Ajaz ahmed akqa biography of alberta

Notes From A Founder. A collection of essays. Interview May Changing Course. Interview December Designing responsible business with imagination. Interview November Is AI healing or destructive? Interview August The Decent Leader. Interview February Executives on the move. Interview January The Entrepreneurs. Interview July Drive full-speed at opportunity.

Interview June The Entrepreneurs. City A. How a skip of stationery inspired an advertising empire Ambition A. The Sunday Times Why many of the best chief executives are Indian From family values to education and entrepreneurial spirit, India offers lessons from which Britain could learn. The Article 75 years of reinvention On the 75th anniversary of the Commonwealth, it is imperative that we reassess its true value—an asset often overlooked amidst the political turmoil of recent years.

Ajaz ahmed akqa biography of alberta

The Times Entrepreneurship schools could inspire The alchemy of ambition has the power to enrich the lives of employees, making a positive difference to society, and evoke national pride. Our businesses have been built by industrious refugees One hundred and forty years ago, a refugee fled eastern Europe. Imagination must shape all our businesses When we think about the fuel that will power our economic growth, our creative flair ajaz ahmed akqa biography of alberta be absolutely crucial.

What is one problem you encountered as an entrepreneur, and how did you overcome it? Everything is fixable. All you need is good people. Teleportation would be handy. If you could change one thing in the world, what would it be and how would you go about it? Tell us a secret. What are your three favorite online tools or resources and what do you love about them?

Google because it works. Instagram because a picture speaks a thousand words. Amazon because they deliver. What is the one book that you recommend our community should read and why? Therefore, if a leader neglects their core responsibility — which is to serve their employees, clients, and occasionally the work and its audience — their leadership, and consequently the organisation, will crumble.

Q: What does it take to build great brands? We believe that each action a brand takes contributes to its narrative. Brands that manage to evoke positive feelings in us are the ones we truly fall for. When examining gripping, captivating stories, such as popular series like Game of Thrones or Succession, we notice a common element: conflict and crisis.

Just like these stories, brands without a central conflict will fail to engage their audiences, leading to apathy. Consider Apple, a brand that personifies simplicity and is continually at war with complexity. It invests heavily in streamlining all its offerings, making simplicity the hero of its narrative, battling against the villain of complexity.

Similarly, Nike champions the idea of motion and progress, embodying a constant struggle against inertia. You can see this principle at play in their societal contributions, as many of their campaigns aim to encourage diversity, inclusivity, and wider participation in sports. Disney, too, tells a compelling story. In its world, the happiness is the protagonist fighting against the antagonist: misery.

These brands illustrate how effective storytelling hinges on the existence of a conflict between the protagonist and antagonistic forces. This makes a brand memorable and evokes an emotional response in the audience. Another crucial aspect is creative judgement—the ability to differentiate between an extraordinary and an average idea. Great brands not only excel at storytelling but also elevate their execution into art.

A critical element here is taste; although it may be subjective, brilliant work tends to command universal acclaim. Moreover, successful brands understand the value of scarcity and exclusivity. These brands are highly customer-centric and are devoted to removing customer pain points. For instance, Apple demonstrates exemplary customer service by ensuring prompt and effective solutions to problems through various channels.

Lastly, these brands are marked by their commitment to innovation. Rather than following trends, they contribute to cultural shifts and consistently strive to differentiate themselves. They perceive risk as an opportunity for excitement, continuously pushing boundaries in their storytelling and products. Q: What have you learned from leading a scale business?

Success in any organisation, be it a small startup or a multinational corporation, lies in its mechanisms and systems. As we contemplate scaling from to 6, or 10, employees, we acknowledge that the elements that brought us this far may not necessarily take us to the next level. We firmly believe in the triad of process, performance, and outcomes.

We are diligent in defining the processes that drive performance, which in turn yield the desired outcomes. Previously, we engaged in an annual strategic planning exercise, resulting in an extensive volume of ideas. However, we found that many of these ideas were left unrealised. In light of the familiar saying that insanity is repeating the same actions and expecting different results, we abandoned the annual strategy process.

Instead, we developed what we refer to as the AKQA framework, a live system that replaced our former approach. The AKQA framework empowers every employee by providing clarity and direction, eliminating any ambiguity. Ajaz Khowaj Quoram Ahmed [ 1 ]. TaplowBuckinghamshireUK [ 2 ]. Khowaj Ahmed [ 8 ] father Sughran Ahmed [ 8 ] mother. Early life [ edit ].

Career [ edit ]. Bibliography [ edit ]. See also [ edit ]. References [ edit ]. The London Gazette Supplement. Retrieved 10 May Retrieved 18 October Retrieved 8 November Virgin Unite. Mental Health Innovations.