DUBAI The Epicenter of Modern Innovation A Guide to Implementing Innovation Strategies DUBAI The Epicenter of Modern Innovation A Guide to Implementing Innovation Strategies Dr William R “Buzz” Kennedy Dr Aaron G “Sandy” Amacher Dr Gregory C McLaughlin CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2017 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S Government works Printed on acid-free paper International Standard Book Number-13: 978-1-4987-5809-3 (paperback) This book contains information obtained from authentic and highly regarded sources Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint Except as permitted under U.S Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers For permission to photocopy or use material electronically from this work, please access www copyright.com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400 CCC is a not-for-profit organization that provides licenses and registration for a variety of users For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe Library of Congress Cataloging‑in‑Publication Data Names: Kennedy, William R., 1960- author | Amacher, Aaron G., author | McLaughlin, Gregory C., author Title: Dubai the epicenter of modern innovation : a guide to implementing innovation strategies / William R Kennedy, Aaron G Amacher, and Gregory C McLaughlin Description: Boca Raton, FL : CRC Press, 2017 | Includes bibliographical references and index Identifiers: LCCN 2016036663 | ISBN 9781498758093 (hard back : alk paper) Subjects: LCSH: Technological innovations United Arab Emirates Dubai | Diffusion of innovations United Arab Emirates Dubai | Dubai (United Arab Emirates) Economic policy | Dubai (United Arab Emirates) Social policy | Dubai (United Arab Emirates) History Classification: LCC HC415.36.Z7 D8354 2017 | DDC 338/.064095357 dc23 LC record available at https://lccn.loc.gov/2016036663 Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com Contents List of Figures xi List of Tables xv Preface xvii Acknowledgments xxi Authors xxv The Pearl of the Arab World: Inspiring a Culture of Transformational and Sustainable Innovation Introduction .1 Background Dubai and Innovation .6 Dubai’s Modern Makeover Looking Ahead 14 Summary 16 Discussion Questions 17 Assignments 18 Geopolitical Environment of Dubai and the United Arab Emirates 19 Introduction .19 United Arab Emirates 20 Dubai 21 Where Is Dubai? 21 History 21 Currency 22 The Seven Emirates 23 Abu Dhabi .23 Abu Dhabi Vision 2030 24 v vi ◾ Contents Dubai .25 Sharjah 25 Ajman 26 Umm al-Quwain 26 Ras al-Khaimah .26 Fujairah (Jewel of the Middle East) 26 United Arab Emirates: The Road Ahead 27 Summary 29 Discussion Questions 30 Assignments 30 Dubai’s Innovation Culture and Strategy 31 Introduction .31 Innovation and Culture .32 Dubai: World Expo 2020 34 Selection Criteria .34 Culture .36 Large-Scale Cultural Influences: Individual Perspective 38 National Cultures .38 Ethnicities 39 Organizational Cultures 40 Political and Government System Influences 40 Affiliate Cultures .42 Family 43 Peers (Friends) 44 Estimating the Effect of Dubai’s Culture on Innovation 45 Culture and the Environment 45 Alliances and Innovation 47 Summary 48 Discussion Questions 49 Assignments 49 Innovation in the Private Sector 51 Introduction .51 Background .52 Current Economic Strategy .53 Sustainable Tourism 54 Medical Tourism 55 Industrial Development 57 Smart City 59 Contents ◾ vii Internet of Things .59 Policy 61 Renewable and Clean Energy 61 Solar Energy 62 Solar Energy 101 .63 Solar Energy Challenges 63 Financial Sector 64 Financial Corporate Social Responsibility (CSR) Initiatives .64 Leadership 66 Summary 66 Discussion Questions 67 Assignments 67 