< PreviousTECHOLOGY | 60 Vol. 23/12 December 2022 more “hardcore” work culture consist- ing of “long hours at high intensity,” or resign. The resignations started pour- ing, and Musk closed Twitter’s o ces temporarily. “Elon Musk has been running two substantial and complex companies already. He’s taken on the challenge of another, quite di erent business, and, in a few weeks, has done signi cant damage in terms of the perception of the social media platform, as well as bringing vitriol in the way he has handled his acquisition and his new management, particularly through the sacking of a large number of sta ,” says Angus Blair, CEO of Signet and an investment banking advisor. In light of all this, I want to explore how to salvage Twitter from a CEO’s perspective. If I were Musk, I would focus on keeping the company a oat and quickly implement strategies to maintain meaningful relationships with signi cant stakeholders. I need to give employees a reason to trust my new leadership, particularly if I want the rollout of Twitter 2.0 to succeed. At the level of my conduct as CEO, I would frequently use Twitter to share What I would do with Twitter if I were Elon Musk Short-term success does not equal long-term gain Twitter woes The social media platform insists that the only thing that has changed is its approach to experimentation SPOTLIGHT | 3,700 The number of Twitter employees who were laid off during the rst week of November BY CHAKER KHAZAAL, REPORTER, SPEAKER AND AWARD-WINNING AUTHOR There are two ways to deal with a sinking ship: Salvage the essential parts to hold on to or let the whole thing go down. Since firing and replacing former Twitter CEO Parag Agrawal on October 27, 2022, Elon Musk, owner of Tesla and SpaceX, has all but sunk the company known for having sprung several leaks in the past. Musk has promised to introduce operational tactics, imple- ment a better user experience and wage war on automated bots. After acquiring the social media platform, Musk has caused a massive stir among employees at Twitter, civil rights activists, key advertisers, and the public. His actions have been called controversial and impulsive, with news breaking daily about his rapid-fire decision-making and seemingly avoid- able blunders. In the latest news, hundreds of employees resigned after Musk sent a mass email asking them to either get on board with Twitter 2.0, a arabianbusiness.com 61 | SPOTLIGHT updates, reply to comments, and engage with the public. Rarely do we see a CEO as concerned with restruc- turing and defending their company’s operations as Musk is now. He even changed his bio to “Twitter Complaint Hotline Operator” to (seriously) poke fun at the amount of damage control he was doing. Again, it’s rare that we witness a CEO taking and responding to complaints in such a public and rapid- re way. His increased activity has stimu- lated greater public engagement over- all. Since Musk took over, Twitter usage, according to the Financial Times, has reached an “all-time high,” with the number of monetisable active daily users (mDAUs) “accelerating to 20 percent, from 15 percent in the second quarter.” Whether users are intrigued, amused, or outraged, there’s no doubt that Musk’s humorous rhetoric and unusual activities have increased activ- ity on the platform in a short period. In short – humour sells, and with revenue at the forefront of any leadership change, it could bene t the company. I would continue this tactic but modify the method. Instead of hasty replies and impulse tweeting, I would have several team members assist me in ensuring that my activity is uno en- sive, productive, and measured. I would maintain a tasteful level of humour but refrain from starting arguments that could further aggra- vate the situation. Beyond my position, I would quickly start to salvage what is left of my workforce, bringing together the remaining team members to begin rebuilding trust and preparing for Twitter 2.0. Musk’s decision to give an ultimatum without earning the respect or loyalty of his employees made it easier for them to leave. As Musk, I would bring together team leaders, managers, and any remaining employ- ees to create a more solid foundation for the company to move forward. I would also begin the process of re-hiring for open positions, providing good incentives for new employees to join the team, and ensuring that the sary than ever. On that note, if I were Musk, I would de nitely make sure to take naps, exercise regularly, and nd an excellent therapist! Outside the company, I would look toward the community and company stakeholders to protect critical rela- tionships as much as possible. By this point, Twitter’s reputation is in sham- bles. Musk’s relationship with adver- tisers could have been more productive from the beginning, and now it may be too late to save some of those critical relationships. In the early days of his leadership, hundreds of activists, concerned about rising levels of hate speech and intol- erance on the platform, tweeted a letter encouraging advertisers to pull out of Twitter. Musk immediately responded by proposing a “thermonuclear name & shame” campaign targeting the brands no longer advertising on the platform. According to an article in the New York Times, Musk took steps to engage with civil rights groups and advertisers and established a panel of experts to consult in the aftermath. However, Musk will need to do more to keep advertisers from continuing to pull out of the platform. As Musk, I would start to take emergency steps to double down on meetings with advertisers, civil rights groups, and other key members of the community. Musk cannot keep Twitter At the helm Elon Musk declared himself the CEO following his $44bn purchase of Twitter Inc Viewpoint Musk is so concerned with restructuring Twitter, Khazaal says remaining employees are protected and secure in their roles. A company the size of Twitter can’t survive with a mere 2,000 or so people, no matter how ‘hardcore’ the working hours are. Musk should take steps soon to ensure the even distribution of resources, the creation of manageable schedules for employees, and the implementation of hiring processes. Musk has already started to give way to the pressure of his new role, with the billionaire claiming to be overworked, so these precautions are more neces- Twitter needs to become the most accurate source of information about the world. That’s our mission 62 Vol. 23/12, December 2022 SPOTLIGHT | a oat without support from external parties, and the sooner those relation- ships are tended to, the better. I would also put together a body of experts tasked with monitoring adver- tising, checking content guidelines, and maintaining community stan- dards. Part of Musk’s failing strategy is his insistence on handling many things himself at once. This panel or council of industry leaders would support my role as CEO and put the public’s mind at ease. A ship steered by one man is far more alarming than one manned by a team of accomplished people. To keep public support for Twitter high, I would also engage celebrities and key political gures. Musk has had several Twitter exchanges with members of the United States govern- ment and celebrities, most notably sparring with Representative Alexan- dria Ocasio-Cortez (D-N.Y.) and actor Mark Ru alo. They both had opinions about Musk’s $8 per month Twitter Blue subscription, allowing users to purchase a blue verification tick for their pro le. As CEO of Twitter, I would continue to encourage discussions with in uential names but do so in a positive, productive way. These exchanges can draw more tra c to the platform and spark necessary debates about the future of social media usage and content if handled correctly. Otherwise, they could be the wave that takes the whole ship. November 20, after 51.8 percent voted to bring it back. On the surface, this kind of ‘demo- cratic’ tactic is healthy for a company to implement. However, in the current context, with Twitter hanging on by a thread, implementing these tactics into the existing infrastructure of the platform is questionable. Musk himself claimed that some of the votes could be affected by automated bots and suggested that curbing “bot and troll armies” would provide “interesting lessons to clean up future polls.” The situation surrounding the reinstation of Trump’s account brings up two key points. First, as CEO, after stabilising the situation at Twitter, I would continue to priori- tise public opinion through these polls but be sure to conduct them fairly and apply them equally to all users. These information-gathering or voting opportunities are vital to engage users and gain insight into the community’s position on ideas, products, and events. Second, this event shows a chance to double down on bots to protect users from malicious automated systems. Both of these tactics would protect users and promote better content accuracy. As the CEO of Twitter, I would work hard to ensure that my position at the company and as a public gure is more regulated, in-touch with the commu- nity, and provides long-term success for Twitter. A strategy built on balance and forward-thinking will go a long way compared to one based on snap decisions and impulses. I recommend re-hiring employees that were let go and providing contin- ued education, training, and empow- erment courses where needed. I would also ask for help and avoid unilateral decisions that could come back to haunt my career later. Twitter is in bad shape. There’s no denying that. Musk’s actions and the outcome for the social media giant are yet to become apparent. One thing is for sure, however: if Musk is going to turn the ship around, he will need all hands-on deck. Another focus for my hypothetical Twitter takeover would be the regula- tion of bots; this is a topic Musk has been very vocal about in the past. Musk has been tough on content accu- racy on Twitter and the protection of public opinion. At the beginning of the acquisition process, he declared: “Twitter needs to become the most accurate source of information about the world. That’s our mission.” He has criticised the use of bots and the potentially negative conse- quences of using automated systems for functions