Today's Edition
SARA ALZAABI (ABU DHABI)
In his new book, Dr. Hasan Saleh Al Mujaini, Finance Controller at one of the foremost oil and gas enterprises, ADNOC, shares valuable insights about leadership, innovation and the transformative influence of AI in shaping the future of business.
Dr. Al Mujaini, who holds a PhD in Management from Universiti Sains Malaysia, has an extensive research portfolio spanning corporate foresight, organisational excellence, human capital management and artificial intelligence.
His academic endeavours have made the pages of many prestigious international journals.
In his recent book, "Breaking Boundaries: Unleashing Organizational Excellence", Dr Al Mujaini said that innovations, artificial intelligence, and digital transformation are no longer tools but engines of organisational excellence.
He posits these as strategic levers that require a change in culture and a strong vision in leadership, facilities designed to guide leaders and professionals through complexity in this digital age.
In an interview with Aletihad, he said: "A recurring message is that true transformation starts with people; leaders must champion continuous learning and guide their teams through change with clarity and purpose. Success in the modern world demands visionary leadership that empowers people and embraces technology as a catalyst for excellence."
He stressed that since AI is both a catalyst for opportunities and a threat, ethical leadership must act with anticipation rather than react in retrospect.
According to Dr. Al Mujaini, ethics should start from the leadership and set down firm guidelines for AI use.
Such guidelines should include algorithm transparency, auditing for bias, and limiting over-dependence on automation.
"It is essential to ensure AI is a force for good in organisational life."
Reflecting on how his time in Malaysia shaped his view on innovation and global competitiveness, Dr. Al Mujaini said: "Studying in Malaysia was a transformative experience. It showed me that innovation is not exclusive to tech giants or developed economies. It thrives in environments where diversity, resilience, and curiosity intersect.
"Malaysia's balance between tradition and modernity, and its emphasis on education and R&D, taught me that global competitiveness is less about scale and more about mindset."
He said that true progress comes not from tools or systems, but from tackling cultural inertia. Once employees are empowered and involved, performance significantly improves.
"It reinforced my belief that organisational excellence starts with human engagement, not systems or metrics alone."
The book warns that a key blind spot in digital transformation is viewing it as merely an IT task, with leaders often overlooking the cultural resistance that can hinder progress.
"Without investing in communication and training, technology often fails to deliver on its promise. Leaders must recognise that transformation is as much about people and processes as it is about platforms."
On balancing rapid innovation with organisational values and human-centric cultures, he noted: "I advocate for 'conscious innovation', where we measure success not just in speed or scalability, but in how innovations align with our core values and impact our people. When values are embedded in the innovation process, human-centric cultures are not only preserved - they are strengthened."
Successful transformations show that innovation can go hand-in-hand with investing in people and sustainability, modernising operations while staying true to core values.
Business education is evolving, but still lags behind what future leaders need, Dr. Al Mujaini noted, adding: "Future-ready leadership demands adaptive thinking, interdisciplinary knowledge, and future foresight capabilities. I believe curricula must incorporate emerging technologies, cross-disciplinary learning, and real-world challenges that mirror the dynamic global business environment."
He stressed that strategy is not about size, but about mindset.
Small firms can innovate by starting small, staying agile, and fostering a learning culture without substantial resources.
Dr. Al Mujaini asserted that foresight is not prediction, it is about preparation, scenario planning and making resilient decisions.
"Foresight does not mean knowing exactly what will happen but being ready when it does."
Commenting on emerging trends, he predicted: "I believe the next wave will centre around cognitive collaboration - how humans and intelligent systems co-create solutions. As AI becomes more intuitive and embedded, the focus will shift from automation to augmentation. How we structure these relationships ethically, creatively and inclusively will define the next era of business. Another potential focus could be organisational sustainability in the age of digital disruption."
He concluded that being future-ready means constantly learning, connecting with experts, mentoring talent and applying insights - especially around sustainability, tech and energy transition.
"Staying future-ready means staying intellectually curious and strategically adaptive."
Dr. Al Mujaini is currently in the process of publishing his next book, "Future Foresight in the UAE: Pathways to Tomorrow".