Innovation in Government 69 Introduction .69 Government Vision 70 Elements of the Government Vision 72 Implementing the Government Vision 73 Innovation in the Armed Forces 74 Building an Effective Initial Innovation Opportunity Profile 76 Innovation Opportunity Profile Flowchart 76 Establish the Organization’s Innovation Management System 78 Innovation Opportunity Profile and Proposal 80 Executive Summary (For Innovation Opportunity) .81 Section I: Operational Profile Key Points of Contact .81 Section II: Operational Systems Requirements Statement .81 Section III: Customer/User Profile Types User Profile 82 Section IV: System-Mode Profile .82 Section V: Functional Profile .82 Section VI: Certification, Standards, and Waiver Requirements 82 Section VII: Operational Profile 83 Section VIII: Data Management and Resource Sharing Plans 83 Section IX: Project Budget and Financial Information 83 Section X: Coordination and Approval Authority 83 Section XI: Appendices and Attachments 84 Innovation Project Team Charter 84 Summary 88 Discussion Questions 88 Assignments 89 viii ◾ Contents Innovation and Leadership 91 Introduction .91 Axioms of Leadership and Management 91 Logics in Business Leadership and Management .96 A Leader’s Role in Building a Culture of Innovation 106 Cultivating an Innovation Culture 107 Leaders and Establishing Best Practices .109 Culture of Open Innovation 110 Dynamic Capabilities 111 Dynamic Capabilities Defined 111 Dynamic Capabilities in Rapidly Changing Environments 111 Dynamic Capabilities and the Leader 112 Risk Management 114 Analyzing Risk in the Operational Environment 115 Risk and the International Community 116 Risk in the Operational Environment 117 Important Considerations in Risk Management 119 Summary 121 Discussion Questions 121 Assignments 122 Organizational Diagnostics: Through the Looking Glass .123 Introduction .123 Assessment 125 Scoring and Interpretation 126 Scoring .126 Actions .127 Comprehensive Innovation Assessment 128 Innovation Readiness 128 Scoring .129 Interpretation 129 Actions .132 Why Do Diagnostics? 133 Diagnostic Elements 133 Situational Analysis .133 Environment Scan .134 Active Data (Information) Sources 135 Passive Data (Information) Sources 136 Summarize the Information 136 Contents ◾ ix Building a Profile 137 Causal Inquiry .138 Strategies for Innovation 139 Organizational Scale 139 Existing Strategies .139 Innovation Strategy Types 141 Strategy 1: Ad Hoc Strategy 142 Strategy 2: Supplier-Based Strategy 143 Strategy 3: Directive-Driven Strategy 143 Strategy 4: R&D Emphasis Strategy 143 Strategy 5: Science-Based Strategy 143 Strategy 6: No Strategy 144 Mission, Vision, and Purpose Statements 144 Compatibility with Organizational Outcomes and Functions 147 Constructing an Innovation Strategy 149 Strengths, Weaknesses, Opportunities, and Threats Analysis 149 Assembling the Strategy 152 Persistence 152 Implementing an Innovation Strategy 152 Success Factors 153 Summary 156 Discussion Questions 157 Assignments 157 Selecting an Innovation Project: Projects That Add Lasting Value 159 Introduction 159 Case Study Synopsis .160 Step 1: Need Analysis and New Ideas 161 Step 2: Nominate and Negotiate .166 Overall Survey Evaluations 167 Negotiation 168 Step 3: Objectify and Operationalize 169 Scoring 172 Step 4: Validate and Verify 175 Step 5: Adaptation and Alignment 185 Step 6: Tabulate and Track Performance .188 Step 7: Execute and Evaluate 191 Summary 192 Appendix II: Work Environment Survey Examine the difference between the “perception” (odd numbered) and “expectation” (even numbered) scores If perceptions exceed expectations (a positive difference), then the person is satisfied and the reality