Dean of AUC’s School of Business Sherif Kamel '88, '90, '13 recently published his debut book, Leading Change in Challenging Times: Lessons of Disruption and Innovation from Egypt – Thoughts, Observations, and Reflections.

The book reflects the experiences and sentiments of Kamel, who grew inspired by Egypt’s history and attached to its cultural heritage and resilient people. Its underlying theme is the profound belief that Egypt remains uniquely positioned as the land of unparalleled opportunity, and that it can become an intellectual, cultural, economic and geopolitical powerhouse within a dynamic and changing world.

News@AUC caught up with Kamel to learn more.

Give us a summary of your book.

The book is a collection of my personal thoughts, observations, reflections and beliefs on a number of subjects that are very dear to my heart.

It touches on Egypt—its history, the potential of its youth and the economy—and, on the organizational level, the importance of thought leadership, the governance model and how agile, adaptive and iterative the organization needs to be to be able to navigate the challenges we face every day. It also covers the culture within organizations and how entrepreneurial and innovative they should be. Finally, the book covers the institutional history of AUC’s School of Business.

The book is in a hybrid format: part memoir, part institutional history and part inspirational business leadership advice. It mainly focuses on a period of five years between 2009 and 2014—while I was serving as Dean of AUC’s School of Business.

This book is for a diverse audience, including students, scholars, learners, administrators, deans–especially of business schools, entrepreneurs, CEOs mentors, policymakers and the like.

Why the title, Leading Change in Challenging Times: Lessons of Disruption and Innovation from Egypt?

We live in challenging times—whether economically, socially or politically—and that affects individuals, organizations, businesses and society at large. 

The title also points to the changes that have been happening within the realm of organizational development and digital transformation, not just over the past few years, but over the past 40 years. 

What prompted you to write this book?

I've had experiences in government, civil society, the corporate world and academia. They all relate to one element, and that is human capital development, something I believe to be the most important asset in every society, and surely, Egypt.

So, I thought of sharing my experiences and insights, not only around accomplishments but also including failures, for there is a lot to learn from our various endeavors including and ups and downs. I firmly believe that sharing one’s experience is a huge privilege—it's an honor, not an obligation, so that we all learn from each other and build on each other’s journeys

The initial idea was to cover the School of Business, but then I realized that the school doesn't stand alone. It's part of a larger ecosystem and affects people inside and outside of our community. So I thought to look at the entire ecosystem of the school both on and off campus: how it develops, how it impacts itself and how it progresses while facing challenges and opportunities.

I also wanted to document the institutional memory of the School of Business. The legacy of the school extends 75 years. Since we launched our first programs in economics back in 1947, we have had quite an impact on higher education and the community, both in Egypt, and in the region we serve most, which is the Middle East and North Africa. 

Finally, I wanted to showcase the school to those that may not know much about it. My aim has always been to increase its global footprint, and that can only be done by telling the story of the school, its impact and its ongoing work on and off campus, including its portfolio of community development and services..

What is the book’s intended message?

The book aims to convey a number of messages. 

1. For the society: Human capital is Egypt’s most important asset and the potential game-changer for society.

2. For the individual: Learning and development come in different shapes and forms and––more importantly––it is a lifelong journey and never a destination. 

3. For the organization: Sustained organizational success requires thought leadership, a vision, strategic planning, efficient execution, an institutionalized corporate culture, proper governance, an empowered team and a dynamic and adaptive enabling environment for innovation and discovery.

4. For the future: The growing power and reach of digital transformation and the innovative capacities of entrepreneurial mindsets and offerings of tech-enabled startups will continue to transform lives and livelihoods creating opportunities for socioeconomic development and growth.

Describe your process for writing this book.

Writing this book was an interesting journey. I began collecting my thoughts to write something about the school back in 2014. I originally planned to finish this project in just two or three years, but after seven and a half years, the book was finally published.

The time it took was worth it, and overall the journey was extremely enjoyable, especially pinpointing the messages I wanted to get across, building on the history of the School of Business and looking forward at what to expect in the future of business and management education during a disruptive period.

