerated AI-influenced student-centered learning experience? Are business schools becoming more innovative in their offerings and pedagogies to accommodate the needs of the next generation of learners and the expectations of the workplace?

The path of business education has shifted from standardized, institution-focused models to dynamic, learner-centered ecosystems. Each generation, from the Baby Boomers to Generation Beta, has influenced the pace and nature of innovation through their socioeconomic backgrounds and technological skills. For example, Millennials brought values and global perspectives through digital collaboration; Gen Z promoted micro-learning, gamification, and AI-powered tools; and Gen Alpha is developing fully immersive, adaptive, and well-being-oriented frameworks. It is worth noting that although the names and years of the six main generations—Baby Boomers, Generation X, Millennials (also known as Generation Y), Generation Z, Generation Alpha, and Generation Beta—vary across different sources in terms of dates and longevity, they are generally recognized as the timeline of generations since the 1940s to date.

The following are the changing market dynamics along with the needs of different generations over the past decades, and how business schools have responded to cater to these needs.

The Baby Boomers (1946–1964): Foundations of Formal Credentials (The Generation of Prosperity)

In the post–World War II era, business education rode the wave of work centrism, competitiveness, and economic optimism. Governments, corporations, and those who were influenced by the severe repercussions of the war fueled a surge in demand for managerial talent. The Baby Boomer generation entered universities as pioneers of large lecture courses, full-time Master of Business Administration (MBA) programs, residential executive education programs, and on-site corporate programs. They were attracted by the promise of upward mobility and organizational (value) hierarchy, and the need for deep knowledge management and leadership skills.

Business schools and higher education institutions responded with standardized curricula rooted in core classical disciplines, such as accounting, finance, operations, organizational theory, and marketing. These curricula emphasized deep theoretical foundations, teacher-centered learning, and were anchored by the case method developed at Harvard Business School during the 1920s. Face-to-face communication and learning, rigorous exams, and extensive alumni networks defined the business schools’ value proposition. Boomers evaluated educational return on investment based on formal credentials and lifelong institutional loyalty, expecting engagement and attachment from their alma mater through alumni networks, and were interested in career services focused on corporate upward mobility.

Generation X (1965–1980): Pragmatism Meets Flexibility (Bridging Eras)

As Generation X began their careers during economic downturns and corporate restructuring, a more skeptical, adaptable, and independent mindset developed. This generation was pragmatic; they were the first to prioritize work–life balance, more practical relevance, and measurable returns on investment. Gen X witnessed the rise of entrepreneurship and small business enterprises. They saw the rise of personal computers and preferred flexible formats, including modular learning options—such as part-time evening classes, weekend MBAs, expanding Executive MBAs, the early adoption of digital tools that started to pop up, and distance programs were offered through satellite classrooms, which allowed learners to manage family responsibilities alongside their careers, working opportunities, and job demands without disruption.

For business schools, the curriculum shifted its focus toward practical knowledge, as well as critical thinking exercises. The faculty introduced problem-based projects, short-term consulting assignments in collaboration with local enterprises, and executive education modules focused on leadership in uncertain times. Gen X expected business schools to demonstrate clear links between classroom concepts and workplace results. They were the first to question whether academic degrees were enough to excel in their career path, or whether they should be complemented with mastering a series of skill sets through upskilling and reskilling that can differentiate them from their peers and make them more competitive, which led to the rise of return-on-investment dashboards and skill-certification badges alongside traditional degrees.

The Millennials–Generation Y (1981–1996): Digital Natives with Purpose (The Digital Pioneers)

Millennials arrived as true digital natives, purpose-driven, socially responsible, and tech-enabled, with growing expectations for interactive platforms that cater to remote work, such as forums and digital collaboration tools, which were gradually being embedded in their daily lives. It marked the beginning of the Internet era, characterized by extensive connectivity and rapid change. They viewed business education not only as career preparation but also as a means to achieve social impact, sustainability, inclusion, and ethical leadership. Cohort-based learning, global study tours, and project-driven courses, in collaboration with corporations that have begun transitioning to flat structures, have become mainstream offerings, reflecting the growing appetite for experiential learning and socially conscious curricula.

Business schools responded by incorporating technology into many aspects of the student-centered experience, with learning management systems, online discussion forums, and video conferencing bridging geographic and time boundaries, pending universal access, affordability, and adoption. Business schools incorporated sustainability labs, social entrepreneurship incubators, and real-life value-driven case studies, aligning academic rigor with millennial demands for purpose. In addition, hybrid (blended) delivery modes—mixing short on-campus residencies with online modules—offered the flexibility learners sought.

Generation Z (1997–2012): The On-Demand, Bite-Sized Learners (The Tech-Savvy)

Generation Z witnessed the rise of the gig economy, the demand for inclusivity and diversity, and the acceleration of the innovative entrepreneurial mindset. They relied heavily on smart devices as their lifelines and social media as their primary means of communication. With short attention spans measured in minutes and information consumed in micro-bursts, they gravitated toward modular, on-demand content. Five- to ten-minute videos, interactive quizzes on mobile applications, and AI-powered chatbots have become the norm in the Gen Z toolkit.

Business schools responded by breaking down full courses into agile, microlearning units with real-time feedback. Gamified and digital simulations, as well as social impact labs, replaced large lecture halls for foundational concepts. Seminars-style courses around issues and problem-solving were growing. Emphasis on digital fluency, data analytics, and design thinking demonstrated a focus on acquiring future skills. Virtual labs, hackathons, and digital innovation challenges gained popularity, providing Gen Z with autonomous, project-based environments where they thrive, along with a rising expectation that AI tutors will customize curricula to address individualized strengths and gaps. Gen Z witnessed the gradual integration of AI, apps, and social media into business education, as well as the early signs of personalized, tech-enabled learning, hybrid/remote learning models, and a focus on digital skills and global citizenship.

Generation Alpha (2013–2024): The Apps Generation (The Future Builders)

Generation Alpha was the first generation in the 21^st century. They are more global, future-ready, and often referred to as the “apps generation,” as well as the “AI natives.” They have grown up with AI assistants and immersive gaming worlds, with technology integrated as the standard. Their expectations extend beyond bite-sized modules to fully adaptive, on-demand, and hyper-personalized learning journeys. They anticipate curricula that evolve in real-time based on biometric and engagement data, delivered through augmented and virtual reality (AR/VR) environments that replicate boardrooms, trading floors, and global marketplaces. Gen A and AI gradually learned to co-exist and become best friends; in a way, they complement each other. Gen Alfa prefers interactive modules and real-time challenges to increase motivation, participation, and collaboration over traditional lectures. They expect instant access and more automation. They prefer texting and asynchronous communication, and focus on well-being as a prerequisite for learning. Sustainability, fairness, social impact, and ethics have become core business values, and the lines between physical and digital workspaces are increasingly blurred. From the future of learning to the future of work, there is a steady move towards open and co-working spaces, as well as open and interactive learning environments.

In response, business schools accelerated their efforts, piloting AR/VR case simulations and gamification to foster problem-solving and complex scenario analysis. Moreover, they introduced AI tutors that tailor difficulty levels and blockchain-verified micro-credentials that stack into nanodegrees, offering a mix-and-match approach to credentials in data analytics, digital ethics, design thinking, or AI strategy. Mental-wellness integration and social-emotional learning frameworks were increasingly being embedded in many modules, recognizing that this generation values holistic support and resilience as much as technical and discipline-related knowledge mastery. Physical campuses evolved into hybrid innovation hubs, cultivating seamless digital-in-person environments equipped with voice-activated smart surfaces and collaborative cloud platforms that enable seamless transitions between remote and in-person collaboration. This shift was accompanied by an emphasis on creativity, dynamism, and adaptability. Furthermore, business schools started investing in faculty and staff development by training them in digital pedagogy, AR/VR facilitation, and AI-powered analytics. They leveraged data analytics for continuous improvement by refining course content, personalizing support, and rapidly iterating pedagogical strategies based on real-time feedback loops.

Generation Beta (2025–2039 projected): The Spatial Computing Generation (Interplanetary Exploration)

Generation Beta is expected to be the most digitally immersed, AI-native, and globally aware generation to date. It will accommodate the post-digital economy where advanced AI and humans synergize and collectively elevate the potential. It is an evolving journey, and we still do not know the endgame. Their formative years will continue to be shaped by hyper-technology-related, personalized careers; climate urgency; equity; ethics; decentralized organizational structures; and globalized digital communities. They will continue to crave VR/AR case simulations. They are most likely to assemble a portfolio of credentials rather than a single degree, with an emphasis on continuous upskilling, integrating mental wellness, and developing cross-disciplinary fluency. They will probably witness the transition from adaptive thinking to real-world transformation in business education.

Looking ahead, business schools must be adaptive and dynamic, embracing innovation as a core value and a driver for their ambitions, offering human-AI-driven and practical educational experiences through open learning spaces and ecosystems. As needs have become more individualized, delivery formats have become unbundled, credentials have become disaggregated, and pedagogies have adopted continuous feedback, business schools must accelerate their quest to address the changing needs of future generations while catering to organizational and market needs. They should transition from a one-size-fits-all approach and a hierarchical, silo-based structure to an open-ended, hyper-personalized approach, while offering multidisciplinary degrees, as business education can no longer evolve independently of other disciplines. This approach should be paired with add-on micro-credentials for on-demand reskilling and upskilling.

The emerging generations have a clear preference for digital competence, flexible hours, hybrid-remote work, and non-linear career paths that prioritise purpose, balance, and social impact. They value meaningful connections and roles that align with their values. In turn, business schools must respond by updating their curricula to emphasize ethics, sustainability, and critical soft skills, such as creativity and collaboration. Enterprises, too, must adapt, prioritizing purpose-led and responsible leadership, as well as supportive workplace cultures, to attract and retain top talent.

What it means to succeed and have an impact in one’s career has undergone a significant transformation. For the new generation, the future of work is no longer defined by classical office work or traditional linear career paths – not for digital natives. The implications of exposure to innovative technologies have transformed how new generations think, set new standards for work, career progression, and personal fulfilment. They seek diverse experiences, often moving between companies and industries before settling on a career path. They are risk-takers, whether it means starting their own business, switching careers, or taking sabbaticals to pursue personal passions. They prioritize personal growth, creativity, and happiness alongside professional achievements. Progress is more transactional than long-term and strategic. They value the workplace community and culture as key factors in job satisfaction. In addition, while financial compensation is important, it is not the primary motivator for many.

With Gen Beta coming to the mix and setting the tone for the next decade, along with shifting global dynamics, market needs, and emerging innovative technologies, the question that remains relevant and timely is: How can business schools continue to reinvent themselves to adapt to ongoing disruptions and prepare future learners to create sustainable, scalable impact on society?

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

6 October 2025
Issue #56

One of the leading global research centers committed to helping reduce poverty by ensuring that policy is guided by scientific evidence is the Abdul Latif Jameel Poverty Action Lab (J-PAL). It is supported by over 1,000 researchers from various universities worldwide. These researchers conduct randomized impact evaluations to address key questions in the fight against poverty. The primary goal is to enhance lives through evidence. By analyzing economic trends and social data, they offer valuable insights into the causes of poverty and recommend effective strategies to tackle it. This research can help policymakers design programs that promote economic inclusion and support development and growth. Additionally, J-PAL organizes seminars and forums that bring together academics, industry leaders, and policymakers to collaboratively address poverty-related issues and identify areas for improvement, including, but not limited to, capacity building for researchers, policymakers, practitioners, and donors who create, use, and promote evidence-based decision-making.