is better than expected If expectations exceed perceptions (a negative difference), then the person is not satisfied and the reality is less than expected These persons will not align well with the project 249 Strongly disagree Disagree Neither disagree nor agree Agree Strongly agree The project is expected to meet its objectives Implementation is expected to complete on time No delays are expected in meeting the time lines The project is expected to be successful 5 Support for the project remains unchanged Performance is expected to remain at similar levels Expect that customers or users will perceive item as innovative Expect that few changes will be made to the project The project team has performed as expected 10 Expect management to continue support for this project Scores AYG perceptions AYG expectation Difference Scores Range perceptions Range expectation My choice Appendix II In the “My choice” column, enter the numerical value (1–5) that best describes how much you agree (disagree) with the statements provided ◾ Statement number Perception and Expectation Score Chart 250 Table A2.1 Appendix II Instructions: Neither Select the number that best describes how Statement Strongly disagree much you agree with each statement and Disagree number disagree nor record that number in the “My agree choice” column Agree Strongly agree The work environment supports creativity I have confidence in my own abilities to solve problems My workplace provides me with challenges The workplace enables me to be creative 5 The work environment is open to new ideas There is a sense of cooperation among employees Management rewards improvements Work demands are not overburdening My workplace encourages change 10 Trust is valued in my workplace #DIV/0! DIM #DIV/0! DIM Total Average scores DIM Total Range scores DIM DIM My choice #DIV/0! DIM Calculation Category score = confidence, challenges, and trust-statements (2+3+6+10)/4; Range = max-min Category score = creativity-statements (1+4+5)/3; Range = max-min Category score = perception of work environment-statements (7+8+9)/3; Range = max-min Interpretation Choose the component (item) with the largest average score The higher the score, the more the individual values a particular “value” of innovation Large ranges (greater than 1.5) indicate inconsistency and therefore reduce reliance on a particular value Figure A2.1 Work environment survey ◾ 251 252 ◾ Appendix II Statement number Instructions: Select the number that best describes how much you agree, placing that number in the “My choice” column No value Of little value Has some value Valued Of great value The innovation comes from within the organization How many people it involves How much it costs How long it takes 5 How much profit it makes Maintaining competitive advantage over time The sustainability of the benefit The time to implement the innovation is short The value the innovation offers to the organization 10 The innovation uses internal talent #DIV/0! DIM #DIV/0! DIM Total Average scores DIM Total Range scores DIM DIM DIM In the “My choice” column, enter a number that represents your perception Use the following formula to construct an average and range value Costs, Profits: Average (Statements 3+5+6+9)/4; Range = max-min People: Average (Statements 1+2+10)/3; Range = max-min Time : Average (Statements 4+7+8)/3; Range = max-min Interpretation The largest average value (with a range less than 1.5), indicates the innovation type the individual Large ranges indicate inconsistency Figure A2.2 Value of innovation survey My choice #DIV/0! Appendix II Statement number Instructions: Check the box that best matches your understanding of how innovation