Did you discover anything in particular that surprised you while writing this book? 

When you spend time accumulating experiences and journeys, things tend to pop up and you begin to think about them differently. Something I noticed was that my diverse experience across different sectors have never been focused on anything other than inspiration, collaboration, hard work, shared experiences, human capital development and relationships—that, to me, is the only way impact can be realized. It was nice to identify a thread linking the experiences of my career.

Can you summarize for us some important lessons you learned by leading AUC's School of Business?

I think that would require another book!

First, I want to highlight the importance of building and supporting a strong team. Part of doing this is creating a team that will challenge you. I myself am lucky to have such a team here at AUC.

Second, in an ever-changing and transforming world, it is very important to remain relevant and competitive. I don’t see myself as the dean of a business school, I see myself as the CEO of an intellectual enterprise. In this regard, you must always push for quality, for more diversity, for more innovation, competitiveness and agility. Don’t be afraid to take risks—even if you don’t reach your target, you will learn something new.

Next, I’ve learned the necessity of practicing what you preach. For years, the School of Business has been promoting entrepreneurship and innovation in Egypt. We must practice this by remaining entrepreneurial in leading the school and consistently raising the bar for ourselves.

Does the book touch on AUC's role in developing Egypt? If so, could you elaborate?

Yes, the entire book expands on the role of the School of Business in educating the next generation of business leaders, policymakers, entrepreneurs and change agents—whether in government, civil society or the private sector. For close to 103 years, AUC has been an integral, impactful player in Egypt’s higher education ecosystem through leadership, research, community development and services. 

The book’s summary calls Egypt the "land of unparalleled opportunities"—could you briefly explain this statement?

Egypt has a long history of cultural heritage. It's a growing population with ample resources and opportunities across different sectors, most of it remaining untapped.

In terms of people, we are capable of accomplishing much more than where we are today. The tourism, agriculture, industry and ICT sectors—to mention a few—have high potential as well, and for these sectors to reach their true potential, there must be an integrated development strategy that includes investing in Egypt’s human capital in education and lifelong learning with universities and higher education institutions with an invaluable role to play.

I dream and aspire that in the next few years, Egypt will start realizing some of these untapped opportunities.

What feedback have you received from readers so far?

I am delighted to say that people have so far found the book exciting. Readers have said that it has a personal tone of someone telling their story, which invites people to share and understand my journey. Readers have felt like they are a part of a conversation rather than reading lines of advice. This was exactly my intention. 

Anything else you’d like to add?

I’d like to end by stating that each journey has its unique added value. And I believe that each person, from all walks of life, can and should contribute something. All they need is an opportunity, an opening. 

It's up to those who are in these leading or enabling positions to provide that opportunity to others and help them grow and succeed. Doing so will bring a healthy mix of perspectives, and in turn more inclusion and diversity to organizations, both of which will strengthen them. 

This book is just one more attempt to highlight a unique journey that represents a business school in an emerging economy that has served society for many years. The narrative shows how things went, including the rights and the wrongs. We need to build on what has happened and take it to the next level. This book is for another 75 years of impacting society, introducing innovative offerings and engaging with different constituents for a better future to all.

Get your copy of Leading Change in Challenging Times here.

Want to learn more? Attend a virtual book talk on Leading Change in Challenging Times on Thursday, March 31 at 5 pm.

Undergraduate Students in AUC’s School of Business ranked third globally in the Canada-based Engineering Commerce Case Competition (EngComm), the “world’s only student-led multidisciplinary case competition.” The students also won awards for Best Business Solution, Best Engineering Solution and Most Economically Feasible Solution. 

The winning team –– made up of students Abdallah Sabah, Yasmin Tarek, Moustafa Awad and Nourhan Nada and led by Assistant Professor Hakim Meshreki –– first competed against five teams from AUC in the qualifying round then against 16 teams from prominent academic institutions worldwide in the final round. 

“This is the second time for me to take part in EngComm, albeit this time, the competition was fully online,” said Awad. “Despite not traveling, the competition was still as engaging, and I really enjoyed competing against top universities around the world once again. I’d like to give a shoutout to Dr. Hakim, who continuously produces winning teams in this competition.”