In July 2025, the Onsi Sawiris School of Business and J-PAL marked five years of partnership in fostering a culture of evidence-based decision-making and usage to combat poverty in the Middle East and North Africa (MENA) region. This initiative is driven by a vision to connect research and policy through collaboration rooted in local contexts and to develop a growing network of policymakers and researchers dedicated to using evidence for social impact.

How did this multi-stakeholder collaboration come together? When did it all begin? Who are the key partners? What has been accomplished over the past five years, and what are the goals moving forward? The following are key highlights that showcase a journey of increasing societal impact and community development based on a shared vision by a seamless network of collaborators from diverse backgrounds, including academia and philanthropy, all motivated by achieving a scaled and sustainable impact on society.

In 1989, reflecting the shared value placed on education for development, the Abdul Latif Jameel family’s longstanding connection with AUC, which dates back to the 1960s, took a significant step by establishing the Jameel Center for Middle East Management Studies (JC) through a philanthropic endowment by Abdul Latif Jameel–a Saudi entrepreneur and visionary who founded the Abdul Latif Jameel Group in 1945, laying the foundation for one of the most diversified family-owned businesses in Saudi Arabia–and Yousef Jameel. This gift was designated to house the Department of Management at the downtown campus. The JC, as it was popularly known, opened its doors in 1989 and soon became a leading hub for innovative management education and training across the Middle East.

In 2003, the Poverty Action Lab was established at the Massachusetts Institute of Technology (MIT) by professors Abhijit Banerjee, Esther Duflo, and Sendhil Mullainathan to transform the way the world addresses the challenges of global poverty.

In 2005, the lab partnered with Community Jameel, founded and chaired by Mohamed Jameel KBE, an independent, global organization dedicated to advancing science to help communities thrive in a swiftly changing world. After the partnership, the lab was renamed the Abdul Latif Jameel Poverty Action Lab (J-PAL) in honor of Abdul Latif Jameel. His dedication to community development and social responsibility inspired the creation of Community Jameel— the group’s philanthropic arm. Through this foundation, his legacy of improving education, fighting poverty, and promoting cultural and scientific exchange continues to flourish.

In 2008, when AUC moved to the New Cairo campus, the School of Business was housed in the Abdul Latif Jameel Building.

In 2015, J-PAL started working with the Sawiris Foundation for Social Development (SFSD). The partnership focused on conducting randomized evaluations of SFSD’s locally developed programs, which aimed to create sustainable jobs, improve education, and increase access to microcredit in Egypt.

In 2018, J-PAL established its presence in the MENA region by opening an office at the AUC School of Business. This partnership was a strategic move to localize J-PAL’s global mission and to enhance capacity for evidence-based policymaking in Egypt, with a focus on the region.

Also, in 2018, J-PAL launched the Bab Amal (Door of Hope) Project—a transformative social protection program aimed at expanding its reach to 100,000 households by 2028 in the governorates of Assiut and Sohag, two tremendously underserved areas in Upper Egypt. The project has been successful in lifting families out of extreme poverty through a sustainable and comprehensive pathway that integrates social protection, enhanced livelihoods, financial inclusion, and social empowerment.

In 2019, J-PAL co-founders Abhijit Banerjee and Esther Duflo, along with long-term affiliate Michael Kremer, received the Nobel Prize in Economics for their pioneering work to reduce global poverty.

In 2020, following several successful projects, J-PAL expanded its office into a regional hub. The office, known as J-PAL MENA at AUC, was officially launched and is located within the School of Business.

Building on the interconnected mission of teaching, research, and service, faculty from the Onsi Sawiris School of Business have been closely involved in J-PAL MENA’s diverse portfolio of research projects that tackle pressing development challenges in Egypt and the wider MENA region. Their work spans impact evaluations of microcredit products in Upper Egypt, studies on job-matching services and job fairs to improve labor market outcomes, a pilot evaluation of small-scale biogas digesters and rural energy access, and analyses of labor market information exchange across the South Mediterranean, as well as interventions addressing irregular migration.

In 2024, the School of Business was renamed Onsi Sawiris School of Business, thanks to a generous gift–the largest single gift in the university’s history–from the NNS Foundation, the Naguib Sawiris Charitable Fund, Naguib Samih Sawiris, the Sawiris Foundation for Social Development, and Orascom Construction.

It is ironic that, for nearly 40 years, AUC, Community Jameel, the Sawiris Family, their corporate affiliates and foundations, and J-PAL had dual partnerships, until they came full circle and united, sharing a common vision and purpose to support poverty alleviation through J-PAL MENA.

Over the years, J-PAL has grown into a global network of affiliated professors who conduct randomized evaluations to address key policy issues in the fight against poverty. Today, J-PAL’s staff includes more than 500 researchers, policy experts, educators, and trainers based in over a dozen countries, including the United States, Indonesia, France, India, Chile, Brazil, South Africa, Kenya, Morocco, Mexico, Côte d’Ivoire, and Egypt.

From the outset, the goal of J-PAL MENA has been to collaborate closely with governments and development practitioners to foster a culture of learning—one where programs are rigorously tested, adapted, and scaled based on what works to improve development outcomes. The partnership with the Onsi Sawiris School of Business provided J-PAL with a strong academic foundation and access to a network of researchers, students, and policymakers. This collaboration has allowed J-PAL MENA to conduct rigorous impact evaluations, strengthen local research capacity, and foster a culture of evidence-based decision-making throughout the region. J-PAL MENA researchers, students, and policymakers have access to over 1,200 summaries of randomized evaluations conducted by the network’s affiliates across various sectors in 98 countries.

Since its inception, J-PAL MENA has made significant progress in advancing its mission. It has conducted over 60 randomized evaluations across 9 countries in the MENA region, covering key sectors such as education, labor markets, gender, health, social protection, and environmental sustainability. Sample projects include initiatives in education aimed at improving student learning outcomes, such as teacher training programs, curriculum reforms, and technology-assisted learning tools; in youth employment, evaluating entrepreneurship training and access to finance programs for young people to identify effective strategies for reducing youth unemployment and promoting economic inclusion; and in health, exploring ways to enhance access to and improve the quality of healthcare services.

In addition to several social protection programs aimed at tackling poverty and reducing inequality, such as improving data quality for effective targeting of those in genuine need, enhancing food subsidy programs, refining cash transfer initiatives, and improving health insurance subsidies, this work has been supported through collaboration with over 20 donors and 70 partners, all committed to generating evidence to inform policy and practice. Some of the key projects include, but are not limited to, the following:

In 2022, one of the key milestones for J-PAL MENA was the creation of the Egypt Impact Lab (EIL). EIL is a joint effort between J-PAL MENA and Egypt’s Ministry of Planning, Economic Development, and International Cooperation, housed within the National Institute for Governance and Sustainable Development, to improve the cost-effectiveness of Egypt’s poverty reduction policies and guide scale-up decisions across priority sectors. The lab’s goal is to institutionalize the use of evidence in policymaking and to improve development outcomes for Egyptians. EIL aims to foster a culture of evidence-informed decision-making throughout the government by increasing partners’ ability to use evidence in program design and implementation, leveraging administrative data to support evidence generation, and strengthening regional research capacity. To date, more than 500 government officials and development practitioners have been trained through various programs and workshops, including courses on evaluating social programs, leading evidence-based decision-making, fundamentals of randomized evaluations, data collection for randomized evaluations, and more. EIL works with international organizations and academic institutions to exchange knowledge and best practices.

EIL emphasizes four main thematic areas: (a) social protection and poverty alleviation; (b) employment and the development of micro, small, and medium enterprises; (c) women’s empowerment and family planning; and (d) environment, energy, and climate change. Its work focuses on government development priorities and aims to enhance the impact of key national initiatives. Notably, EIL operates on three core pillars: (1) generating evidence on priority questions and sharing insights on EIL themes; (2) building the government’s capacity to utilize evidence; and (3) strengthening local knowledge ecosystems to influence policy. In addition to conducting evaluations, J-PAL MENA and EIL are dedicated to building the capacity of policymakers and practitioners.

J-PAL MENA has a particular interest in nurturing the next generation of academic researchers in the region. In 2023, the MENA Scholars Fellowship was launched to mentor and support early-career scholars, creating a strong pipeline of MENA-based researchers capable of leading rigorous evaluations. Through the fellowship, participants gain hands-on experience in cutting-edge projects in collaboration with J-PAL-affiliated researchers, while also expanding their academic networks. This initiative is reinforced by J-PAL MENA’s growing research community, which now includes more than 120 collaborators worldwide and over 25 researchers conducting randomized evaluations across the MENA region, including faculty from the Onsi Sawiris School of Business. Together, these efforts are strengthening the local and regional research ecosystem.

In 2025, the Hub for Advanced Policy Innovation for the Environment (HAPIE) was launched to test and scale innovative solutions that improve access to clean air and water and to support more effective environmental policymaking. Moving forward, HAPIE will provide policymakers with robust evidence on the effectiveness of technological and policy solutions to address the twin challenges of climate change and poverty in the MENA region. Complementing this work, the Morocco Employment Lab, established in 2020, was expanded in 2024 into the Morocco Innovation and Evaluation Lab, reflecting an enlarged mandate to collaborate with government partners across diverse sectors, including education, social protection, firm growth, agriculture, and the environment.

The collaboration between J-PAL MENA and the Onsi Sawiris School of Business has created a vibrant platform for knowledge exchange and policy dialogue. Together, they host seminars, workshops, and discussions that bring evidence to bear on Egypt’s development priorities. Notably, the Global Evidence for Egypt Spotlight Seminar Series is funded by UNICEF, while South-South Learning exchanges are supported by J-PAL and its partners. Building on this foundation, J-PAL MENA leverages strong partnerships and a growing portfolio of evaluations to ensure that rigorous research translates into action, contributing to reforms in education, social protection, and public health.

With a solid foundation, strong partnerships, and an expanding portfolio of impactful projects, J-PAL MENA is well-placed to create meaningful change in the region. Their work demonstrates the power of research and collaboration in tackling complex development issues and enhancing lives.

The journey of J-PAL MENA at AUC, which is still in its early stages but has achieved some remarkable progress, is one of vision, partnership, and impact. From its beginnings to the establishment of J-PAL MENA, the journey reflects a strong commitment to not only informed policymaking through technical rigor but also to cultivating relationships, building trust, fostering shared ownership, and creating space for learning and growth. The future holds numerous opportunities for education, knowledge sharing, and expanding impact across the MENA region, driven by a renewed sense of purpose, determination, and ambition.

About the authors: Iqbal Dhaliwal is the Global Executive Director of the Abdul Latif Jameel Poverty Action Lab and is based at the Massachusetts Institute of Technology, and Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

28 August 2025
Issue #55

This edition of NileView is part of a series that highlights Egypt’s potential to become a leading global tourism destination, thanks to its rich ancient civilization, cultural heritage, iconic landmarks, and diverse natural landscapes. In a previous edition, Luxor: The Jewel of the Nile and Cradle of Civilizations, I discussed one of the world’s most fascinating open-air museums: Luxor. This edition focuses on one of the world’s oldest cities, a place with deep historical and cultural significance: Alexandria.

