May 18, 2020

[Study] Iranian Government Investigates Mismanagement in Automotive Industry

Sustainability
Rotana Hotels
guest experience
Rotana Earth
Bizclik Editor
1 min
[Study] Iranian Government Investigates Mismanagement in Automotive Industry

Iran’s parliament (Majlis) has undertaken a study of the country’s car manufacturers, revealing a series of concerning trends within the sector.

Trailing only the oil and gas industries, the Iranian auto industry creates 500,000 direct and indirect jobs and has $6.45 billion in circulation annually. It is also the world’s 12th largest car producer, but has a set of issues which need addressing according to the county’s politicians.

National giants Iran Khodro Company (IKCO) and SAIPA Company are reported to have not made any serious effort to cash around $2.58 billion of their customers’ unpaid debts, contributing to a decline in output which they blame of on a lack of liquidity.

The report claims that $580.6 million of incomplete cars are being held in numerous parking lots across Iran.

Further to this, IKCO and SAIPA are said to be suffering from mismanagement, the study noting a derailing from the companies’ original function. SAIPA in particular was criticised for appointing advisors and directors who are not adequately qualified.

The government also has concerns over the origin and quality of parts being used, especially those coming from parts of China with the hologram of Iranian parts manufacturers.

Perhaps most alarming was the revelation that MPs believed the price of cars in the country to be inflated by as much as 30 percent beyond their fair value. 

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May 11, 2021

5 Minutes With PwC's Amanda Line on Digital Leadership

DigitalLeadrship
Technology
Strategy
Georgia Wilson
4 min
PwC | Digital Leadership | Strategy | Technology
Amanda Line, PwC Partner and PwC’s Academy Leader on what it means to be a digital leader...

1. Define digital leadership, and what it means to be a digital leader?

Leadership has always required a specialised set of skills, such as curiosity, empathy, and decisive action. In today’s world, there is an urgent need for a new type of leader – one who has a digital mindset and has the skills to drive transformation. With the ever-expanding spectrum of new technologies, we need a new wave of digital leaders who not only understand the application of intelligent technologies in the workplace, but also know how to enable and empower their teams - and that comes from frequent upskilling. Digital leaders are represented across numerous sectors and industries, with a common goal to drive a culture of innovation and transformation. 

2. What do you believe are the essential traits of a digital leader?

Knowledge of digital and data literacy is a given essential to have a strong command of the future economy. In my opinion, what’s even more important are human-centric skills. It is the soft skills such as communication, resilience, emotional intelligence, and entrepreneurial thinking that are pivotal in this new-age digital world. 

Despite the demand for future skillsets, we’re currently facing the biggest skills shortage of our lifetime. PwC’s Middle East CEO survey highlighted that 80% of CEOs believe that a shortage of skills in the workforce is one of the key threats to their organisation’s growth prospects. 

Part of our drive at PwC’s Academy Middle East in leading the upskilling revolution in the region is to facilitate lasting change. We deliver innovative and practical training, that includes both digital and soft skills components, for individuals and organisations across industries to create a truly future-ready workforce in the Middle East.

3. How have these traits changed since the outbreak of COVID-19, or have they remained the same but their significance has grown?

Prior to the pandemic, the World Economic Forum set an ambitious target to upskill one billion people by 2030. This was initiated to tackle the 75 million jobs expected to be displaced by automation and AI by 2022. Since Covid-19, the window of opportunity to reskill has become shorter in the newly constrained labour market.[1] 

The way we live, work and learn has changed drastically, placing digital technologies at the forefront. The pace of change has accelerated the need for upskilling and reskilling. In many organisations and economies, this crisis has highlighted the discrepancy between the skills people have and those needed for jobs in the digital world. 

4. What was the role of a digital leader when the initial outbreak happened?

The need for digital leadership was brought to the forefront by the pandemic. With the huge transition to work from home (WFH), strong leadership has helped guide and steady employees, and ensure continued productivity. Leaders who understand the application of technologies in the workplace have been able to create new drivers for success, including streamlining operational systems, mindful connection of their employees and improved agility in the workplace. 

5. How has that role evolved and what are the next steps for digital leaders going forward in 2021 and beyond?

Eighty-four percent of employers are set to rapidly digitalise working processes, including a significant expansion of remote work—with the potential to move 44% of their workforce to operate remotely.[2] This is a very significant change towards a digital future. Technology is moving at a rapid pace, and having digital skills is no longer a ‘good to have’, it is critical to business success. Leaders and employees alike must adapt to a cycle of constant learning and upskilling to remain competitive.

6. How do these roles mentioned compare to pre-COVID?

Digital leaders were in demand before the pandemic, but now there is an additional urgency for a pipeline of talent with the skills to implement new technologies in the workplace. In order to create sustainable success, digital technologies must be adopted as a core business strategy – and upskilling is key. In 2020, PwC’s Academy introduced a number of qualifications in the region to support training for the digital economy, including the region’s first qualification for AI, the Certified Artificial Intelligence Practitioner (CAIP). 

7. Whilst the initial strategy for digital leaders was to survive the outbreak, what is the strategy for digital leaders as they look to thrive going forward?

We will see more sophisticated technologies being integrated into the workplace, driven by digital leaders. To support these transformations, we will need to close the existing skills gap, and ensure that younger generations are prepared for the future workplace. 

Young professionals will need huge investment in education and skills development. This requires a collaborative effort from governments, private organisations and education providers. In the Middle East for example, PwC’s Academy is working with the regional governments to upskill the national talent for future leadership roles. We also work with the private and public sector for upskilling solutions in finance, tax, HR, marketing, leadership and management, graduate development, digital transformation to name a few. It is this multi 

faceted approach to upskilling that will help our region to thrive. 

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