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Key sectors in KSA manufacturing market:

Here’s a concise overview of the key sectors in Saudi Arabia's manufacturing market:

1. Petrochemicals

- Central to Saudi Arabia's manufacturing, leveraging vast oil and gas reserves to produce chemicals like ethylene and polypropylene.

- Major players include SABIC and Saudi Aramco.

2. Pharmaceuticals

- Rapidly expanding with a focus on local production of generics, vaccines, and biotech products.

- Supported by government initiatives to reduce import dependency.

3. Food and Beverage

- Vital for food security and economic growth, focusing on dairy, processed foods, beverages, and halal products.

- Expanding into regional and international markets.

4. Automotive

- Developing sector with a focus on assembling vehicles, manufacturing parts, and electric vehicles (EVs).

- Growing interest from global manufacturers.

5. Construction Materials

- Driven by mega-projects, producing cement, steel, aluminum, and sustainable materials.

- Key to supporting infrastructure development.

6. Metals and Mining

- Emerging sector with significant resources like gold, phosphate, and bauxite.

- Focus on extraction, processing, and downstream industries like aluminum smelting.

7. Textiles and Apparel

- Small but growing, with potential in high-quality textiles and traditional clothing.

- Opportunities in fashion and design.

8. Renewable Energy Equipment

- Focused on producing solar panels, wind turbines, and related components to support renewable energy projects.

- Significant growth potential aligned with sustainability goals.

9. Packaging

- Expanding due to growth in food, pharmaceuticals, and e-commerce.

- Innovation in sustainable packaging solutions is on the rise.

10. Defense and Aerospace

- Strategic priority with efforts to localize military equipment production.

- Supported by GAMI, focusing on parts manufacturing and maintenance services.

These sectors highlight Saudi Arabia's drive toward economic diversification, with strong government support and strategic investments fostering growth across the manufacturing industry.

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FUNDAMENTALS OF COMPANY CULTURE — BEHAVIORS ASSOCIATED

Everyone wants to improve their company culture. Culture has become the ultimate buzzword these days. Leaders also seem to talk about it all the time. Let’s look past the buzz and grasp the roots of organizational culture. If we want to influence our company culture, we have to start with a keen understanding of what culture actually is.

What Is Company Culture?

Culture is the thing we cannot necessarily touch and feel — it is the invisible binds and unspoken rules that enforce “how people do things around here.” However, this definition can be insufficient at times. “The way we do things” feels awfully vague and amorphous, especially when it comes to thinking about how to intentionally create a company culture we’re proud of. As a result, our attempts to influence culture get muddled. We conflate culture with surface-level relics, confusing culture with “Things To Make People Feel Good.” - ping pong tables, happy hours and free lunches. Sure, those are part of “the way we do things” — but it doesn’t explain why we are doing those things. Culture includes that why.

Measuring Company Culture

We can’t. And we don’t want to. Culture isn’t meant to be measured. Why? Because culture, technically defined, is the artefacts, espoused values and beliefs, and basic underlying assumptions that people have. And that can’t be measured quantitatively. Measuring/ quantifying it may erode the point of culture. Culture is an organization’s compass for behaviour. It’s what people use to decide what actions are acceptable, and what are not. For example, at some places it may guide people to publicly report a mistake. At other places, it nudges people to brush a similar mistake under the rug.

Measuring culture is like saying we want to measure a compass. We can pick it up and say, “Hmm, let me rate the shininess of this compass, or weigh how heavy it is.” But, really, what we care about is if the compass points us to where we want to go. Measuring the compass itself doesn’t do you much good. Because if we don’t see culture as a lever that influences what we are trying to accomplish as a team, and instead as the thing itself we are trying to maintain, we lose sight of culture’s power in the first place: Culture helps a group of people get what they want done, done.

As a result, what we can measure are the outputs of culture. The observable behaviors and indicators we see as the consequences of our culture. Possibly the most important output to gauge is progress. Studies show how progress, more than anything, influences employee motivation. This means defining what “progress” looks like on a day-to-day basis. Is it the speed by which things are happening? Is it the quality of the work being produced? Is it the number of people we are helping because our work product exists? It could also mean asking questions like how helpful managers are in supporting people to make progress, or how frequently they encounter frustrating obstacles in a given week. Therefore: If we want to measure culture, we need to start with clearly defining what the outputs of a successful, healthy culture looks like in our context. 

Levels of culture

Why this matters

More often than not, there is a misalignment between the invisible and visible layers. The things we actually believe, versus the things we say we believe and the things we do to show it.

A Sample Case Study: Perhaps the most glaring case has been Uber. A company that no doubt had visible signs as “proof” that they valued their employees — lavish office parties and state-of-the-art offices. A company that had 14 cultural values it touted, including that employees should “be themselves.” And yet the basic underlying assumption persisted: Win at all costs, by any means necessary. We saw this in countless of examples of questionable ethics and sexual harassment issues ignored. At its core, Uber’s culture was rooted in this aggressive, toxic mindset — and that manifested in how they treated their people, regardless of what superficial artifacts or espoused values they trumpeted.