For Egyptians in general, and Cairenes in particular, July and August have long been the months when many head north to enjoy a summer break by the beach in Alexandria, where temperatures usually range from 27°C to 33°C. During that time, Alexandria transforms into a lively city, offering an unforgettable experience. The city’s coastline spans about 30 kilometers, with beaches known for their natural beauty and accessibility, along with a wide variety of water sports. A gentle breeze carries the scent of saltwater, and the soft sand invites everyone to enjoy the sea view under colorful umbrellas. Whether relaxing on the beach, exploring the city’s history, or experiencing its vibrant nightlife, Alexandria has something for everyone. This includes savoring local culinary delights that feature seafood, aromatic spices, and bold flavors, reflecting the city’s multicultural heritage. For a sweet treat, people indulge in pastries, fresh fruits, ice cream, traditional Egyptian delicacies, and rich coffee.

Alexandria is one of those cities that never sleeps. As night falls, the city’s energy shifts to a different rhythm. The restaurants and cafes encourage outdoor gatherings and offer perfect spots overlooking the Mediterranean, where people enjoy cultural performances and stunning sunset views over the water. The sound of music creates a lively atmosphere that lasts late into the night. No visit to Alexandria is complete without a walk along the Corniche, the city’s famous waterfront promenade. People enjoy the cool evening breeze, and street vendors sell roasted corn and sweet sugarcane juice. The Corniche is a place where history and modern life collide.

Some of the city’s iconic landmarks include the Qaitbay Citadel, a 15^th-century fortress that stands proudly at the edge of the harbor. The citadel’s ancient walls offer a stunning reminder of Alexandria’s rich history. Additionally, a deeper dive into the city’s past reveals a fascinating journey through the ages at the Alexandria National Museum– from ancient artifacts to Roman mosaics, the museum’s exhibits tell the story of a city that has been a crossroads of civilizations. A visit to the Montaza Palace is a real royal treat. The palace’s sprawling gardens, with their lush greenery and colorful flowers, are a haven of tranquility. The palace itself, with its blend of Ottoman and Florentine architecture, offers a glimpse into the opulence of Egypt’s royal past. Additionally, the Catacombs of Kom El Shoqafa are among the most significant archaeological sites from the Greco-Roman period, dating back to the 2^nd century CE. A unique blend of Egyptian, Greek, and Roman architectural and artistic styles, reflecting the cultural blend of Alexandria during that period. They are considered one of the Seven Wonders of the Middle Ages and are a UNESCO World Heritage Site. The blending of styles is a testament to Alexandria’s diverse cultural heritage.

The following timeline highlights some key moments in Alexandria’s history, from its founding by Alexander the Great to its current status as a thriving Mediterranean city.

Founded by Alexander the Great in 332 BCE during his conquest of Egypt, it has served as a cultural, intellectual, and economic hub for over two thousand years. He selected the site for its strategic location on the Mediterranean coast, making it a key center for trade and commerce, and a bridge between Europe, Africa, and Asia. The city was designed by the architect Dinocrates of Rhodes, who created a grid plan with wide streets, public buildings, and a harbor that would become one of the busiest in the ancient world.

The city gained fame for its impressive architecture, including the famous Lighthouse of Alexandria, also known as the Pharos Lighthouse (one of the Seven Wonders of the Ancient World), and the Library of Alexandria, a symbol of knowledge and learning. The library was perhaps the most famous institution of the ancient world. Founded in the early 3^rd century BCE, it served as a research institution and center for scholars, scientists, and philosophers from around the world, making it a place of intellectual exchange. The library is estimated to have housed thousands of scrolls and manuscripts. Scholars such as Euclid, Archimedes, and Eratosthenes worked at the library, making groundbreaking contributions to mathematics, astronomy, and geography. The library’s destruction remains a subject of debate among historians. Regardless of the exact circumstances, the loss of the library around 48 BCE during the Roman Civil War, under the reign of Julius Caesar, marked the end of an era of unparalleled intellectual achievement.

The city became the capital of the Ptolemaic Kingdom. This Greek dynasty ruled Egypt for nearly three centuries, turning Alexandria into a center of Hellenistic culture and learning. In 30 BCE, after Cleopatra VII, the last Ptolemaic ruler, was defeated, Egypt became a Roman province. Alexandria remained an important city in the Roman Empire and kept thriving as a cultural and economic hub. The city’s population was a mix of different cultures, including Greeks, Egyptians, Romans, and people from across the Mediterranean and beyond. This diversity showed in its architecture, religions, and daily life.

In the 1^st century CE, during the Roman and Byzantine periods, Alexandria was a major trading hub, connecting the Roman Empire with the East. Goods like grain, papyrus, and luxury items moved through its port, making it one of the wealthiest cities in the empire, and it remained a center of learning. The city also played a key role in spreading Christianity. According to tradition, Saint Mark the Evangelist founded the Coptic Church in Alexandria, making it one of the earliest Christian communities in the world. The city was home to notable Christian theologians, including Origen and Athanasius.

In 391 CE, the Library of Alexandria was largely destroyed during riots. During the 5^th and 6^th centuries CE, Alexandria remained an important cultural and religious center, but it experienced periodic conflicts and natural disasters, including earthquakes. In 641 CE, Alexandria fell to the forces of Amr ibn al-As, marking the beginning of Islamic rule in Egypt. Under the Umayyad and Abbasid Caliphates, Alexandria’s influence declined as the new rulers focused on the newly established capital of Fustat (later Cairo). However, the city continued to be a vital port and a hub for trade and commerce, attracting merchants from the Mediterranean from the 7^th to the 15^th century. Alexandria maintained its status as a lively cultural hub, and its scholars made significant contributions during the Islamic Golden Age. The city’s lighthouse, which had stood for centuries, was destroyed by earthquakes in the 14^th century.

In 1517, the Ottoman Empire took control of Egypt, and Alexandria became one of its provincial cities. During that time, the city’s fortunes fluctuated because it was often overlooked by Ottoman rulers in favor of Cairo. However, Alexandria’s port remained busy, acting as a gateway for trade. The 18^th century saw a slow revival of Alexandria’s significance as European powers started to show interest in Egypt. Its strategic location made it an important player in the expanding trade between Europe and the East, and the city’s population began to increase again. By the end of the 18^th century, Alexandria was ready to reclaim its status as one of the top cities in the Mediterranean.

In 1798, Napoleon Bonaparte invaded Egypt, marking the beginning of a new era of European influence in Alexandria. Although the French occupation was brief, it left a significant mark on the city. After the French withdrew in 1801, Egypt came under the rule of Muhammad Ali Pasha, the Ottoman Empire’s governor, who started his reign in 1805 and is regarded as the founder of modern Egypt. Under his leadership and that of his successors, who ruled for 147 years, Alexandria experienced rapid development and growth. The city’s port was modernized, and new infrastructure, including railways and telegraph lines, was built. Alexandria emerged as a center of European culture and commerce, attracting foreign merchants and diplomats. By the mid-19^th century, Alexandria reclaimed its status as one of the most cosmopolitan cities in the world, with a diverse population that included Greeks, Italians, Armenians, and other ethnic groups.

In 1869, with the opening of the Suez Canal, Alexandria’s importance as a major port city in the Mediterranean was significantly boosted.

In 1882, Alexandria was bombarded by the British, leading to the British occupation of Egypt. The British invested heavily in the city’s infrastructure, which strengthened its importance as a commercial and cultural hub and established it as a key link in the British Empire’s global trade network.

In 1942, Alexandria played a crucial role in World War II, serving as a strategic base for Allied forces and a target for the Axis powers. The city served as a vital supply base for British troops fighting in North Africa, particularly during the Western Desert Campaign. Alexandria faced numerous air raids by Italian and German forces. Additionally, the decisive Battle of El Alamein, which marked a turning point in the war, was fought west of Alexandria, significantly influencing the course of the conflict in North Africa and the overall war.

The year 1952 marked the beginning of the decline of foreign influence in Egypt. Following the regime change from kingdom to republic in 1953, the end of British occupation in 1954, and the 1956 Suez Crisis, the city’s foreign population decreased as many Europeans left Egypt, and Alexandria became more distinctly Egyptian.

From the 1960s onward, Alexandria continued to grow, becoming a major industrial hub, and its port remained one of the busiest in the Mediterranean. In recent years, efforts have been made to restore the city’s historic heritage, including the construction of the Bibliotheca Alexandrina in 2002, a modern library and cultural center that honors the ancient Library of Alexandria with its striking architecture, tilted roof, and intricate designs.

Over the past few decades, as the population has grown, many Egyptians have shifted from spending summers in Alexandria to moving to Egypt’s north coast, west of Alexandria. They now enjoy a stretch of over 500 kilometers of golden sands and sparkling blue waters–an Egyptian Riviera on the southern Mediterranean coast, offering a variety of seaside experiences for families and young people alike.

For over a hundred years, Alexandria, with its rich history and cultural importance, has inspired many books across different genres, including historical accounts, travel stories, and literary works by a wide range of scholars, historians, and authors. Here is a selection of some of the best works written about Alexandria, covering its ancient past, its role in history, and its modern-day significance.

A History and a Guide by E.M. Forster (1922) offers a detailed account of life in the city during World War I and provides a vivid depiction of its history, culture, and landmarks, blending scholarly insight with personal observation; The Alexandria Quartet by Lawrence Durrell (1957-1960), a series of four novels set in Alexandria during the 1930s and 1940s, captures its exotic atmosphere and complex social dynamics, making it one of the most renowned literary works about Alexandria; The Collected Poems of C.P. Cavafy by Constantine Cavafy (1961), whose poetry is deeply connected to Alexandria, often evokes the city’s past and present; and Alexandria: City of the Western Mind by Theodore Vrettos (2001), explores the intellectual and cultural history of Alexandria, especially during the Ptolemaic and Roman eras, highlighting the city’s contributions to philosophy, science, and religion, as well as its role as a cultural melting pot.

Alexandria’s history is a testament to its longevity, resilience, and adaptability. From its founding by Alexander the Great to its role as a center of trade and learning in the ancient world, and its evolution through the medieval, Ottoman, and modern periods, Alexandria has continually reinvented itself while retaining its unique character. Today, the city stands as a living monument to its rich and diverse past, a place where the ancient and the modern coexist in harmony. As Alexandria continues to evolve, it remains a symbol of Egypt’s enduring legacy as a bridge between cultures and civilizations, weaving a timeless tapestry of diverse cultures.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

15 July 2025
Issue #54

Since then, I have had the privilege of serving the global AACSB community in various ways. My roles have included mentoring different schools, participating in peer review teams and chairing some, serving on task forces and committees, and contributing to numerous panel discussions and affinity groups at various conferences and seminars. I also helped establish and co-chair the Middle East and North Africa (MENA) Advisory Council and later the MENA Regional Network. This journey has been remarkable because it has been informative, insightful, and transformative. It involved sharing experiences with peers from different schools, learning from them, and exploring opportunities for collaboration. It was driven by passion and the desire to learn, improve, and help others do the same. All of this is volunteer work, which makes it even more special and meaningful. It demonstrates a sense of collegiality and a commitment to supporting peers from our growing global community of 1900 member schools in over 100 countries.

Then, in July 2021, I was honored to be appointed to the board of directors representing the Europe, Middle East, and Africa (EMEA) region. In 2022, I was named vice chair of the board of directors for the 2023/2024 academic year and chair-elect for the 2024/2025 academic year.

