Intek World

As a society, we have long believed that education is the key to success. However, as we progress further into the 21st century, the emphasis on education has shifted from a holistic approach to one that prioritizes corporate skills and job readiness. The result? We are churning out graduates who are increasingly being viewed as commodities, ready to be plugged into a corporate machine. But what does this mean for the future of our students?

The truth is that the future is uncertain, but one thing is clear: the corporate slave mentality will not lead to success. In a world where innovation and creativity are critical, the traditional approach to education is no longer enough. We need to move beyond the outdated thinking that prioritizes conformity and instead embrace a new approach that empowers students to think critically, solve problems, and innovate.

To achieve this, we must first acknowledge that education is more than just about job readiness. While it is essential to teach students the technical  as well as interpersonal skills they need to succeed in their chosen fields, we must also provide them with a well-rounded education that prepares them for the real world. This means teaching them about emotional intelligence, communication, teamwork, and critical thinking skills. These soft skills are just as important, if not more so, than technical skills in the modern job market.

We must also empower students to take ownership of their education. This means providing them with opportunities to explore their passions, pursue their interests, and develop their skills outside of the traditional classroom. Whether it’s through internships, extracurricular activities, or online learning, students need to have the freedom to explore and learn in their own way.

Finally, we must recognize that the future is uncertain, and the skills that are in demand today may not be in demand tomorrow. Therefore, we need to equip students with the skills and mindset they need to adapt to an ever-changing world. This means teaching them to be resilient, adaptable, and lifelong learners.

The future of our students depends on our ability to move beyond the corporate slave mentality and embrace a new approach to education. By empowering students to think critically, solve problems, and innovate, we can prepare them for success in a rapidly changing world.

Today August 17th 2024, marks 30 years of our corporate motivational programs at Intek Solutions.

I remember this day very well back in 1996 when I requested my father (RIP) to come and cut the ribbon to launch our new training company specialising  in developing practical inhouse workshops.  He was one of the few people who supported me with the idea of having our own concern – Most friends I knew, objected to my move, specially considering how well I was doing as head of finance of a large organization while enjoying the glamour of fancy travels and perks. Finance was good while it lasted but internally I had a restless drive to do something more… more than counting numbers and making profits for my employers. Needed a bigger cause and I found that Mission at 37 years of age and having worked for five different organizations including British American Tobacco, Merrill Lynch in Singapore, Informatics and a couple of private companies.

There were only a few training companies in Pakistan at that time and were primarily focussed on theoretical stuff rather than practical concerns. My creativity nurtured when I developed our own training material based on my 12 years of corporate finance. 

To be honest, I didn’t have enough money to buy office and pay salaries… Just an infinite acceleration and belief in the long term… When I needed computers and other fixed assets for our office I went to the bankers who used to claim being my best friends, requesting them for a loan and they refused. This was the first slap on my ego!

The first thing you need when you start a new business is to have customers. Now selling was a totally different ball game for me at that time.

So I went knocking doors back in 1996 with the pressure of paying salaries of staff and to sustain my family of 3 small children and parents and of course, to survive in a low economic downturn that Pakistan was facing at that time. Fortunately, after a long struggle, despite persuasion by family and close friends, I kept going until we established our good name in the market in Lahore, Karachi and Islamabad in about 3 years time. By now we became the biggest name in a virgin market with lots of gaps to fill.

My wife, Zaufyshan, also joined us at Intek and took over the back office operations while I was doing business development in my travels. Best decision of my life really, especially that she is from a psychology background. For she has been the positive influence when I needed that extra motivation myself. Thanks to my mother (RIP) for finding her for me. I could never find a life companion like her at age 28, when we got married. Thank you Ammah!

In 1999, decided to expand to Dubai and only 3 people registered at our workshop named “Mind Openers for Managers” (now a very popular in-house workshop in the region). Was going to cancel when a friend’s wife said “what about the rights of the 3 people who registered”?

So I took my first ever trip to Dubai and stayed at the Avari hotel (Pakistani chain) in Deira close to clock tower and conducted the 2 day workshop on my daughter Amal’s birthday, considering it a lucky day. 26th July 1999 did turn out to be a lucky day as out of the 3 people, one became my best friend in life, one company gave us USD 23,000 worth of business in the next 3 years in UAE and one attendee’s boss became our sponsor in UAE (and still is).

The knocking started again in UAE and we got our first clients Kanoo Travel and Al Serkal group followed by DNATA, Al Tayer Group, Ford, GM, UTS Carrier, NBAD to name a few, which helped us to move our children to Dubai and settle here making it a solid base with a booming economy.

After UAE, decided to explore Qatar and KSA and in a few years established good clientele there, Alhamdulillah! Now we have presence in 16 countries, including Singapore, Malaysia, Mauritius, Ghana, Nigeria to name a few… and also Georgia in the past few weeks.