If we are looking to truly shift our company’s culture, we have to zoom in on this bottom most layer: our basic underlying assumptions. What we truly believe — not always what we say or outwardly show — is what drives the company’s culture.  Changing the company culture is not about just changing the visible signs. Getting beer taps installed in the kitchens doesn’t make the culture more friendly. Nor does building an onsite gym mean the culture all of sudden cares about employees’ health and well-being. Changing the company culture also is not about just changing the espoused values and beliefs. Saying at all-company meetings, “We believe in honesty and transparency” or writing “We believe in diversity and inclusion” on a website doesn’t automatically make those things true.

Changing company culture is about tapping into the core beliefs of each individual, understanding what their basic underlying assumptions are, and creating an environment where those can be listened to, brought together, and reacted to. If we can understand company culture, we can improve it.

Classification of Culture Types: The Schneider Model

The Schneider cultural model isn’t a new approach but it is relevant today. William Schneider describes culture as the answer of “How we do things around here to succeed?” No one culture type is better than another. They only have strengths and weaknesses. Depending on the type and nature of work, different types of culture may be a better fit. Companies typically have a dominant culture with aspects from other cultures. Different departments or groups may have different cultures. (e.g. development vs. operations), and these differences can lead to conflict.

Four Main Types of Culture

The Schneider Model identifies the primary, underlying culture which shapes the organisation. There are 4 main types: - Control - Cultivation - Collaboration – Competence

Control cultures (COMPANY/REALITY oriented) are process-driven; the company’s success depends on data, processes, etc. Many energy, aviation and defence companies have control cultures. Control cultures prize objectivity. Emotions, subjectivity, and ‘soft’ concepts take everyone’s eye off the ball and potentially get the organization in trouble. Empiricism and the systematic examination of externally generated facts are highly valued. Control cultures want no competition – they want to be the only players in town. Control cultures are command-and-control/ hierarchical- Leaders manage the work. Examples: The military, Police, Exxon. 

Collaboration cultures (PEOPLE/REALITY oriented) – people work together towards a shared goal. The Collaboration culture springs from the household. Relationships are key to getting things accomplished. Google is an example, though it also has cultivation culture elements. The way to success is to put a collection of people together, to build these people into a team, to create their positive touching relationship with one another and to trust them with fully applying one another as resources. Status and rank take a back seat.

Cultivation Cultures (PEOPLE/POSSIBILITY oriented) are often cantered around a greater mission. Cultivation Culture is about learning and growing with a sense of purpose. Examples include religious organizations, non-profits, social impact organizations. Leaders remove obstacles that impede attaining the company’s mission. Example – Zappos.

Competence Cultures (COMPANY/POSSIBILITY oriented) are innovative (possibility) and utilize the best talent to bring ideas to bear. Examples: Deloitte, Apple. In a competence culture, being superior or the best is chief. This can mean having the best product, service, process or technology in the marketplace. This culture gains its uniqueness by combining possibility with rationalism. What might be and the logic for getting there are what count.

Fundamental values are knowledge and information. Formalities and emotional considerations are not important compared to proven accomplishment.

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Emotional intelligence in project management Emotional intelligence (EI) plays a crucial role in project management, perhaps even more so than technical skills in many cases.

Effective Communication: Project management involves constant communication with team members, stakeholders, and clients. High EI enables project managers to communicate effectively, listen actively, and convey their messages clearly, which helps in resolving conflicts, managing expectations, and building rapport.

Conflict Resolution: Conflicts are inevitable in projects due to differing opinions, priorities, and objectives. Emotionally intelligent project managers can navigate conflicts constructively by understanding the underlying emotions, managing their own emotions, and empathizing with the perspectives of others. This leads to quicker resolution and maintains positive relationships within the team.

Team Building: Building and leading a successful project team requires more than just technical skills. EI allows project managers to create a positive work environment, foster trust among team members, and motivate them to perform at their best.

Adaptability and Resilience: Projects often face unexpected challenges, setbacks, and changes. Emotionally intelligent project managers are adaptable and resilient, able to manage stress, stay calm under pressure, and quickly pivot when necessary.

Stakeholder Management: Project success depends not only on meeting technical requirements but also on satisfying the needs and expectations of various stakeholders. EI enables project managers to understand stakeholders' perspectives, anticipate their concerns, and manage relationships effectively, ultimately leading to greater stakeholder satisfaction and support

Decision Making: Emotionally intelligent project managers are adept at making decisions that balance rational analysis with empathy and intuition. They consider the impact on all stakeholders, weigh alternatives objectively, and are not swayed by personal biases or emotions, resulting in better decisions for the project.