As I reflect on this past academic year as chair of the board, I am filled with deep pride and gratitude for the collaborative spirit and unwavering commitment of my colleagues on the board, the AACSB leadership, and staff — a classic example of effective institutional teamwork where everyone contributed. I want to take this opportunity to thank Alex Triantis, Dean of Johns Hopkins Carey Business School at Johns Hopkins University and Immediate Past Chair of the board, my esteemed colleagues on the board from both the academic and business worlds; Lily Bi, President and CEO of AACSB; the executive team, and the entire staff, whether in Tampa, Amsterdam, or Singapore, for working tirelessly to serve our global community—an incredible collective brainpower and energy driven by diverse perspectives, backgrounds, and experiences.

This was a demanding obligation that I genuinely enjoyed. This role provided me with a unique opportunity to work closely with an international community of business school leaders committed to shaping the future of business education. Our shared goal has been—and will remain—centered on continuous improvement and striving for excellence, all while navigating the constantly evolving and disrupted landscape of business education—an endeavor we approach with collaboration and determination.

Key highlights of the year included AACSB’s concerted effort to advance several new initiatives and programs. These included launching the inaugural report of the State of Business Education, establishing the AACSB Academy, introducing new learning and development opportunities, starting the Governance Review Project, and initiating the Shaping the Future of Research Impact Project—all part of a well-thought-out three-year strategic plan that was developed over a year ago, and it was time for implementation.

The pursuit of excellence in business education is a journey, never a destination. Guided by this ethos, AACSB promotes a culture of innovation that transcends borders, enabling member schools to adapt to and capitalize on the rapidly changing educational and professional landscapes. This has involved multiple conversations and brainstorming sessions throughout the year on the prospects of incorporating emerging technologies and innovative pedagogies to improve learning outcomes, enhance interdisciplinary research, increase business practice linkages, and nurture a curriculum that reflects both current demands and future trends in light of ongoing disruptions and transformations.

As always, the board encouraged diverse thinking and inclusivity, recognizing that a multifaceted approach to business education enhances the learning experience and better prepares a new generation of leaders for a dynamic and changing global marketplace—leaders who are not just innovative and business-savvy but also responsible, ethical global citizens who view business as a force for good and ready to lead with vision and purpose. By cultivating a culture that values different perspectives, AACSB not only reflects the communities it serves but also sparks richer conversations and helps develop creative solutions to society’s challenges.

From the beginning of my term, it was clear that our time on the board would be shaped by the ingrained traditions of AACSB, as well as emerging challenges and opportunities. While the first six months saw rapid progress on multiple fronts, the last six months have been marked by unprecedented challenges. I am deeply grateful to many of my colleagues, whose regular communication, engagement, and wisdom have been vital in navigating these critical times. I also greatly appreciate our extensive global network of member business schools and partner institutions–one of our greatest strengths– with diverse voices and ideas, whose commitment and resilience continue to motivate and drive us forward while fostering inclusive dialogue to ensure that AACSB accurately reflects the community we serve. It has been an inspiring experience to work with colleagues from around the world, witnessing their shared commitment to excellence and broader impact, as each offers unique perspectives and insights. They help shape a future that is not only hopeful and bright but also rooted in the core values that define AACSB: members first, inclusivity, global unity, excellence, and curiosity.

In addressing the future of business education, AACSB’s Innovation Committee has spent the past two years examining the implications of artificial intelligence and machine learning. With the rapid acceleration of digital transformation and its potential to reshape how business education is delivered and experienced, business schools must be nimble and forward-looking, continuously reassessing and reimagining what is possible. Additionally, the board, working with various partners and members of our global community, has diligently explored opportunities and the potential for integrating these advancements into their academic offerings, such as AI-driven learning tools, virtual reality simulations, and hybrid teaching models that enhance accessibility and personalization.

Throughout the year, the board emphasized the importance of aligning curricula with business and industry needs to keep them relevant, timely, and impactful. As industry requirements change quickly, business schools must adapt to prepare graduates who are not only knowledgeable but also agile, resilient, innovative, and adaptable. The foundation of the board’s thinking was built around fostering engagement with various stakeholders in society.

As my tenure as chair of the board comes to an end today, it has been a privilege to serve an organization deeply committed to advancing quality in business education, and I remain excited about the path ahead. Tomorrow, I step into the role of immediate past chair of the board and continue to dedicate time and energy to serving our global community of change-makers. In the dynamic and ever-evolving world of business education, the past year has been a journey of discovery and collaboration that not only strengthened my belief in the transformative power of business education but also underscored the incredible wealth of experience, knowledge, and reach present within the AACSB community.

I wish my colleague Joyce Strawser, dean of the Stillman School of Business at Seton Hall University and chair of the AACSB Board of Directors for the 2025/2026 academic year, a successful, productive, rewarding, and enjoyable tenure.

In conclusion, I want to once again express my deepest gratitude to my colleagues on the board, the entire team at AACSB, and the extensive global network of member schools. I am truly thankful for the trust and support I have received from everyone. Thank you for your friendship. It has been a privilege and an honor to serve you all as board chair for the past year.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

30 June 2025
Issue #53

In today’s world, business schools are uniquely positioned to become primary stakeholders in society, bridging the gap between what is taught and the global current affairs that impact people, businesses, markets, and communities worldwide. They can foster effective collaboration and drive meaningful change by facilitating open, constructive dialogue among various stakeholders, including businesses, government, and civil society organizations. This edition of the NileView aims to explore the role of business schools as conveners and connectors of diverse stakeholders in society, driving societal impact and influencing policy through enhanced academic offerings and community development initiatives that reflect the needs of societies.

In recent decades, guest lecturing, internships, case studies, co-op programs, company visits, on-the-job training, and joint projects with business and industry have served as the primary engagement activities that business schools employ to bridge the gap between theory and practice. However, several questions come to mind: Have these interactions been sufficient? Have they made the intended impact? Have business schools adapted to global changes? Can business schools do more? If so, what and how?

In a rapidly evolving global landscape, the role of business schools as connectors of various stakeholders and conveners of different conversations—employing a balanced approach to address the needs of diverse enterprises and emerging societal concerns—has never been more vital. At the heart of their vision, mission, strategic objectives, and goals, business schools increasingly serve as hubs of innovation and thought leadership. In a fast-paced and changing environment, business schools cannot—and should not—operate in silos or focus solely on offering academic degrees. In an era of ongoing transformations and accelerations of various shapes and forms, business schools are becoming more crucial than ever as key players and important stakeholders in society. Through their multiple offerings, they shape the minds of future leaders—leaders who should be principled, ethical, visionary, and capable of navigating a dynamically changing global space that can never be fully realized through a learner-centered experience primarily confined to the classroom. Accordingly, the boundaries of their ecosystem should extend well beyond the campus.

By fostering partnerships and dialogue with business associations, corporations, startups, government organizations, civil society, and peer academic institutions, business schools can better align their academic offerings with the evolving needs of the market. This alignment ensures that learners are exposed to diverse experiences and engaged in a variety of conversations with peers from around the world, as well as with scholars, experts, and professionals from different businesses and industries with various backgrounds and cultures. Consequently, they will be better positioned to possess the skills and knowledge necessary to thrive in a dynamic environment. It is imperative that business schools continually update their curricula to reflect the realities of the business world and integrate emerging topics, such as digital transformation, climate change, sustainability, governance, and ethical leadership.

Impactful and sustainable collaboration begins with a simple yet focused open discussion. Institutions take the time to get to know one another and foster collaboration. Business schools host conferences, forums, roundtable discussions, workshops, and seminars that gather voices from various sectors, sometimes from different parts of the world. These events provide platforms for exchanging ideas, identifying opportunities for growth and innovation, discussing challenges, and sharing experiences and lessons learned. These interactions not only enhance the academic curriculum but also influence policy, fostering a more sustainable and socially responsible business environment. Furthermore, business schools play a vital role in promoting interdisciplinary research that addresses complex global challenges, such as climate change, inequality, and technological disruption. These collaborations often lead to the creation of joint degree programs and research initiatives that transcend traditional academic boundaries, producing graduates who are well-prepared to tackle multifaceted issues.

Beyond the walls of academia, business schools serve as intermediaries between students and the professional world. Through internships, mentorship programs, and real-world projects, they enable direct interaction between students and industry professionals. These experiences not only provide students with valuable insights into the business world but also help businesses remain connected to academia. Students often act as conduits for transferring cutting-edge knowledge from the classroom to the workplace. Furthermore, by leveraging their research capabilities, business schools influence policy, providing policymakers with evidence-based insights that contribute to informed decision-making processes. These collaborations and partnerships enrich the academic experience and prepare graduates to navigate and lead in an interconnected world. The following is an example of a business school that consistently aims to be a convener, fostering conversations and discussions about important societal issues.

From May 13 to 27, 2025, the Onsi Sawiris School of Business experienced a 15-day marathon featuring a diverse range of discussions on global affairs, the economy, inflation, trade globalization, women in business, doing business in Egypt, women in leadership, entrepreneurship and technology, the future of executive education, and more. Throughout these discussions, the school acted as a convener and connector for scholars, experts, professionals, policymakers, students, alumni, and corporate partners. Here are some highlights from the two weeks of packed discussions.

On the morning of May 13, the school launched the 7^th edition of the annual monitoring report of Egypt’s Women on Boards (WoB) Observatory, themed “Potential Opportunities: Turning Measured Progress Into Lasting Impact.” In 2014, the school led a consortium of local and regional partners to promote diversity and inclusion on boards. The initiative evolved into a national program with an initial target of 30% women on boards by 2030. The first annual monitoring report of Egypt’s WoB Observatory was published in 2017. The 2024 results show that the WoB indicator reached 24.3%, up from 10% in 2019. If the initiative maintains its current momentum, it could meet its target before 2030. However, 2024 witnessed a relative slowdown in the placement of WoB, reflecting an increase of only 1% compared to an average annual increment of 3% over the past few years. This slowdown will necessitate greater efforts to enhance the placement rate of women on boards and ultimately improve gender diversity. The event featured a panel on “Breaking Barriers: Policies, Progress and Persistent Gaps in Women’s Board Representation," attracting 70 women leaders along with other participants and organizational partners, including the Egyptian Exchange, the Central Bank of Egypt, the Financial Regulatory Authority, the Ministry of Public Enterprise Sector, D-CODE Economic and Financial Consulting, the International Finance Corporation (IFC), and CEO Women.

On May 13, the school hosted 66 MBA graduate students from Harvard Business School as part of the FIELD Global Immersion Program, a required course for first-year MBA students in the spring 2025 semester. During their campus visit, the students participated in an innovation project with a local company, engaging with customers, gathering insights, and brainstorming solutions. They also discussed their projects with their peers from the school’s MBA program, gaining their reflections on the local market. On the one hand, such an exchange was crucial for refining their project outcomes; on the other hand, it provided students from both schools with an opportunity to experience different perspectives and engage in dynamic conversations. All students were invited to attend a fireside chat with Ambassador Sameh Shoukry, the former Minister of Foreign Affairs of Egypt, providing an opportunity for discussion on cross-cultural learning, and Egypt’s role in the region and the world.