is defined by each statement Undefined Poorly defined Marginally defined Defined Well defined A new discovery New or novel (unique) products and services Making something better Replacing what does not seem to work 5 Improving products and services over time Improving something to make it better Changing what does not work A new invention or patent Improving on something that already exists 10 Changing for the better #DIV/0! Improved #DIV/0! Change Total Scores New Total Scores New Improved My choice #DIV/0! Change Interpretation Enter a number in the “My choice” column that represents your perception Use the following formula to construct an average and range value New: Average (Statements 1+2+8)/3; Range = max-min Improve: Average (Statements 3+5+6+9)/4; Range = max-min Change: Average (Statements 4+7+10)/3; Range = max-min The largest average value (with a range less than 1.5), indicates the innovation type the individual Large ranges indicate inconsistency Figure A2.3 Perceptions of innovation ◾ 253 254 ◾ Appendix II Measurable Attainable Relevant Timely Instructions: Score each objective as to its SMART format Use a simple five-point Likert scale to rate importance Specific SMART criteria evaluation weighting 0 0 First class services Capacity for handling various rehabilitative procedures Ability to accommodate family members All inclusive “resort-type” setting Cost must have demonstrated value Score Importance scale Very unimportant Unimportant Neither unimportant nor important Important Very important Figure A2.4 SMART criteria evaluation Appendix II ◾ High impact Low chance of success High chance of success Low impact Figure A2.5 Outcome evaluation Evaluation Measure Objective Objective Objective Figure A2.6 Assumptions/limitations evaluation matrix Objective Objective 255 256 ◾ Appendix II High success High risk Low risk Low success Figure A2.7 Outcome evaluation model Index A Abu Dhabi, 10, 23 Abu Dhabi Vision 2030, 23, 24–25 Actions, 127–128, 132 Active data sources, 135–136 Adaptation, and alignment, 185–188 Adaptive individuals, 187 Ad hoc strategy, 142 AED, see Emirati dirham (AED) Airports Council International, 58 Ajman, 26 Al-Bakri, Abu Abdullah, 21 A/L evaluation matrix, 179 Al Maktoum International Airport, 58 Antiquated systems, 229 Appendices, and attachments, 84 ASDA’s Burson-Marsteller, 66 Assumptions/limitations evaluation matrix, 255 B Back-up plans, 229 Barker, Joel, BIE, see Bureau International des Expositions (BIE) Blue ocean strategies, 140, 196 Boeing Aerospace Corporation, 141 Book of Geography, 21 Brainstorming, 150, 207 British East India Company, Bureau International des Expositions (BIE), 33, 34–35, 36 Burj Al Arab Jumeirah, 8, 9, 22 Burj Al Khalifa, 8, 22 The Business of Paradigms, Business plan, 224 C Casual inquiry, 138–139 CCIQ, see Community–company interaction quality (CCIQ) Central Bank of the UAE, 23 Central Intelligence Agency (CIA), 146 Certification, and standards, 82–83 Chance or Choice: Unlocking Sustained Innovation Success, 160 Christensen’s theory, 140 CIA, see Central Intelligence Agency (CIA) Communications, 227 Community–company interaction quality (CCIQ), 109–110 Compatibility, with organizational structures, 147–149 Contingency plans, 229 Coordination, and approval authority, 83–84 Corporate Social Responsibility (CSR) initiatives, 64–65 Covey, Stephen, 104 Critical success factors (CSFs), 80 Critical to quality (CTQ), 101 CSFs, see Critical success factors (CSFs) CSR, see Corporate Social Responsibility (CSR) initiatives CTQ, see Critical to quality (CTQ) Culture, 36–37 257 258 ◾ Index affiliate, 42–43 effect of Dubai’s, on innovation, 45 and environment, 45–47 and ethnicities, 39–40 