Professor. Dr. El Namaki
Professor El Namaki, a pioneer of MBA programs in Europe and China, has spent his career bridging theory with real-world practice. Known for championing “strategic thinking” over outdated planning models, he emphasizes adaptability, foresight, and cultural intelligence in leadership. His latest work on “neo-strategic management” explores how leaders can thrive amid uncertainty, disruption, and the rise of AI. Drawing from experiences with global institutions like McKinsey, Philips, and the World Bank, Professor El Namaki continues to shape the future of management education and corporate strategy worldwide.
Revolutionizing Global MBA Education
We started the interview by asking, “Professor El Namaki, you have pioneered MBA programs in Europe and China. What drove you to innovate in management education at such an early stage?”
Professor El Namaki replied, “When I began my career, I noticed a clear disconnect between academic theories and the fast-changing realities businesses faced, especially in emerging economies. That gap inspired me to build management programs that were not only academically rigorous but also practical and relevant. In the mid-eighties and at the University of Delft (prior to the creation of Maastricht School of Management in Maastricht) I launched the first MBA in the Netherlands. This was followed a few years later, by China’s first MBA in Changsha the birthplace of Chairman Mao! These programs were not just about transferring knowledge; they were about building competencies that leaders could put to immediate use within turbulent global environments. The idea was to create an environment where participating executives learned to think critically, adapt quickly, and lead with confidence in uncertain situations. For me, innovation in education has always been about anticipating the future and preparing leaders to navigate it successfully, rather than training them only for the challenges of today.”
Strategic Thinking vs. Planning
The Worlds Times: You often emphasize “strategic thinking” rather than “strategic planning.” Could you elaborate on this distinction?
Professor El Namaki replied, “Strategic planning is often about creating a roadmap based on assumptions that the future will unfold in a predictable way. It is a worn-out concept that prevailed in the early days of the strategy concept. The problem is, in today’s world, predictability has almost vanished. Global markets are volatile, technology evolves at lightning speed, and unexpected disruptions are the norm. Strategic thinking, in contrast, is about developing a dynamic ability to see beyond the obvious. It is about conceiving visions, connecting dots others do not see, adapting to new realities, and creating flexible pathways rather than rigid boundaries. I always tell my executive audience and clients that strategic thinking is less about documents and more about mindset. It allows executives to anticipate turbulence, embrace uncertainty, and act decisively in moments when others hesitate. In this sense, strategic thinking is not just a skill—It is a neural competency inducing safe “driving” in times of disruption.”
AI’s Role in Future Strategy
The Worlds Times: Artificial Intelligence is central to your recent research. How do you see AI reshaping corporate strategy in the coming decade?
Professor El Namaki replied, “AI is already reshaping the way businesses analyse data, understand markets, and make decisions, but what we have seen so far is just the beginning of a massive revolution. Over the next decade, I believe AI will become deeply embedded in business strategies at every level. It will help organizations identify emerging trends, test scenarios, and optimize resources with a speed and precision humans alone cannot achieve. However, the real transformation lies not in replacing human decision-making but in augmenting it. AI can handle complexity and data at massive scales, but human leaders bring judgment, creativity, and ethical considerations. The challenge for companies will be to integrate AI intelligently ensuring it supports rather than dictates strategy. Those that succeed will build a unique synergy between human foresight and machine intelligence, creating organizations that are more adaptive, resilient, and forward-looking than ever before.
Having said this let me stress that we are at the fore front of AI and that there is a long way ahead for AI to mature and AI concepts to penetrate.”
Lessons in Cross-Cultural Leadership
The Worlds Times: Having taught across Europe, Asia, Africa, and the Americas, what have you learned about cross-cultural management?
Professor El Namaki replied, “Teaching and consulting across different continents have shown me that culture deeply shapes how people view leadership, risk, and collaboration. For example, in China, long-term relationships and collective success are central to business decisions, while in Western contexts, there is often a stronger emphasis on individuality and short-term results. These approaches are simply reflections of culture, history, norms, and values. The real skill in cross-cultural management is recognizing these differences and resorting to them to enhance the fulfillment of goals and the achievement of objectives. Creating bridges rather than barriers. A global executive must adapt his style, not impose it. What works in Switzerland may not work in Shanghai or Nairobi. I often tell executives that cultural intelligence is just as important as strategic intelligence. Success in today’s interconnected world does not come from forcing one model everywhere—it comes from building synergies that draw strength from diversity. That lesson has been one of the most valuable in my career.”
From Boardrooms to Classrooms
The Worlds Times: You have also worked with institutions such as McKinsey, Philips, and the World Bank. How has this corporate and policy experience shaped your academic work?
Professor El Namaki replied, “My time in the corporate and policy world gave me an invaluable grounding in reality. At McKinsey, I was exposed to strategic management in the very early days of the birth of the concept! An event that shaped my career for years and years to come. At Philips, I saw how innovation and technology could shape multinationals and transform industries. At Time magazine I was given first hand competencies in global media management. With organizations like the World Bank and the EU, I gained a broader understanding of how economic policies and global dynamics shape business environments. These experiences helped me realize that academic frameworks must remain practical to be meaningful. When I teach or write, I always ask myself: how does this help executives facing real-world challenges? That is why my work emphasizes applicability rather than abstraction. It bridges the gap between theory and practice. Ultimately, my corporate background has ensured that my academic contributions are not confined to classrooms but serve as useful tools for executives, policymakers, and entrepreneurs navigating complex realities.”
Understanding Neo-Strategic Management
The Worlds Times: Your latest works discuss “neo-strategic management.” What does this concept mean for the future of leadership?
Professor El Namaki replied, “Neo-strategic management is my way of addressing the limitations of traditional strategy models in today’s world. Classical frameworks often assume stability, predictability, and linear growth. But the environment we live in today is far from that—it is volatile, interconnected, and deeply influenced by technologies like AI. Neo-strategic management embraces uncertainty rather than resisting it. It draws from systems thinking, behavioral economics, and emerging technologies to create more adaptive approaches. Leaders practicing neo-strategy do not just react to change—they learn to thrive in it. They see turbulence as an opportunity, not just a threat. This framework also challenges leaders to rethink the role of human creativity alongside machine intelligence. In short, neo-strategic management prepares organizations for the future by giving them tools not only to survive disruption but to transform it into a driver of growth and innovation.”
Advice for Future Leaders
Lastly we asked, “Looking back at your distinguished career, what advice would you give to the next generation of entrepreneurs and strategists?”
“My main advice would be to consider every new day a jump in a new ocean! Curiosity, adaptability, and the willingness to challenge old assumptions are your greatest assets. Strategic thinking today is multi-disciplinary. It relates separate strains of science from physics, biology and neurology to psychology, chemistry, and economics, all in search of new functions, new products, and new realities. Your competitive advantage today is in your competitive intelligence.
Leadership is no longer about following a fixed path; it is about navigating uncertainty with confidence and creativity. Entrants into our business World of today should develop both strategic foresight and cultural empathy. The ability to anticipate the future and the humility to understand others will define the most successful leaders of tomorrow.” Professor El Namaki concluded
Connect with Professor El.Namaki on LinkedIn
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