On May 14, the school launched Digitelles Misr. A custom hybrid program designed to empower 100 women in Egypt with in-demand digital freelancing skills, focusing on digital marketing, artificial intelligence, and machine learning. The program is a year-long initiative consisting of four cohorts, each lasting six weeks and accommodating 25 participants. This enables them to expand their reach beyond national borders, compete in the global freelance market, and contribute to Egypt’s digital future and inclusive growth. By addressing the tech gender gap, the program aims to create a diverse pipeline of women freelancers and innovators while developing new career paths for women and fostering greater inclusion in Egypt’s tech industry, which has historically been underrepresented. The program is not just about learning digital skills; it promotes mentorship and equips women with the technical and networking abilities necessary to succeed in freelancing–from navigating online platforms to presenting themselves professionally, crafting their résumés, developing strong and effective communication skills, and gaining insights into the legal and financial frameworks of freelancing, all while being driven by an entrepreneurial mindset. The initiative, a joint partnership among Capgemini, the school’s Center for Entrepreneurship and Innovation, the Women Entrepreneurs Network, and EG Bank as community partners, showcases the school’s commitment to gender equality and collaboration with various stakeholders, including private enterprises and civil society organizations. The event was attended by 50 women from partner organizations across Egypt.

On May 18-19, the school hosted the inaugural International Monetary Fund (IMF)-Middle East North Africa (MENA) Research Conference on “Steering Macroeconomic and Structural Policies in A Shifting Global Economic Landscape.”This is the first annual economic research conference co-organized by the IMF and an academic institution in the region. The conference brought together esteemed international and regional academics, researchers, and policymakers to exchange ideas on globally relevant economic and policy issues. The event aimed to create a forum for dialogue and knowledge sharing, promote policy-oriented academic research, and foster collaboration to enhance economic understanding in the MENA region. It also sought to strengthen research capabilities within ministries of finance and central banks. The conference was attended by 166 scholars from 23 countries, as well as senior researchers and economists from the IMF. The agenda included rebuilding margins while addressing inequalities, monetary policy, financial stability, navigating inflation, returning to industrial policy, identifying market-based solutions, the green transition, artificial intelligence, and the future of work and jobs, as well as the path forward for the MENA region amid constant disruptions and a changing global landscape.

From May 20 to 22, the school hosted the University-Based Executive Education Consortium (UNICON) Directors’ Conference, themed “Transforming Executives’ Education: Innovative Strategies for a Dynamic Business Landscape.” The conference brought together senior leaders, deans, and directors of executive education to exchange ideas, insights, and perspectives, fostering a workforce that is future-ready to meet the demands of a changing global business environment. The event attracted a record attendance of 90 representatives from business schools across 29 countries, providing our faculty with the opportunity to engage with executive education experts from the UNICON network, explore potential collaboration opportunities, and discuss the future of executive education in light of global developments, the varying needs of different markets within their local contexts, and the acceleration of artificial intelligence’s impact. Additionally, it focused on aligning with learner-centered experiences and breaking down the silos between degree offerings and executive education to strengthen the connection and ensure seamless integration between theory and practice.

On May 24-25, the school hosted the annual African Association of Business Schools (AABS) Connect Conference, also celebrating the association’s 20^th anniversary. The conference theme, “From Africa to the World: Showcasing African Excellence,” was evident in the sessions and panel discussions, highlighting Africa’s transformative role in shaping the future of global business education. The event highlighted the significant impact of African innovation, the enduring legacy of African institutions' success, and the essential contributions of African business schools to the global community. The conference attracted 80 representatives from 29 countries across the continent.

On May 26, the school launched “Futuremakers Women in Tech Egypt.” This three-month acceleration program supports visionary women entrepreneurs in building innovative startups through knowledge, mentorship, ecosystem exposure, and other opportunities, including $10K in equity-free funding for the top three winners. The program is organized by the school’s accelerator, the Venture Lab, and is supported by Village Capital, an international organization that unlocks early-stage social and financial capital for entrepreneurs developing emerging solutions to environmental, social, and economic challenges. The Standard Chartered Foundation funds the program.

On May 27, in celebration of Africa Day, the school organized a series of roundtable discussions on critical issues impacting Africa, including climate change, sustainability, demographics, and the growing impact of artificial intelligence. The one-day event, featuring three sessions, was organized in partnership with the Association to Advance Collegiate Schools of Business (AACSB), Inside Business Education (IBE) by Times Higher Education, PRME Africa, and Business Schools for Climate Leadership (BS4CL) Africa. The primary goal was to tackle the major challenges facing Africa and encourage collaborative solutions through academic and professional engagement. This included examining the integration of artificial intelligence in learning and teaching, conducting interdisciplinary research on pertinent issues such as climate change and the skills gap in higher education, and strengthening the connection between academia and the private sector to promote long-term collaboration in executive education, applied research, and policy engagement. The event attracted 27 participants from business schools, business school associations, and private organizations across nine countries in Africa, Europe, and the United States.

This was a busy period for the school community, with faculty, undergraduate and graduate students, staff, corporate partners, and alumni participating in and observing various events, engaging in numerous discussions, challenging assumptions, and asking difficult questions based on their interests. These conversations centered on issues related to business education, the economy, gender equality, digital transformation, artificial intelligence, market dynamics, innovation, entrepreneurship, and the future of learning and work. Many ideas were explored, and suggestions were made for possible incorporation into the various offerings within the academic triangle of teaching and learning, research, and service, including executive education and community development.

Several key takeaways emerged from this packed 15-day marathon of intense school engagements with individuals and institutions locally and internationally. First, in a world characterized by immense pressure, uncertainty, and disruptions, clarity of purpose and focus are essential for all stakeholders. Business schools should operate as integrated, forward-looking ecosystems where silos have no place. Engaging with the private sector, policymakers, and civil society is necessary. Business schools must strive to create inclusive environments where diverse perspectives and voices of all stakeholders, including learners, can be heard and valued. Business schools should always reach out and engage with various stakeholders. Finally, it is crucial to continually review academic offerings, executive education programs, and community development initiatives to ensure they remain timely and relevant.

In conclusion, business schools are not merely centers of teaching and learning; they also have the potential to serve as vital connectors and conveners of conversations among society’s stakeholders. By aligning academic programs and research efforts with market and industry needs, influencing policy, and fostering cross-sector collaboration, business schools play a crucial role in developing skilled and adaptable leaders who are prepared to tackle both local and global challenges. As the world continues to evolve, the ability of business schools to unify diverse voices remains essential in driving innovation and achieving impact. Business schools should not only educate the leaders of tomorrow, but, more importantly, contribute to creating a more inclusive, sustainable, equitable, and prosperous society.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

19 June 2025
Issue #52

As business educators look ahead, business schools have the potential to become incubators for entrepreneurship, ethical leadership, innovation, and global societal impact, empowering the next generation of leaders, policymakers, and change agents to build a more inclusive, sustainable, and resilient world. However, the first order of business for business schools is to recognize that they must be forward-thinking, continually reinvent themselves, remain open to continuous learning, creatively generate value, and be driven by ideas to make a real impact. This approach will ensure they stay relevant and actively contribute to a society shaped by uncertainty. In short, business schools should practice what they preach and adopt a culture of embracing change. This edition of the NileView is part of a series that focuses on the future of business education, the role of business schools, and how to prepare the next generation of business leaders.

Embracing Purpose-Driven Education and Lifelong Learning

It is crucial to understand and recognize that business education is not—and should not be—"business as usual." The traditional model of business education, which has heavily emphasized maximizing shareholder value, is evolving. Today’s learners will continue rightly so to be driven by growth and profit; however, purpose has increasingly become central to their focus over the past decade. Younger generations are more committed than ever to addressing real-world challenges, from climate change to inequality, and they expect their education to equip them with the tools needed to become impactful leaders in their communities. Consequently, many business schools worldwide are responding positively by integrating environmental, social, and governance (ESG) principles into their curricula and various offerings. It is now increasingly common to find courses on sustainability, social entrepreneurship, and ethical leadership included in the core curriculum rather than offered as electives, as was typical in the past. Moreover, curricula and teaching methods are being redesigned to encompass the knowledge, skills, and mindset necessary for learners to understand, navigate, and thrive in the face of social, economic, and political complexities. By incorporating learner-centered experiences such as community development projects, real-time case studies, and learner engagement activities, the growing significance and interest of learners in taking an active role in society are emphasized. This transformation reflects a broader shift toward recognizing that today’s business world will thrive even further when it serves all stakeholders: individuals, communities, and the environment.

Emerging Technologies as Catalysts, Not Threats

Artificial intelligence, cloud computing, data analytics, robotics, the Internet of Things, and digital transformation are rapidly reshaping businesses, industries, and societies. While these changes can be unsettling and, to a large extent, disruptive, they also present immense potential for business education to evolve and adapt, reconfiguring itself as a driver for a reimagined business world—one that will see the seamless interaction and connection between human ingenuity and the speed, power, and reach of advanced computing and communication technologies. Instead of fearing obsolescence, business schools should leverage broad innovation and technology specifically to enhance learning, accessibility, and impact. The future will undoubtedly feature co-learning spaces, increased off-campus interactions, hybrid classrooms, digitally led learning platforms, AI-powered simulations, and immersive learning experiences, all of which will help make education more timely, engaging, comprehensive, and personalized.

Are business schools ready for such a transition? Today, learners collaborate with peers next door, within their countries and regions, and around the globe. They engage in discussions and the development of solutions to real-time issues, gain hands-on experience with emerging technology applications, and continue to encounter a paradigm shift in their learning journey. In the coming years, the acceleration of universal access and the democratization of knowledge and learning will ensure that business education is no longer confined to specific institutions or segments of society–it will become more inclusive, impact-driven, and globally interconnected.

MBA/EMBA Programs Are Still Alive and Kicking

Over the years, numerous academic programs have undergone significant transformations. For instance, MBA and EMBA programs have experienced a rollercoaster of changes in recent decades. Many believe that what was once regarded as the ultimate degree for many has shifted to a program that seems to have lost much of its allure and now appears to lack substance and focus–I beg to differ. Today, organizations still seek quality talent when recruiting senior leaders or the next chief executive officer, and MBA and EMBA programs, in many ways, offer the answer if they reflect evolving market needs. Like anything else, the post-graduate landscape has evolved, and other programs have emerged with different focuses, structures, and learning experiences. However, I firmly believe that MBA and EMBA programs provide learners with a well-rounded educational experience that remains in high demand across various markets. The MBA and EMBA programs have also evolved in terms of the learning experiences offered, placing greater emphasis on digital transformation, leadership skills, global engagement opportunities, including projects and industry collaboration, as well as delivery methods that include flexible scheduling, hybrid and modular formats, and peer-learning, among other elements. The topics covered and skills developed throughout MBA and EMBA programs are key differentiators in their success, allowing learners to upskill and reskill throughout their careers — an ongoing journey that evolves as the world’s markets transform.

Lifelong Learning and the Rise of Microcredentials

In today’s rapidly changing world, where technological advancements and evolving job markets require continuous skill development, learning is becoming a lifelong journey. It empowers individuals to remain competitive, adapt to new challenges, and achieve both personal and professional growth. By committing to ongoing education, individuals can expand their knowledge, enhance their employability, and stay relevant in their careers. Microcredentials play a vital role in promoting lifelong learning. The diplomas, certificates (including online offerings), and stackable degrees are gaining popularity rapidly. They are often more affordable and accessible, enabling learners from diverse backgrounds to acquire relevant and up-to-date knowledge. These offerings help increase the impact, ensuring that business schools and business education remain agile and responsive to the changing needs of the modern workforce and future workplaces. They validate specific skills and knowledge. Unlike traditional degrees, microcredentials offer flexibility, allowing learners to gain competencies without a lengthy time commitment. They facilitate targeted upskilling, helping individuals quickly adjust to industry shifts or explore new opportunities. Incorporating microcredentials into lifelong learning strategies nurtures a more agile, skilled, and adaptable workforce, which is essential for sustained personal success and economic growth in today’s interconnected world.