governments and political systems, 40–42 influence, 38 national, 38–39 organizational, 40 Customer/user profile, 82 Cycle time, 101–102 D Data analysis, 205 Data management, and resource sharing plans, 83 DEC, see Dubai Economic Council (DEC) Decision-making process, 2, 3–4, 115–116 Define, measure, analyze, improve, and control (DMAIC) model, 99 Deming, W E., 103 Department of Tourism and Marketing, 244 Design Triennale of Milan, 34 DHA, see Dubai Health Authority (DHA) DHCA, see Dubai Health City Authority (DHCA) DHCC, see Dubai Healthcare City (DHCC) Diagnostic elements, 133 active data sources, 135–136 environment scan, 134–135 passive data sources, 136 situational analysis, 133–134 summarizing information, 136–137 DIFC, see Dubai International Financial Center (DIFC) Directive-driven strategy, 143 Discrepancy evaluation tool, 216–217 Disruptive innovation theory, 140, 196 DMAIC, see Define, measure, analyze, improve, and control (DMAIC) model Dubai, 4–6, 25, 239–247; see also Innovation currency, 22–23 economic strategy, 53–54 financial sector, 64 forest belts, history of, 21–22 industrial development, 57–58 and innovation, 6–7, 31–50 leadership, 66 location of, 21 medical tourism, 55–57 modern makeover, 8–13 renewable and clean energy, 61–62 tourism, 54–55 Dubai Data Law, 58, 61 Dubai Economic Council (DEC), 31 Dubai Expo 2020, 74 Dubai Health Authority (DHA), 22, 224, 241, 243, 244 Dubai Healthcare City (DHCC), 57 Dubai Health City Authority (DHCA), 55, 241 Dubai International Airport, 58 Dubai International Financial Center (DIFC), 10, 23, 64 Dubai Mall, 10 Dubai Petroleum Company, Dubai Plan 2021, 62 Dubai’s Tourism Vision 2020, 161 Dubai Vision 2021, 214 Dynamic capabilities in changing environments, 111–112 defined, 111 and leader, 112–114 E EDA, see Exploratory data analysis (EDA) Emirati dirham (AED), 23, 27, 240 Environment scan, 134–135 Executing, and evaluating, 191–192 Executive summary, for innovation opportunity, 81 Expectations, and perceptions survey, 186–187 Exploratory data analysis (EDA), 221 F Family, 43–44 Fast-second strategies, 140 FDI, see Foreign direct investment (FDI) Index Filtering technique, 208 5-Star Service, 181, 198 Five-star surgical procedure, 163 FMS, see Foreign military sales (FMS) program Foreign direct investment (FDI), 27 Foreign military sales (FMS) program, Friendship, 44–45 Fujairah, 26–27 Functional profile, 82 G GCC, see Gulf Cooperation Council (GCC) General Assembly, 34, 35 General Directorate of Residency and Foreigners Affairs, 244 GIC, see Global innovation center (GIC) Global Initiatives Foundation, 74 Global innovation center (GIC), 31–32 Government vision, 70–75 elements of, 72–73 implementing, 73–74 innovation in, 74–75 Guide to Innovation Processes and Solutions for Government, 37 Gulf Cooperation Council (GCC), 13, 53, 55, 240 Gutenberg press, 1, H Health-care costs, 242 Hofstede’s model, 38–39 Home-grown approach, 141 Horticultural Exhibits, 34 I IAOP, see International Association of Outsourcing Professionals (IAOP) IM, see Innovation management (IM) system IMF, see International Monetary Fund (IMF) Impact vs success outcome evaluation, 179–180 Incremental innovation, 99, 197 Industrial Revolution, ◾ 259 Influence matrix, 211–214 Information-technology age, Innovation, 252–253 alliances and, 47–48 assessment, 125–126, 128 constructing, 149–152 and culture, 32–33, 36–37, 107–109 Dubai and, 6–7, 45 in government, 69–89 implementing, 152–153 leader’s role in, 106–107 managing, opportunity project, 195–232 open, 110–111 readiness, 128–129 selecting, project, 159–193 strategies for, 139–141, 147, 149 strategy types, 141–144 success factors, 153–156 Innovation management (IM) system, 