Established in 2013, the Canada-based Engineering Commerce Case Competition brings together students with a technical background in engineering and those in interactive fields such as business and economics. During this year’s final competition, the AUC students had to solve two case studies, each six hours long, as well as a 12-hour case study.

“My favorite case study was the 12-hour case, which centered around the development of aerospace vehicles and its implementation within the Canadian community,” said Tarek. “We designed a VTOL [vertical take-off and landing craft] and worked together to ensure its success for various applications ”

The competition took months of preparation, with the students practicing cases from previous years and meeting with former AUC contestants. “We spent more than 18 hours a week solving cases, with a total of over 100 hours, but the twist was that they were consecutive,” Tarek added. 

For the students, the experience was both educational and entertaining.

“It was truly riveting,” said Nada, echoing the same sentiment. “I learned so much throughout the entire journey, from the months of training to the actual competition. I got to engage in conversation with individuals of diverse backgrounds. I’m also glad I got to work with Professor Hakim and my teammates. It was a fruitful experience.”

“I am so honored to have experienced such a well-rounded and extensive competition as I can wholeheartedly say who I am today is not the same as when I first embarked on this journey,” said Tarek. “From the long, long hours of case study practice with my team members to the professional development training and feedback sessions provided by Dr. Hakim and Dr. [Ahmed] Tolba, I have learned so much about the importance of interdisciplinary connectivity. This experience taught me valuable lessons, such as the importance of diversity within a team and problem-solving frameworks within a professional setting. The competition encompassed life lessons behind case study practices, and I know it will benefit me for years to come.”

The business plan project Pitchathon is part of the Experiential Learning Entrepreneurship Program (ELEP) launched by the AUC School of Businesses Center for Entrepreneurship and Innovation (CEI) and the Business Association (BA). This initiative targets students who are enrolled in the Entrepreneurship and Innovation classes (ENTR 3102).

Ultimately, this project aims at bridging the gap between students’ theoretical knowledge and experiential learning, and is divided into two main pillars: webinars and a competition. Top teams from each class are nominated by professors to participate in the Pitchathon competition, where they would pitch their business ideas to a panel of judges for a chance to win monetary prizes and potentially other opportunities.

This year, the innovative ideas presented had to tackle the United Nations’ Sustainable Development Goals.

Pitchathon 21-22 featured an esteemed judging panel of established professionals Fady Ramzy,  online marketing consultant and adjunct faculty at the American University in Cairo, Mohamed Farag, founder and CEO of Global Design Group Ltd., Walid El-Sherbiny, general manager, Risk Management Group, Suez Canal Bank, and Hany Abelgawad, head, Corporate Division, LCE - The Coaching Company.

“I am really proud of our new generation represented through the great teams that I have seen during this event,” said El-Sherbiny, “I was so happy to witness their extraordinary energy and mindset and I consider them all as winners.”

“Sky is not the limit anymore for these entrepreneurs,” remarked Ramzy.

The winning team “Karpos” focused their project on sustainable fashion. The team featured students Ibrahim Elshorbagy, Cybal Ayoub, Mohamed Diab, and Ahmed Edris.

“We were thrilled to be able to develop a business model that has two overarching points: seeking a more sustainable world, while also being profitable,” said the team members, adding: “We see ourselves as the early adopters of sustainable fashion in the MENA region.”

The team got the chance to meet and work together for a semester-long. “It was not about the prize but rather about the journey, our team’s win was no more than a crowning of our efforts. We enjoyed every part of the experience,” the team members noted.

“As a team, we have something to offer to promote sustainability in our society. We need to change our cultural thinking to be headed towards more sustainability, less waste, and more adequate consumption, not just for the next generations, but for ours, too,” emphasized the winning team, Karpos.

On the other hand, the runner-up team “UNIPAYz” offered a payment solution platform for universities and potentially gated communities as well. The team featured students Abdelghany Aboulnaga, Mariam El Sabban, Mohamed El Awadly, Hana Hassan, and Amr Elsayed.