Global Collaboration and Cross-Cultural Competence

Today, in an interconnected world with 4 billion internet users and over 20 billion computing devices, business leaders must understand and navigate a digitally driven global landscape, address cultural differences, geopolitical tensions, trade wars, and the reshaping of value chains. Business schools are striving to tackle this challenge by promoting deeper understanding, fostering global collaboration, and cultivating cross-cultural competence. The question is, are business schools doing enough? What more needs to be done? What must change?

Internationalization is essential for such collaboration, with business schools now offering programs that include international residencies, in-person and virtual exchange programs, and partnerships with institutions worldwide. The exposure enables learners to gain a truly global experience, enriched with diverse perspectives, and prepares them to lead with empathy and adaptability. However, given the growing restrictions on visa issuance across various regions and the implications on learners’ mobility, what impact will this have on internationalization and learners’ global exposure to other cultures and experiences?

International education serves as a force for a more connected and inclusive world. The question is, is internationalization, as currently practiced by business schools with significant variations, effective? In recent years, challenges that are not confined to specific borders and have inherently global impacts, such as the pandemic and climate change, require seamless and coordinated responses. Data-driven decision-making and the growth of effective global partnerships have become invaluable for learners’ mobility worldwide, as well as for creating a truly international experience and a sense of global citizenship for all learners. The ability to learn across borders is more critical than ever. It is not merely an option; it is a necessity that business schools should recognize, embrace, and communicate to their learners through various offerings and enhanced global learner engagement. However, to start, business schools need to act more swiftly—a challenge deeply rooted in the culture of higher education institutions—adapt more quickly to changing conditions, and creatively explore opportunities for more effective global collaboration.

Entrepreneurship as a Mindset

Entrepreneurship has long been a cornerstone of business education; however, its role is evolving and expanding. Today’s entrepreneurs are not just building enterprises—they think differently and they are creating solutions that are primarily tech-enabled and tech-driven, addressing some of the world’s most pressing problems. Business schools are nurturing this spirit by supporting social enterprises, impact investing, and inclusive innovation. The proliferation of university-based incubators and accelerators enables learners and others to benefit from such facilities and turn ideas into action. Whether it is a fintech startup that expands access to banking, a cleantech energy venture that reduces carbon emissions, or an edutech company seeking opportunities in the education sector to enhance learning impact, these startup initiatives demonstrate how entrepreneurship can be a powerful force that transforms minds and impacts organizations and communities far beyond the simple act of establishing startups.

Universal Learning is a Direction Where No One Should be Left Behind

The future of society relies on being inclusive. Bringing together individuals with diverse backgrounds enriches the learning experience, allowing everyone to learn from one another and support each other. Scholarships and mentorship programs help level the playing field. The greater the variety of learners, the more viewpoints and perspectives enhance the learning experience. Diverse teams are more innovative, effective, and better equipped to serve different markets because no single approach fits all. Consequently, business schools are prioritizing diversity on campus, whether through admissions, faculty recruitment, staff hiring, or curriculum design, which includes, but is not limited to, case studies and community projects to combine their global orientation with an understanding of the local context. By fostering inclusive environments, business schools prepare leaders to build equitable organizations and drive systemic change.

Ethics and Human-Centered Leadership

In an era of declining trust in corporations and institutions, ethical leadership is more crucial than ever. Business education is evolving to emphasize values-based decision-making, empathy, and human-centered leadership. Learners are encouraged to reflect on their values, consider the broader implications of their decisions, and lead with integrity. As a result, business schools and universities are developing programs and activities that align with learners' values, happiness, and well-being. They are adopting a holistic approach to ensure that future leaders are not only competent and principled but also compassionate and empathetic.

Business Schools as Community Anchors

As mentioned earlier, business schools should assume a more proactive role as key stakeholders in society. Through targeted partnerships with local businesses, nonprofits, and government organizations, they can more effectively tackle real-world challenges and promote community development by further engaging various stakeholders in the learning journey of learners. Additionally, the variety and breadth of internships and Co-Op programs will evolve to become a more integral and influential aspect of the learner-centered experience. Moreover, service-learning projects, pro bono consulting, and community-based research activities will empower learners to apply their skills in meaningful ways. These experiences not only enrich learning but also reinforce the idea that business can—and should—be a force for good in society. On this note, business should not be seen as a detached institution primarily responsible for delivering academic degrees and learning opportunities.

Resilience and Adaptability in a Disrupted World

The COVID-19 pandemic, geopolitical conflicts, and climate crises, among other factors, have underscored the need for resilience. Business education is evolving to help learners navigate uncertainty, embrace change, and lead through crises. Courses on crisis management, scenario planning, and systems thinking are becoming increasingly prominent. Learners are learning to anticipate disruptions, adjust their strategies, and build organizations that can withstand shocks and continue to operate effectively. This mindset of adaptability is essential for thriving in a volatile world. Change is not easy, but for societies to grow and prosper, the manner and timing of change are becoming ever more important. Business schools provide a strong foundation, equipping their learners with the skills to adapt and succeed in the future.

The Future is Bright, Let’s Start Working Now

The future of business education is not just about preparing learners for jobs; it is about equipping them to shape the future. It seeks to cultivate leaders who are curious, courageous, and committed to making a difference. It aims to transform business from being merely a vehicle for achieving growth and profits into a platform for success and progress that considers the interests of both shareholders and stakeholders. As we envision the future, the most impactful business schools will be those that adopt a collective vision that is agile, inclusive, and purpose-driven. They will leverage technology to enhance access and enrich the learning experience. They will promote global citizenship, ethical leadership, and an innovative, entrepreneurial spirit.

Most importantly, they will inspire learners to use their knowledge and accumulated experience not only to succeed but also to help others and serve their communities. With this in mind, a common factor regarding the future of business education is its data-driven nature. Therefore, the question to consider is: Are we ready?

Throughout history, disruptions have played a crucial role in societal development. More often than not, these disruptions have led to better outcomes. Today, the world faces an accelerated pace of transformation and change. Nonetheless, I remain optimistic that the future is bright and that business schools can significantly influence it by evolving to be more inclusive, ethical, and aligned with societal needs. By adopting an entrepreneurial growth mindset and fostering innovation, purpose, ethical leadership, and meaningful global collaboration, business schools can become powerful engines of positive change for both business and society, and a force for good in a disrupted world. In doing so, they will not only prepare learners to tackle tomorrow’s challenges—they will empower them to begin building a better world today.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

31 May 2025
Issue #51

Nestled on the east bank of the Nile, approximately 800 kilometers south of Cairo, Luxor is a city like no other, seamlessly blending history, civilization, and time. Often referred to as the world’s greatest open-air museum, Luxor has some of the most extraordinary archaeological sites and natural wonders. Its rich history, which dates back thousands of years, showcases the grandeur of ancient Egyptian architecture. This treasure trove of cultural heritage attracts millions of visitors annually, who marvel at its ancient temples and monuments.

The city boasts a rich tapestry of unique attributes that captivate Egyptians and tourists alike. This ancient city, once known as Thebes, served as Egypt’s capital during the New Kingdom period (1550-1070 BC)–a time of unprecedented prosperity and artistic achievement. Many of the city’s most iconic structures were built during this era, and Thebes symbolized Egypt’s might and sophistication. Its architectural prowess continues to inspire awe today. Thebes was a religious, political, and cultural powerhouse of ancient Egypt.

The city is home to some of Egypt’s most significant treasures and monuments that have stood the test of time, including, but not limited to, the Luxor Temple and the Karnak Temple––one of the largest religious buildings in the world, spanning over 200 acres with a vast collection of temples, chapels, obelisks, and statues built over 1,500 years––epitomizing the architectural and artistic achievements of ancient Egypt––on the east side of the Nile, and the Hatshepsut Temple, Valley of the Kings, and the Valley of the Queens on the west side––all characterized by colossal statues and intricate carvings adorned with vivid and well-preserved walls filled with hieroglyphs and colorful paintings that have survived millennia. The temples of Luxor and Karnak are treasures of columned halls and monumental statues that capture the eye and imagination of all who visit. The alignment of these temples with astronomical events and the Nile demonstrates a sophisticated understanding of architecture and engineering. The Avenue of Sphinxes, a long pathway lined with sphinx statues, once connected the Luxor Temple to the Karnak Temple, symbolizing the unity of the two sacred sites.

Luxor’s cultural heritage transcends its historical significance and ancient monuments. The city’s charm enhances the experience it provides. It serves as a vibrant hub of Egyptian culture, with traditional music, dance, and crafts still thriving. Luxor’s warm hospitality adds an enriching layer to the experience. Additionally, a felucca ride on the Nile at sunset offers breathtaking views that capture the essence of tranquility and beauty. The city is enveloped by lush greenery and tranquil gardens, providing a serene escape from the bustling visitor attractions.

Luxor plays a significant role in modern Egypt’s tourism industry, attracting millions of visitors each year. With Egypt’s plan to reach 30 million tourists by 2028 and the annual growth in tourists projected to be 6% in 2025, compared to last year, reaching 16.8 million tourists, Luxor could be the anchor. The city has adapted to this influx by blending modern amenities with ancient allure. Luxor’s hotels, restaurants, and shops cater to travelers, while river cruises on the Nile provide a unique experience among the world’s best. These cruises allow visitors to view the stunning landscapes and ancient monuments from a different perspective.

I have visited Luxor over a dozen times, and each trip, whether by plane, train, or cruise and whether for study, business, or pleasure, provides a different experience. My first visit was by train back in 1981. As indicated earlier, I had the opportunity to return earlier this month and enjoy the city’s serenity and unparalleled atmosphere. The weather complemented the experience, with clear skies, moderate temperatures, and a pleasant evening breeze, allowing for long walks by the Nile.

Today, Luxor’s culture is deeply intertwined with its historical legacy. It continues to celebrate its cultural heritage through various events, including folkloric dance performances and traditional music, showcasing the rich tapestry of Egyptian culture. The city serves as an essential hub for artisans and craftspeople, with colorful souks and the aroma of spices filling the air, preserving traditional techniques in pottery, handmade jewelry making, and textile weaving passed down through generations. Luxor offers a taste of contemporary Egyptian life, where visitors can enjoy traditional cuisine, shop for unique souvenirs, and experience the warm hospitality of its people.

Despite its enduring legacy, Luxor faces both challenges and opportunities. While tourism is a key pillar supporting Egypt’s economy and Luxor is a prime destination, the city confronts various challenges, including environmental factors, urbanization, the preservation of its cultural, historical, and valuable archaeological sites, and the impact of modern development on the ancient landscape. The effects of climate change are being felt, as rising water levels and erosion threaten the integrity of ancient structures. Therefore, multiple ongoing efforts aim to preserve Luxor’s archaeological sites, promote initiatives to protect these treasures for future generations, and foster community engagement, including promoting responsible tourism, which plays a crucial role in this context.