78–79, 124, 126, 128 Innovation Opportunity Profile (IOP), 74, 76–78, 83–84, 174 flowchart, 76–78 and proposal, 80 Innovation Opportunity Proposal, 81 Innovation Processes and Solution (IPS), 128, 133 Innovation Project Management Handbook, 37, 42, 76, 77, 221 Innovation project team (IPT), 87 Innovation readiness (IR) assessment, 128, 131, 132 Innovation Team Project Charter (ITPC), 84–88 Innovation Week, 70 Integrated Energy Strategy 2030, 62 Intellectual revolution, Internal Revenue Service (IRS), 146 International Association of Outsourcing Professionals (IAOP), 65 International Monetary Fund (IMF), 27 International Specialized Expos, 34 International Standard for Organization (ISO) 31000-series, 114 Internet of Things (IoT), 59, 61 IOP, see Innovation Opportunity Profile (IOP) 260 ◾ Index IoT, see Internet of Things (IoT) iPod, Apple, 140 IPS, see Innovation Processes and Solution (IPS) IPT, see Innovation project team (IPT) IR, see Innovation readiness (IR) assessment IRS, see Internal Revenue Service (IRS) ITPC, see Innovation Team Project Charter (ITPC) J Joint Commission International, 242–243 Juma Ahmed Al Bawardi Al Falasi, 74–75 K Micro innovations, 197 Microsoft, 37 Mission, and vision statements, 144–147 MOE, see Measures of effectiveness (MOE) Mohammed bin Rashid Al Maktoum Solar Park, 74 Mohammed bin Rashid Center for Government Innovation, 32 Moopen, Azad, 57 MOP, see Measures of performance (MOP) MT, see Medical tourism (MT) MTA, see Medical Tourism Association (MTA) Mubarak Saeed Al Jabri, 75 My Vision: Challenges in the Race for Excellence, 53, 70, 72 KAs, see Key attributes (KAs) Kennedy, W R., Key attributes (KAs), 80 Key performance indicators (KPIs), 80, 100 Key performance parameters (KPPs), 80, 100–101 Kingdom of Saudi Arabia (KoSA), Knowledge management (KM) systems, 32 KoSA, see Kingdom of Saudi Arabia (KoSA) KPIs, see Key performance indicators (KPIs) KPPs, see Key performance parameters (KPPs) Kuhn, Thomas, N L O Latent/hidden dynamic capabilities, 112 Leapfrog innovation strategies, 140 LLC, 128, 133 Logics, of leadership and management, 96 Objectives, and operational definition, 169–172 Operational definition, 169–172 Operational system requirements statement, 81 Organizational culture, 40, 96 Organizational profile, 137–139 Outcome evaluation, 255, 256 Outcomes, and objectives, 216–218 M Machine decision paradigm, Macro innovations, 196–197 Measures of effectiveness (MOE), 80 Measures of performance (MOP), 80 Medical Tourism Association (MTA), 243 Medical tourism (MT), 55–57, 160, 169, 172, 174, 175, 198, 202, 239–247 N2OVATETM methodology, 98, 99, 131, 138, 149, 160, 168, 192, 195 Nadella, Satya, 37 Nakra, P., 160 Nanab Shaji Ul Mulk, 107, 111 National Innovation Strategy, 31, 32 Needs, and new ideas, 161–166 Negotiation, 168–169 Nonprofit/governmental agencies, 181 NorthStar Meta-Group Intl., 128 “No strategy” approach, 144, 147 P Palm Jumeirah, 8, Paradigm shift, Index Passive data sources, 136 Patient satisfaction (PS), 222–224 PDCA, see “Plan, do, check, act” (PDCA) model PDSA, see “Plan, do, study, act” (PDSA) Peer pressure, 44–45 Perception, and expectation score chart, 250 Persistence, 152 “Plan, do, check, act” (PDCA) model, 103, 104 “Plan, do, study, act” (PDSA), 103 PM, see Project management (PM) strategy Point of contact, innovation management, 81 Principle-centered leadership, 104 Project budget, and financial information, 83 Project expectations survey, 218 Project management (PM) strategy, 124 Project outcomes, 179 PS, see Patient satisfaction (PS) R R&D emphasis strategy, 143 Ras al-Khaimah, 26 Reality check phase, 209–214 Reem Al Hashimy, 35 Rehabilitative services, 198, 245–246 Return