Knowledge Economy
How the Government and Businesses of the
United Arab Emirates are Creating a Vision
for Success
THE COMMODITIZATION
OF KNOWLEDGE
This is why in places like the United Arab Emirates (UAE)
knowledge is swiftly becoming one of the most sought
after commodities, and it is hard to imagine a more ideal
one. It cannot be used up. It cannot be depleted. When
it is shared, it increases and expands.3 Put another way,
knowledge begets knowledge. When a company makes
an investment in learning and skills, they strengthen the
economy by giving their employees the tools needed to
add value to their organizations whilst also setting up
a framework to have those benefits filter to other sectors.
It is easy to see why the knowledge economy is becoming
more and more imbedded into our culture and business
style and why its flourishing.
So how can government and business come together to ensure they flourish in todays knowledge
economy?
First, it takes time. No individual, business, or country can become a success overnight. There is
a great deal of planning and collaboration that must come into play before any group can start exploring how the knowledge economy can benefit them. In fact, for many countries, this is a discussion and collaboration that has been years in the making.
The paper A plan for growth in the knowledge economy, first released in 2011 after two years of
initial research, says, By 2020, the UK economy will have successfully recovered the output lost
during the 2008/09 recession and will be experiencing sustained economic growth. Unemployment will have returned to pre-recession levels. This prosperity will have been driven by sustained
growth in the UKs knowledge economy.5
Not only did the initial research take two years, but the culmination of all this planning isnt expected to be fully in play until 2020. This is why it is so important for businesses and governments to
start putting down roots now. The longer they wait, the further behind they will grow.
Economic Incentive and Institutional Regime centers around the idea that governments and
leaders must not only be open to entrepreneurship and creating and sharing new knowledge, but
they must actively promote it.6 In this way, governments must lead by example and encourage
businesses to follow suit. Looking at what tariffs, regulations, and laws are in place can sometimes
indicate how open countries are to this particular pillar.6
The UAE is succeeding at the first pillar, Economic Incentive and Institutional Regime, by actively supporting
and promoting the UAE Vision 2021. This agenda plans
to focus on the UAE becoming the economic, touristic,
and commercial capital for more than two billion people by
transitioning to a knowledge-based economy, promoting
innovation and research and development, strengthening
the regulatory framework for key sectors, and encouraging
high value-adding sectors. These will improve the countrys business environment and increase its attractiveness
to foreign investment. 8
The UAE meets the demands of the second pillar, Innovation and Technological Adoption, by striving to instill an
entrepreneurial culture in schools and universities to foster
generations endowed with leadership, creativity, responsibility, and ambition. This will allow the UAE to be among
the best in the world in ease of doing business, innovation,
entrepreneurship, and R&D indicators.8 They also plan to
establish themselves as an academic hub by attracting top
professors so that students will have access to the very
thought leaders who are responsible for writing and advancing the journals and ideas which are driving success
in other countries.30 However, they are already seeing
improvements. According to the Global Competitiveness
Index, in 2011-2012 they ranked 28th for Innovation. 35
In 2014-2015, theyd moved up to 24th. 36
2014-2015
27
12
Basic Requirements
10
Institutions
22
Infrastructure
Macroeconomic environment
11
41
38
Efficiency enhancers
25
14
33
10
28
33
17
Technological readiness
30
24
27
21
Business sophistication
23
14
Innovation
28
24
Education Investment
Countries can take the first step by actively nurturing
highly-skilled workers. They can ensure their educational
systems present classes consistent with the skills students
will need as they transition to employees. Further, universities need to carry out constant assessment of their
own performance, strive to recruit the very best staff, and
invest heavily in research. 23 Only through a combination
of the right courses with the right professors will a country
organically develop the talent they will need to make them
leaders in this economy.
Banks in the UAE recognize this. One of the biggest
challenges facing the banks today, and Islamic banks
in particular, is a shortage of skilled professionals who
will become the next-generation of banking leaders and
administrators. Today, the demand for banking skills is
outstripping [supply], and there is a pressing need to
supplement the existing education and training programs
to provide the necessary talent to support the growing demand for banking services. 24 But, like any thought leader
of the knowledge economy, they also recognize what it will
take to correct this. It is time for the nations banking industry to take the long-term view when it comes to having
a skilled and knowledgeable talent pool. And that means
corporate financial education in different forms shortterm training based on the needs of the banks, as well as
long-term undergraduate and diploma degrees. 24
While leaders set the pace and example, success will still
depend largely on how well equipped employees are to
face todays economic challenges. Just as the Abu Dhabi
Chamber of Commerce and Industry recognized when
training its employees, opening up avenues, whether they
are to courses and certifications or to online libraries and
on-the-job training, can put employees on the path to
becoming leaders of the knowledge economy. Successfully training managers and supervisors can result in a 24
percent higher profit margin, and as an added benefit, 31
percent of employees cite training/education as a benefit
that would increase engagement and loyalty.17, 15, 18
$2.20 return
on investment.
86% percent of
companies with
strategic leadership
development
respond rapidly to
change.
TRAINING
Successfully training
managers and
supervisors can result in
31%
LOYALTY
86
ENGAGEMENT
$
$$
PROFIT MARGIN
benefit increasing
engagement and
loyalty.
7
86%
67%
95%
Offer job-specific
training programs
Offer general
management
programs
Offer skills
development
programs
59%
Reported targeted training
and development
of nationals22
However, with training and development spend rising by 15 percent in 2013 alone, businesses would be wise to consider cost effective avenues.10 They may want to consider
services that excel at nurturing a person through their education years and well into
their careers. Companies that supply these services can provide everything from computer skills training to help developing leadership qualities. Some even include access
to online libraries, online training courses, and programs that pinpoint an employees
working style to see how they can best collaborate with colleagues. Investing in this
type of all-encompassing service can align employees around central goals and expectations while also providing them with the skills training they need in order to achieve
those goals and help the company thrive.
Employee Retention
Yet, investing in an employee means nothing if a company cannot retain them. Thirty-two
percent of companies struggle to retain top talent, and only 34 percent of companies
focus on developing and retaining current employees. 11, 12, 18 Moreover, replacing an experienced worker can cost a company greatly, upwards of 50 percent of that individuals
annual salary.13, 18 But simply investing in employees, as the knowledge economy calls
for, will increase the rate of retention. In a survey about employee retention in the Middle
East and North Africa, nearly 15 percent of respondents stated that training and development opportunities were the most important factor for employee retention. 27 This is why it
is imperative that companies focus on office culture, employee engagement, and training
and advancement opportunities because employees who have opportunities to develop
are twice as likely to say they will spend their careers with their company.14, 18
Driving
Force
Lowri Gregg
Associate Market Development Manager
lgregg@wiley.com
About Wiley
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5L
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