There are many ways to visit Upper Egypt; one option is to embark on a Nile cruise from Luxor to Aswan, an enchanting journey into the heart of Egypt’s rich history and breathtaking natural beauty. I have had the chance to go on a cruise many times before, but not this time. This iconic 3–4-day voyage captures the essence of ancient and modern Egypt, offering travellers a blend of relaxation, exploration, and cultural immersion where the serene rhythm of the Nile takes over. The landscapes along the Nile are mesmerizing, with lush green banks framed by arid desert hills and scattered palm trees that sway in the gentle breeze. As Herodotus, the Greek historian, mentioned, “Egypt is the gift of the Nile.” It truly is. Life along the river is captivating, with vibrant rural scenes unfolding as farmers tend to their fields and fishermen cast their nets in hopes of a fruitful catch.

The simplicity and timelessness of these scenes provide a stark contrast to the grandeur of the monumental sites lined up along the route from Luxor to Aswan. During the journey, there are multiple stops, including—but not limited to—the Temple of Khnum and the Temple of Horus, all the way to the Philae Temple near Aswan–a majestically inspiring and unforgettable expedition. The Nile cruise from Luxor to Aswan is more than a voyage along the Nile; it is an odyssey through time and tradition. My last Nile cruise was in 2010, and I look forward to the next round–each journey is a unique experience.

From an academic and research perspective, Luxor is home to The Chicago House, a prominent archaeological project of the University of Chicago’s Oriental Institute. Established in 1924, it documents the inscriptions and reliefs on ancient Egyptian monuments. The Chicago House is a vital resource and hub for researchers and archaeologists from around the world who are interested in Egyptology. It has contributed to our understanding of Egyptian history, art, and language by producing high-quality records of the deteriorating monuments, which are subject to the ravages of time and environmental factors.

In Luxor, the past and present coexist in a harmonious blend of history and culture. Its ancient temples and monuments stand as a testament to the ingenuity and spirituality of the ancient Egyptians. As a center of cultural heritage, Luxor continues to inspire and captivate visitors from Egypt and around the world. By preserving its treasures and embracing its rich history, Luxor ensures its legacy will endure for centuries to come, offering a unique experience unmatched anywhere in the world. Its timeless allure provides a personal touch that connects the present to the past, making it the Jewel of the Nile and Cradle of Civilization.

About the author: Sherif Kamel is a Professor of Management and Dean of Onsi Sawiris School of Business at The American University in Cairo.

30 April 2025
Issue #50

Since the beginning of the year, many of these changing dynamics and their consequences have affected the education space. Like many of my colleagues in business education, I have attended many meetings and participated in several conversations in Egypt and other parts of the world—not counting the numerous calls and online meetings—addressing one question: What’s next for business education? These conversations focused on providing today’s learners and tomorrow’s future leaders and change-makers with the most effective learning experience while navigating the web of transformations impacting their educational journey.

This edition of the NileView is the first in a series that will address the future of business education, the evolving role of business schools in a dynamic and changing global environment, and how to prepare the leaders of tomorrow to overcome the realities of today’s world and the associated social, economic, and political complexities of our time.

On this note, the annual AACSB Deans Conference convened in early February in the vibrant city of Las Vegas, where its daily drill came to life under the bright lights and the hum of anticipation. The conference brought together many of the brightest global minds in business education to tackle one of the most pertinent topics of our time: the future of business education amidst the multiple disruptions and challenges presented by digital transformation, particularly artificial intelligence, geopolitics, trade wars, social transformations, economic uncertainties, and many more elements that are affecting our lives.

The annual gathering of deans from business schools around the world regularly serves as a vital platform for exchanging ideas, sharing insights, and exploring innovative pathways forward. This year was not an exception. The atmosphere was full of energy––similar to a slot machine on a winning streak––and charged with inspiration and passion. The optics demonstrated the magnitude of the challenges ahead. However, one thing was clear: participants understood and recognized their significant collective responsibility as a global community to prepare the next generation of business leaders for a rapidly changing world. It was a reminder of Mahatma Gandhi’s statement: “The future depends on what you do today.” The conversations revolved around the future of business education and what needs to change now. How could business schools address the financial and political implications impacting campuses? In a nutshell, business schools need to not just remain relevant but also to set future generations on a path that helps them to thrive and impact their societies while overcoming complex environments.

Throughout the two and half days conference, over 700 participants, mainly business school deans and directors as well as business partners, engaged in thought-provoking discussions on a variety of issues, including but not limited to how artificial intelligence is not just a tool for automation or an isolated subject but as a lens through which learners can understand broader business dynamics and a transformative force reshaping industries, economies, and educational paradigms with real impact on teaching pedagogies, research endeavors, community projects, lifelong learning, business schools operations.

Furthermore, how the business schools of tomorrow will look which is increasingly expected to become digitally-driven and interconnected co-learning spaces that extend beyond the classroom, even the campus boundaries, by increasingly incorporating in their learning experience real-life interactions as well as industry and business engagements while integrating the future skills, persona, and character, they need to develop that are essential to effectively navigate the complexities of global geopolitics and be able to positively impact society.

During the conference sessions, several key takeaways were highlighted and extensively addressed, including:

Understanding Geopolitics: How to integrate the impact of geopolitics, including conflicts, trade wars, and policy changes, into academic offerings to enrich the learning experience?

Teaching Adaptation: What must be done to prepare future leaders to adapt to and thrive despite changing dynamics and emerging uncertainties?

Integrating Ethics: How to address the ethical dilemmas arising from navigating geopolitics and global business practices?

Promoting Collaboration: How to foster a culture of collaboration between learners from different cultures while maintaining a healthy competitive spirit?

Advancing Innovation: How to explain that innovative technologies including the Internet of Things, Quantum Computing, Machine Learning, AI, and data analytics, both complicate and simplify the understanding of geopolitical dynamics for future business leaders?

Explaining Cultural Sensitivity: How significant is integrating cultural competency in the learning journey to help learners navigate the complexities of global markets while adapting and catering to the local context?

Dealing with Uncertainty: How can learners have a mindset of innovation and flexibility to better equip them for an uncertain and changing future?

Leading Roles: What role do business leaders play in shaping organizational responses to geopolitical risks, and how should this be reflected in leadership development within business schools and beyond?

Engaging with Reality: Would using case studies or focusing on real-time scenarios be more effective in preparing learners to react to current geopolitics?

Amidst these evolving challenges, geopolitical complexities loomed large. Keynote speeches and panel discussions delved into how global geopolitical shifts and trends, trade policies, and regional conflicts influence the business education landscape worldwide. Deans shared perspectives on cultivating cultural intelligence and adaptability among learners, emphasizing that future leaders must navigate a labyrinth of diverse markets and ever-changing regulatory environments with implications on funding, internationalization, student mobility, and more.

As the discussions progressed, it became evident that the challenges presented by artificial intelligence and geopolitics are not insurmountable; they offer opportunities for growth and creativity and new collaborative frameworks that leverage the power and reach of innovative technologies while emphasizing ethical considerations and local dynamics. More emphasis was placed on exploring how community-based learning and experiential education can prepare learners to tackle real-world challenges. By blending academic rigor with practical application, this approach encourages critical thinking, problem-solving, and the ability to function effectively within diverse teams—vital skills in today’s globally interconnected learning environment.

As the conference drew close, the usual profound sense of community prevailed, and I was privileged to be part of it for 25 years. This conversation was not over, and the energy during the conference would continue beyond Las Vegas. In fact, the conversation among this group of deans will resume relatively quicker than usual because 7 months from now, the Deans Conference will convene in Toronto in October since the AACSB Annual Conference moving forward will be held in the fall starting this year.

As the participants departed Las Vegas, they carried new ideas and perspectives. They renewed optimism about the future, understanding that academia should be more agile and respond faster to changing conditions. The conference emphasized the importance of collaboration, with many deans pledging to work together on cross-business school initiatives that address the complexities of integrating artificial intelligence and responding to geopolitical changes in business education. Moreover, the conference underscored the potential for business schools to adapt and thrive amid disruption and change, ensuring that the next generation of business leaders not only have the opportunity to face the challenges of the future but are also equipped to shape a better and more equitable world through ethical and informed, strategic and well-rounded leadership in a complex world.

The AACSB Deans Conference was more than a meeting of minds; it was a vibrant tapestry of aspirations, challenges, and collective optimism about the future—woven together by a shared commitment to excellence, the transformative power of business education, and its potential impact on society.

In my closing remarks, as the conference chair, I encapsulated the spirit of the event by stating that the future of business education is an exciting frontier filled with ample possibilities. I encouraged all of my esteemed fellow deans from across the AACSB global community to take the valuable exchanges from the conference back to their business schools, innovate, experiment, and lead with integrity.

About the author: Sherif Kamel is a Professor of Management and Dean of Onsi Sawiris School of Business at The American University in Cairo.

28 March 2025
Issue #49

Over the years, the conference has consistently served as a platform and a unique opportunity for the AACSB business schools community, which includes distinguished scholars and practitioners from the region and beyond, to convene and address the key issues shaping the business education landscape in the MENA region. It brings participants together to share their innovative learning methods, research endeavors, community development activities, best practices, and community development activities. The purpose is to tackle the critical challenges and capitalize on the evolving opportunities facing business education while fostering collaborations that can drive innovation and realize impact throughout the region.

We live in a world where global disruptions, inclusive economic development, societal issues, climate, digital transformation, and ongoing regional conflicts pose constant challenges. However, they also present opportunities for innovative solutions and collaboration that can help nurture a more prosperous future. Human capital, the region’s most important asset, is the primary and most invaluable building block that can help transform these challenges into opportunities. Accordingly, it is imperative that the overwhelmingly young and dynamic demographics in MENA become future-ready and equipped with the skillset and knowledge necessary not just to navigate the complexities of the 21^st century but also to make a difference in an everchanging interconnected global marketplace.

As business schools, we continually explore innovative approaches to empower the next generation of business leaders, entrepreneurs, and change agents, helping them drive sustainable economic growth and prosperity throughout the region to build sustainable and equitable societies. As we navigate an increasingly complex world, the role of business schools in shaping the future has never been more crucial. Some questions that keep popping up in every conference, workshop, seminar, or even informal conversation include: Is what business schools are doing relevant? Is it enough? What should change? What should be done differently? How effective are business schools in collaborating with business and industry? Is their voice heard? Is it impactful? How agile and quick are business schools in adapting to the needs of the future of work?

During the conference, leading academics, practitioners, and experts from business schools, multinational companies, higher education institutions, academic associations, service providers, consulting firms, and more shared their insights and views on the state of business education in MENA through the lens of the portfolio of degree programs offered, research projects conducted, and community service projects carried out across the region addressing issues such as employment, sustainability, digitalization, and more. They also participated in thought-provoking discussions and engaged in several networking opportunities, exploring the way forward in a region with ample untapped prospects. The conference topics covered a diverse array of issues, including the role of business schools as key stakeholders in creating resilient economies, balancing economic growth with environmental stewardship and social equity–particularly in the unique context of the MENA region; GenAI and innovative teaching and learning models; integrating sustainability into the curriculum; enhancing internationalization through regional partnerships; promoting an entrepreneurial culture; emphasizing societal impact; instilling ethical values in students and learners, and building more effective bridges between business and academia.