on investment (ROI), 188–189 Risk, 181 considerations in, management, 119–121 and international community, 116–117 management, 114–115, 118 in operational environment, 115–116, 117–119 Rogers’ diffusion theory, 32 ROI, see Return on investment (ROI) Royal Saudi Air Force (RSAF), S Science-based strategy, 143 Scoring, 126–127, 129–132, 172–175 Service application, 198–230 alignment, 226–227 exploring, 200–209 ◾ 261 outcomes and objectives, 214–219 reality check phase, 209–214 release, 229–230 tracking, 227–229 validation, 220–225 Seven Emirates, 23–29 Abu Dhabi, 23 Abu Dhabi Vision 2030, 24–25 Ajman, 26 Dubai, 25 Fujairah, 26–27 Ras al-Khaimah, 26 Sharjah, 25 Umm al-Quwain, 26 United Arab Emirates, 27–29 Seven-step implementation process, 199 Shahdadpuri, Paras, 107 Sharjah, 25 Sheikh Ahmed bin Saeed Al Maktoum, 28 Sheikh Hamad bin Mohammed Al Sharqi, 27 Sheikh Humaid bin Rashid Al Nuami, 26 Sheikh Khalifa Al Nahyan, 23 Sheikh Mohamed bin Zayed Al Nahyan, 23 Sheikh Mohammed bin Rashid Al Maktoum, 4, 5, 10, 12, 22, 25, 51, 52, 53–54, 70, 71, 73, 74, 239–240 Sheikh Rashid bin Ahmed Al Mualla, 26 Sheikh Rashid bin Saeed Al Maktoum, 19, 20 Sheikh Saqr bin Mohammed Al Qasimi, 26 Sheikh Sultan bin Mohammed Al Qasimi, 25 Sheikh Zayed bin Sultan Al Nahyan, 19, 20, 23 Situational analysis, 133–134 Small and medium-size enterprises (SMEs), 24 SMART, see Specific, measurable, achievable, relevant, and timebased (SMART) criteria Smart City, 59, 60, 61 SMEs, see Small and medium-size enterprises (SMEs); Subject matter experts (SMEs) Solar energy, 62–63 challenges, 63–64, 101, 63 Specific, measurable, achievable, relevant, and time-based (SMART) criteria, 169, 170–171, 172, 254 262 ◾ Index SREM, see Success-risk evaluation marix (SREM) Strengths, weaknesses, opportunities and threats (SWOT) analysis, 149–151, 152, 153 The Structure of Scientific Revolution, Subject matter experts (SMEs), 87–88, 187 Success factors, 153–156 and failure, 179 Success-risk evaluation marix (SREM), 181, 182, 183 Supplier-based strategy, 143 Survey evaluations, 167–168 SWOT, see Strengths, weaknesses, opportunities and threats (SWOT) analysis Synthesis, System-mode profile, 82 T Tabulating, and tracking, 188–191 Team formation, and negotiation, 166–167 Tourism, 54–55 Tracking numbers, 81 Treaty of Perpetual Maritime Peace, 20 Trucial States, 20 2015 Dubai Vision, 212 U UAE, see United Arab Emirates (UAE) UAE Armed Forces, 75 UAE Central Bank, 28 UAE Economic Outlook Forum, 27 UAE Land Forces, 75 UAE’s collective Vision 2021, 161 UAE Vision 2021, 62 UAI, see Uncertainty Avoidance Index (UAI) Umm al-Quwain, 26 Uncertainty Avoidance Index (UAI), 116 United Arab Emirates (UAE), 10, 20, 27–29, 31, 53, 55, 57, 161 USA Today, 58 V Value Health Check Survey (VHCS), 65 VC, see Virtual communities (VC) Verbal cues, 135 VHCS, see Value Health Check Survey (VHCS) Virtual communities (VC), 110 Vision 2020, 52 Visual assessment, 135 W Waiver authority profile, 83 Work environment survey, 249–256 World Expo 2020, 13, 27–28, 34–36, 52–53 World Future Energy Summit 2016, 62 World Leaders on Facebook study, 66 .. .DUBAI The Epicenter of Modern Innovation A Guide to Implementing Innovation Strategies DUBAI The Epicenter of Modern Innovation A Guide to Implementing Innovation Strategies Dr William R... creation, the DBA program is the largest and most profitable doctoral program in Capella University’s history Chapter The Pearl of the Arab World: Inspiring a Culture of Transformational and Sustainable... the UAE To Staff Lieutenant General Juma Ahmed Al Bawardi Al Falasi, Adviser to Deputy Supreme Commander of the Armed Forces, Commander of the Land Forces, and Commander of the Special Operations