Now looking back at the last 30 years, I feel nostalgic at the struggle we have made to be here. Not only has this work (also my passion to motivate people) has benefitted us professionally, but also helped us to evolve into better human beings for anybody who crosses our path. To be honest the biggest benefactors of this work is reflected through our 3 children, Hamza, Amal and Miryll who have naturally adopted leadership roles in their own respective lives. In fact Amal, after graduating from Chicago has joined Zaufy and I and is a constant push behind us to keep going further and challenge our comfort zones. So overall its been a great journey, personally and professionally. 

So my advise (if I may) to the reader of this post (if you are still reading) is to:

1. Follow your passion (Start your own thing, no matter how small it is)
2. Live a life of adventure – Challenging the comfort zone
3. Take risks and stop worrying about your fears all the time
4. Help anybody who crosses your path unconditionally
5. Grow more spiritually
6. Challenge the “cultural conditioning”
7. Travel to places you have never been to (every 2 years at least)
8. Exercise regularly, Eat healthy, Live healthy
9. Spend some time alone everyday (Yoga, Meditation, Walking, Swimming etc)
10. Have time for your hobbies – 

Thank you for reading this far, (if you are still here)

Let me know if I can be of any help to you ever, personally of professionally.

Wish you a happy journey of life, dear friend!!!

A lot of folks see the CEO job as the ultimate career goal. It screams success and power, right? But there’s a catch – something I like to call the CEO Paradox. This is when you’re running a company making a ton of cash from lawful stuff that brings in the bucks but might not be doing much good for society or the customer’s health. As a CEO, you must juggle your values, keep the shareholders happy, and do the right thing for society.

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Over my 27 years as a corporate trainer, I’ve met a bunch of CEOs from all over the place. And you know what? Many of them weren’t all that happy with “how things were.” This got me thinking, and I found this excellent Japanese idea called “Ikigai.” In this article, I’ll dive into the CEO Paradox, see how it links with Ikigai, and look at the tough stuff CEOs deal with. I’ll also talk about companies that say they’re doing good but might not be walking the walk.

Unpacking the CEO Paradox

The CEO Paradox is a big part of business these days. It’s all about the clash between how a company’s work affects society and keeping the shareholders grinning. This balancing act can be challenging for CEOs, especially those in industries that make harmful stuff like tobacco, fast food, or certain meds.

So, let’s say a CEO buddy of mine confessed, “I have all I ever wanted, but something’s not right.” I asked why, and he said, “It’s the industry I’m in; we’re not doing any good, yet we’re trained to be the best at our jobs, not necessarily for society.” The choice of industry should come early, but the best job in the best company sounds tempting, doesn’t it?

Why don’t CEOs just say no to these companies? Well, it’s complicated. These industries are big, powerful, and profitable, and that’s hard to resist. Plus, if the good guys step back, that leaves room for others who might not care about the harm they cause.

Ikigai: Guiding Light in the Paradox

Now, let’s talk about Ikigai, this Japanese concept of having a ‘reason to be’ or ‘something that makes you want to jump out of bed each morning.’ It’s where what you love, what you’re good at, what the world needs, and what can make your money meet.

A company with Ikigai would make stuff or offer services that bring in cash, help society, and align with what the CEO loves and is good at. But the real question is, can a CEO find their Ikigai in an industry considered harmful?

CEO’s Role: It’s Complicated

There’s a big gap between what companies stand for and what they actually do. This just screams CEO Paradox. It’s not rare for companies to claim they’re all about helping society, but their actions tell a different story. This can damage their reputation and make the CEO Paradox worse, as leaders have to handle the gap between what their company says and what it does.

The Difference Between What Companies Say and Do

There’s this belief that a company’s primary duty is to its shareholders. This can be tough for CEOs who want to put doing good before making money. CEOs might feel they have to focus on making a quick buck instead of doing good for society in the long run, making the CEO Paradox even trickier.

Sure, CEOs can steer the company, but they can’t control everything. They’re part of a bigger system with shareholders, board members, and market trends. These things and the rush for profit can stop a CEO from making significant changes, especially in industries that sell unhealthy stuff.

The Difference Between What Companies Say and Do

There’s a big gap between what companies stand for and what they actually do. This just screams CEO Paradox. It’s not rare for companies to claim they’re all about helping society, but their actions tell a different story. This can damage their reputation and make the CEO Paradox worse, as leaders have to handle the gap between what their company says and what it does.

Conquering the Paradox

To get past the CEO Paradox, we need to really get what a CEO does and the challenges they face. As we move towards a world where business cares more about society, shareholders, regulators, and society need to change their expectations. We should focus on long-term sustainability and helping society instead of just making quick profits.

The CEO Paradox isn’t a dead-end. It’s a chance for us to rethink how we do business. If we rise to the challenge, we can make a world where making money and doing good can go hand in hand, and CEOs can find their Ikigai in leading companies. This way, we can turn the CEO Paradox into the CEO Opportunity – a chance to redefine what success in business looks like for all benefit.