Some key questions that the conference sessions addressed included: What specific skills or knowledge areas are crucial for future business leaders and that business schools must offer, particularly considering the MENA region’s context? What role should business schools play in fostering collaboration between academia, industry, and government to drive sustainable economic development and resilience in the region? How can business schools adapt their research agendas to address these regional complexities and contribute to evidence-based policymaking that promotes economic resilience and inclusive growth?

The future of business education in MENA was also the focus earlier in the week when the Times Higher Education Arab Universities Business School Showcase, with AACSB as a knowledge partner, was organized to discuss the future of business education from a global perspective while considering the local context. The event emphasized reimagining business education in the region by promoting innovation, leveraging regional strengths, and adapting to the changing global and local market needs–all aimed at preparing leaders who can influence economies and transform societies.

The conference was a good opportunity for several affinity groups to meet, such as the Entrepreneurship and Innovation Affinity Group, where several deans and representatives from business schools in MENA and beyond shared their schools’ journey in establishing incubators, accelerators, centers, and programs that promote entrepreneurial cultures in their society. The discussion highlighted the role of university-based incubators and programs as centers of knowledge, venues for cutting-edge research, and a conducive space for a student-centered learning experience through access to faculty, seminars, facilities, mentorship, and networking opportunities.

The affinity group meeting aimed to share best practices and lessons learned, exchange ideas, and explore collaboration opportunities between university-based incubators and entrepreneurship programs. The goal was to enhance the MENA startup ecosystem by leveraging its unique strengths and capabilities and contributing to its growth and, consequently, the region’s economic and social development.

The conference and the showcase reinforced the importance of regional collaboration in advancing business education. It was an invaluable opportunity to engage with colleagues and friends and learn valuable insights into one of the world’s fastest-growing business education markets.

On behalf of AACSB, I would like to express my sincere appreciation for the leadership, continuous support, active engagement, and contribution of the business school community in the MENA region. This week demonstrated the potential of working together as a community of educators and practitioners to reimagine the future of business education and do whatever it takes to develop homegrown talents that can make a positive difference to society. This was an informative and inspiring week, with great energy, good spirit, and immense passion for what the future holds. Now, it is time for action.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

30 January 2025
Issue #48

The outlook for the global economy is cautiously optimistic. It has displayed remarkable resilience in economic growth, rebounding from the challenges faced in the early 2020s. However, geopolitical tensions and climate risks will continue to pose uncertainties as nations navigate complex relationships and seek stability in an increasingly interconnected world.

Technological advancements–boosted by a quantum leap in computing power in 2025–will continue to reshape our daily lives, with artificial intelligence (AI) and renewable energy leading the way toward a more sustainable and efficient future, together with increased international trade and a rebound in consumer spending, these elements are expected to drive a projected global growth rate of around 2.6%. A positive sign is that inflation rates are anticipated to stabilize, and governments and central banks are likely to implement effective monetary policies to promote sustainable and inclusive growth. Overall, the global economy appears poised for a period of steady expansion, creating opportunities for innovation, job creation, and improved living standards worldwide. However, economic outlooks will vary significantly by region and country. Additionally, geopolitical uncertainties arising from conflicts and ongoing trade tensions–particularly involving the United States, Europe, and China–could threaten economic stability and will continue to reshape supply chains, with far-reaching and multiple implications for lives, livelihoods, organizations, and societies.

The rapid pace of innovation will continue to drive global progress. By 2025, AI and digital technologies are expected to lead significant global transformations, particularly in healthcare, manufacturing, transportation, finance, retail, media, education, agriculture, and logistics. AI will become increasingly integral to these industries, enhancing productivity, efficiency, and decision-making processes. The excitement surrounding AI is anticipated to generate over $1 trillion in investments in the coming years to bolster AI infrastructure, such as data centers, to support the rising demands of AI technology, along with concerns regarding energy consumption. However, the level of adoption remains modest across various organizations, raising questions about whether the returns will justify the associated costs. The extent of AI adoption by 2025 will depend on the availability of crucial factors such as human capital, data, governance, and technological infrastructure.

In 2025, we will see significant transformations in AI and data analytics that go beyond the current excitement surrounding chatbots. These changes will be crucial in leveraging AI to drive innovation within organizations. However, the main challenge will be data. Having timely, relevant, clean, and connected data will be essential for organizations and societies to effectively utilize AI. I have said this before: computers and robots will not replace humans. Instead, skilled, trained, and experienced individuals will outpace those who fail to adapt to a technology-driven environment. As a result, in 2025, the organizations that fully leverage the advantages of AI will be those that successfully recruit and retain a talented workforce and effectively enable a working model converging human and machine intelligence. They will need to provide robust learning opportunities that prepare employees to meet the demands of the future workplace, positioning themselves as enablers of growth.

In international trade, there are clear signs of positive trends. However, businesses and economies will need to navigate the complexities of shifting supply chains and trade policies to maintain growth and stability and promote fair and equitable commerce, facilitating the flow of goods and services, boosting economic growth, creating jobs, and benefiting both developed and developing nations. The projected volume of global exports of digitally delivered services in 2025 is expected to grow, building on the $4.3 trillion recorded in 2023. Such growth is driven by services delivered on digital platforms such as consulting, creative industries, financial services, and digital media. Emerging markets, particularly in regions like India, ASEAN, and parts of the Middle East and North Africa, are well-positioned to benefit from this growth.

As for consumer spending, again, depending on which regions and their associated context, consumer spending is expected to rebound with a more intentional and strategic approach. Consumers are becoming increasingly conscious about their spending habits, focusing on quality, functionality, and value. This shift is driven by economic pressures, technological advancements, and a holistic approach to personal well-being–an element that has become increasingly important since the pandemic. While inflation has decelerated in many parts of the world, interest rates are still high, and consumers remain vigilant and resilient, redirecting their spending to areas that matter most. This includes prioritizing health, wellness, and sustainable products to maximize their well-being and financial stability.

In 2025, the global community should make significant strides in addressing climate change and promoting sustainability, focusing more on climate mitigation and adaptation efforts. Global climate cooperation through governments and businesses should intensify further to reduce carbon emissions, protect biodiversity, and transition to renewable energy sources. The question is: Will that happen? The answer will depend on who will win the climate battle: those with economic interests versus those interested in environmental sustainability. One of the promising developments that has the potential to accelerate in 2025 is the widespread adoption of clean energy technologies. On this note, the CleanTech boom is expected to gain more traction, with solar and wind power increasingly becoming the primary sources of electricity in many regions. Besides, innovation in transportation, including electric-hybrid vehicles, will increasingly become the norm. This shift will help gradually reduce air pollution and greenhouse gas emissions, contributing to cleaner and healthier urban environments. The accelerated move towards renewable energy will mitigate climate change’s impact and create millions of green jobs, driving economic growth and environmental sustainability.

The future of work is anticipated to evolve significantly in 2025, characterized by greater flexibility and the seamless integration of innovative technologies. Hybrid working models will become more common, tailored to various industries and regional work norms, thereby enhancing work-life balance. The gig economy is expected to grow, offering individuals diverse opportunities to pursue their passions and talents across various fields, including creative industries, technology, and consulting. This trend will foster a culture of entrepreneurship and innovation, ultimately driving economic growth and job creation.

The outlook for the Middle East in 2025 will be shaped by a blend of conflicts, economic prospects, and geopolitical tensions. Although the region may be divided into sub-regions with differing conditions and fortunes, all will be affected by the surrounding conflicts and developments. The Gulf Cooperation Council (GCC) economies are expected to continue diversifying to reduce their reliance on oil revenues. This shift is crucial for long-term sustainability and resilience against fluctuations in oil prices. Many countries in the region will focus on implementing structural reforms to create a business-friendly environment, attracting foreign direct investments (FDI), enhancing financial development, and generating jobs, especially for women and youth. These reforms are essential for sustainable growth and improved living standards. Strengthening trade and investment ties with regional and international partners will also be key to economic development and growth.

The ongoing conflict and tensions in the region will likely persist in 2025, resulting in instability and uncertainty. This situation will negatively impact economic performance and investor confidence. Coordinated policy efforts and international cooperation will be essential to tackling these challenges. Despite these obstacles, the Middle East presents considerable opportunities for growth and development. It leverages a large and youthful population while emphasizing economic diversification, structural reforms, and enhanced regional collaboration.

Egypt’s economic outlook for 2025 presents a combination of significant challenges and promising growth opportunities. According to the International Monetary Fund (IMF), Egypt’s economy could grow by approximately 4.1%. The key sectors contributing to this growth include oil and gas, a cornerstone of the economy, accounting for 25% of GDP, with Egypt one of Africa’s largest natural gas producers; agriculture, which plays an important role in exports and employment; manufacturing and construction offering diversification in the economy and experiencing growth driven by local demand and foreign investment; and tourism, as a vital source of foreign exchange and employment and an industry expected to strengthen, with revenues anticipated to reach record highs year after year. These sectors are expected to contribute significantly to Egypt’s economic growth in 2025 and beyond.

However, inflation continues to pose a significant challenge. Therefore, ongoing efforts to manage inflation will be essential for ensuring economic stability. Egypt’s geographic location and large domestic market make it an appealing destination for FDI. The country aims to improve its record of $46.1 billion in FDI for the fiscal year 2023/2024. This influx of investment is expected to benefit various economic sectors, including energy, tourism, and infrastructure. Furthermore, while it is anticipated that remittances from Egyptian expatriates–a vital source of revenue for Egypt’s economy and foreign exchange reserves–will keep growing in 2025, the outlook for the Suez Canal, another major revenue source significantly contributing to the national economy, is uncertain due to ongoing regional conflicts.

Despite positive growth projections and trends, Egypt faces significant fiscal challenges, including a substantial budget deficit and high-interest payment obligations. Rebuilding investor confidence and effectively managing public finances will be essential. The economy’s direction in 2025 will depend on the government’s ability to address these challenges, capitalize on opportunities, and implement necessary structural reforms while creating strong institutions with good governance, which will be the backbone of a thriving economy and prosperous society. This includes balancing the roles of the public and private sectors, creating a level playing field, and focusing on inclusive and sustainable development. Additionally, fostering a more business-friendly environment and investing in human capital development will be crucial.

In 2025, the Onsi Sawiris School of Business will celebrate the 15^th anniversary of its restructuring into the School of Business. This milestone will also mark the beginning of an exciting new chapter following the recent announcement of a transformative more than $30 million philanthropic gift–the largest in the history of The American University in Cairo. This funding will enhance business education by providing scholarships, facilitating interdisciplinary research, establishing an endowed professorship in artificial intelligence and data science, and supporting visiting faculty and student exchange programs with prestigious U.S. universities, including the University of Chicago. Next year, the school will begin implementing its strategic plan for 2025-2028, which includes various projects and initiatives focused on the academic triangle of teaching, research, and service. These initiatives will incorporate executive education and community development programs. Additionally, the school’s recent membership in the Global Network for Advanced Management (GNAM) will provide a wealth of opportunities for the school community.

As we welcome the new year, let us carry forward the lessons we have learned and the strength we have gained. Each year brings uncertainties. However, the new year also brings a future filled with endless possibilities and opportunities, where humanity’s resilience and ingenuity will continue to shine. This will inspire hope and confidence in a brighter future, help create a year of optimism and growth, and turn our aspirations into reality.

I wish you, your family, and your loved ones a healthy, blessed, joyful, and prosperous 2025.

About the author: Sherif Kamel is a Professor of Management and Dean of the Onsi Sawiris School of Business at The American University in Cairo.

30 December 2024
Issue #47