Influence and Leadership: Leadership is a fundamental aspect of project management, and EI is closely tied to effective leadership. Emotionally intelligent leaders inspire and influence others through their authenticity, empathy, and ability to connect on a human level, rallying the team around a common vision and purpose. In essence, emotional intelligence is the foundation upon which successful project management is built. While technical skills and knowledge are essential, it's the ability to understand and manage emotions, both within oneself and in others, that truly sets exceptional project managers apart.

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How practice tests help you prepare for cloud certification exams

Cloud computing is a form of Internet-based computing that provides shared processing resources and data to computers and other devices on demand. A model for enabling ubiquitous, on-demand network access to a shared pool of reconfigurable computing resources (such as networks, servers, storage, applications, and services) that can be quickly provisioned and released with little management effort or service provider interaction is what is generally referred to as cloud computing.

Practice tests for cloud computing are the best way to prepare for the certification exam. Practice tests are designed to give you a feel of what the real exam is like. They also make sure that you know all the important topics and concepts in order to pass them with flying colors. Cloud computing certification practice tests are not a replacement for a dedicated, in-depth study guide. Remember that the best way to prepare for the exam is to take an online course or attend a VMware certification course.

Practice tests for cloud computing can be categorized into different types:

- Practice exam questions

- Online practice test

- Mock test

- Self-assessment test

- Free practice questions

There are many practice tests that you can take to take your preparation to next level, for example, The Microsoft Azure Practice Test is a free practice test with over 50 questions. It provides a variety of difficulty levels and is available in English, Spanish, and German.

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Real Estate Development in Saudi Arabia: A Thriving Sector

Saudi Arabia has been witnessing a remarkable boom in its real estate sector in recent years. The government's efforts to diversify the economy and attract foreign investments have played a significant role in the rapid development of the industry. With a growing population, increasing urbanization, and a strong demand for housing, the real estate market in Saudi Arabia has become one of the most lucrative sectors for investors.

The Kingdom has implemented various initiatives and reforms to stimulate the real estate market. Vision 2030, a comprehensive plan to transform the Saudi economy, has placed a strong emphasis on developing the housing sector to meet the needs of the growing population. The plan aims to increase the rate of homeownership to 70% by 2030, which has led to a surge in construction activities and infrastructure development.

One of the key drivers of the real estate sector in Saudi Arabia is the increasing foreign investment. The government has introduced several policies to attract foreign investors, such as allowing full ownership of real estate properties in certain areas and offering incentives and tax breaks. This has resulted in a significant influx of foreign capital into the market, leading to the development of mega projects and luxurious residential communities.

Furthermore, the government has also focused on developing affordable housing solutions to cater to the needs of low-income individuals and families. Initiatives like the Sakani program have been launched to provide affordable housing units and financial support to eligible citizens. This has not only addressed the housing shortage but has also created employment opportunities and boosted the economy.

The real estate development in Saudi Arabia is not limited to residential properties. The commercial and retail sectors have also witnessed significant growth, with the construction of modern office spaces, shopping malls, and entertainment centers. The Kingdom's ambitious plans to develop tourism and entertainment sectors have further fueled the demand for commercial properties.

In conclusion, the real estate sector in Saudi Arabia is experiencing a period of rapid growth and development. The government's initiatives, foreign investments, and the focus on affordable housing have contributed to the flourishing market. With the continuous efforts to diversify the economy and attract more investments, the real estate sector is poised to play a crucial role in the Kingdom's economic transformation.

Five pillars of real estate development

1. Site Selection and Acquisition: The foundation of any real estate development project lies in the careful selection and acquisition of the right piece of land. Developers assess factors such as location, accessibility, zoning regulations, and market demand to determine the viability of a site.

2. Financial Feasibility: Before proceeding with a project, developers conduct thorough financial analyses to ensure its economic viability. This involves assessing construction costs, estimating potential revenue, and evaluating the return on investment. Financial feasibility studies guide decision-making and help secure financing.

3. Effective Project Management: Successful real estate development requires effective project management throughout every phase, from design and construction to marketing and sales. This pillar encompasses coordinating various stakeholders, managing timelines, and addressing unexpected challenges to ensure the project stays on track and within budget.

4. Compliance with Regulations: Real estate developers must navigate a complex web of regulations, including zoning laws, building codes, and environmental regulations. Adhering to these regulations is crucial for obtaining necessary permits and approvals, mitigating legal risks, and ensuring the project aligns with local planning guidelines.

5. Market Analysis and Demand: Understanding the market and anticipating demand are essential pillars of real estate development. Developers analyze current market trends, demographic data, and consumer preferences to design and deliver projects that meet the needs of the target audience. This pillar involves staying attuned to market fluctuations and adapting strategies accordingly.

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