“As the previous academics manager at the BA and having collaborated with CEI on this initiative, it was an honor to partake in the Pitchathon competition of Fall 2021 for its second round,” highlighted Mariam El-Sabban, a member of team UNIPAYz.

“I was delighted to win second place and to share this moment with my friends. Showcasing our hard work in front of the panel of judges and receiving great feedback is what makes us look forward. As a team, we cannot wait for what the future holds for our student app, UNIPAYz,” said Mariam.

Pitchathon and ELEP have been launched in Fall 2020, with a total of 40 students participating over the past rounds. Student teams received scheduled mentoring sessions from industry experts who guided them towards developing their business models, providing them with insights drawn from their practical experiences. Moreover, last year’s winning team went on to participate in the Babson Collaborative 2021 Global Student Challenge and two teams reached the semi-finals.

Learn more about CEI’s other initiatives here.

Fifteen current Tomorrow’s Leaders students joined the newly launched College-to-Work Pipeline (TLP) program this spring, becoming the first TLP cohort at AUC. 

Giving students the opportunity to launch their dream startup or get hands-on experience with industry leaders, TLP aims to bridge the skill gaps between the college to work pipeline, enabling undergraduate and graduate students to find meaningful employment and leadership opportunities in their areas of interest or launch their own startups upon graduation to become future employers. It is a joint effort between the U.S. Department of State, Bureau of Near Eastern Affairs Assistance Coordination and the American University of Beirut, Lebanese American University, Georgia Tech and AUC.

“The TLP program offers Tomorrow’s Leaders students a unique opportunity to either work on a startup idea or on a real-life hands-on project,” explained Ahmed Tolba ’97, ’01, associate professor of marketing, chair of the management department and academic director of TLP at AUC.

Partnering with the public and private sectors as well as nongovernmental organizations, the program offers Tomorrow’s Leaders students relevant, on-the-job training experience and entrepreneurial opportunities attuned to market demands. TLP seeks to incentivize employers to increase employment opportunities and preparedness for youth leadership in the MENA region.

“I am very excited about this opportunity and confident it will be an enriching and valuable experience for students,” Tolba said.

Under TLP, AUC has adopted two of Georgia Tech’s programs for students to take part in. The first is the Create-X course, which will instill entrepreneurial confidence in students and empower them to launch successful startups. According to Tolba, three TL students this semester will be guided by experienced faculty and industry experts to turn an idea into an entrepreneurial venture.

Create-X is implemented under the AUC course Entrepreneurial Lab: Developing and Launching a New Venture. Industry partners for Create-X so far include Wataneya for the Development of Orphanages and the AUC Venture Lab.

The other program, Vertically Integrated Projects (VIP), is a transformative approach to enhancing higher education by engaging undergraduate and graduate students in ambitious long-term and large-scale projects. Three TLP students will join industry partners, as well as other students from different disciplines, to tackle three real-life projects under the supervision of experienced faculty members. 

Industry partners for this semester include UNDP Accelerator Lab, Fusion Solutions, UNICEF Egypt and a local design studio, with the projects varying from developing a video game and creating an e-platform to raising awareness of nutrition and preserving the biodiversity of tourist areas. 

“I joined the gaming for impact project because I want to utilize all my capabilities (management, computer science and graphic design) to truly experience what multidisciplinary means. It will help me accelerate my learning process and push forward my career.” said Youssef Anwar, a TLP student majoring in management of information and communication technology.

Ola Dayeh, a TLP student completing her master’s in migration and refugee studies who is working on a UNDP-affiliated VIP project, echoed this sentiment: “I am thrilled to have this opportunity of working with a team and to be supported by a faculty member and development professionals.”

Most projects will be complete by the end of the semester, while some that require more time will continue through the summer. Sulaf Taha, TL senior director, is eager to see the results of both programs.

“We hope that this pilot project can demonstrate the success of hands-on cocurricular learning in enhancing students’ employability and ability to succeed in the changing dynamic labor market,” she said.