on Twitter. His “war on bots” shows a willingness to clean up Twitter from technologies that could impact significant events and the dissemination of news or critical infor- mation. Unfortunately, recent events tested those commitments. Most recently, Musk polled 15 million users under the guise of promoting the vox populi or “voice of the people” to determine whether Twitter should reinstate Donald Trump’s account. Suspended in 2021 after the January 6 Capitol riots, Trump’s account went live again on Workplace Musk asked workers to commit to his more “hardcore” version of the of ce or leave 90% The percentage of Twitter staff in India who were red in NovemberIND USTRY | 64 Vol. 23/12 December 2022 tourists are to invest in and visit a given country or city. Hosting global events provides this opportunity to demon- strate to the world, either by rst-hand experience or third-person observa- tion in the international media, what the city and country have to o er. For example, by hosting interna- tional events such as Expo 2020 (Octo- ber 1st 2021, to March 31st 2022) and the BIR World Recycling Convention & Exhibition (October 2022) so soon after the global pandemic, Dubai has shown the world the emirate’s ability to adapt, formulate and implement safe travel and social interaction protocols. The positive repercussions are significant. For example, Dubai’s gastronomy scene gained international acclaim in 2022, further assisting recovery from the pandemic and encouraging ongoing tourism. Boast- ing over 13,000 cafes and restaurants – more than any other location in the MENA region – the emirate earned the Fourth Best Destination for Food Lovers in TripAdvisor’s 2022 Travel- lers’ Choice Awards. This accolade will positively impact the Dubai gastron- omy and tourism industry. Host cities enjoy an increased global pro le, growth in local employment, immediate and short-term economic benefits, and increased long-term investment. In light of Dubai’s efficient handling of the Covid-19 pandemic and its rapid recovery, the emirate continues to grow as a globally desirable location and as a world leader in large-scale events. After securing over 120 bids for events in 2021, Dubai aims to host 400 events annually by 2025, an endeavour that will continue to spur the region’s rapid economic growth. How do cities bene t from hosting in-person events? By hosting international events, cities open themselves up to the world and provide a single location for like- minded individuals to gather. This facilitates the sharing of culture, values, connections and expertise, bringing signi cant cultural and economic upside potential to people and businesses attending the events and the host city itself. Increased global pro le Positive international perception is essential if foreign companies and How Dubai bene ts from being a global events hub International in-person events, such as conferences, meetings, and incentive travel programmes bring signi cant bene ts to economies and countries MICE industry Dubai has become a highly attractive host location for conference and event managers from all sectors HOSPITALITY| BY HAMAD ALI , HEAD OF FREE ZONE, MEYDAN FREE ZONEarabianbusiness.com 65 | HOSPITALITY Growth in local employment and short-term economic bene ts When considering the bene ts events bring to a host city, it can be helpful to visualise the journey of a person attending that event. International visitors must y into the city (often requiring a travel visa), go from the airport to their accommo- dation, find places to eat, entertain themselves, shop, move within and around the city, and nd their way to and from the event site. This activity involves using the local infrastructure, transport systems, hotels, restaurants, attractions, and services, providing a much-needed cash injection into the local economy. For example, Expo 2020 attracted over 10.12 million international visitors to Dubai, accounting for an average of 495 occupied hotel rooms daily and gener- ating signi cant revenue for Dubai’s tourism and hospitality sectors. Moreover, unlike major sporting events such as the Olympics or World Cup, which only last a few weeks, global events such as trade expositions and conferences provide a more stable source of ongoing income for local businesses. Thus, by establishing itself as a highly desirable location for global events, Dubai helps boost local busi- nesses’ earning potential and gener- ates tax revenue that can be used to reinvest in the city’s infrastructure. Long-term investment and extended tourism Delivering an international event experience to millions of visitors requires an established, high-func- tioning, and well-maintained public and private infrastructure. Particularly post-Covid, health monitoring protocols, safety precau- tions and policies must be imple- mented to satisfy international travel- lers and reassure them about the safety of their journey to and from a city. The development of such protocols requires signi cant investment by the host city in the short term, but this investment pays o in the long term by attracting future events and visitors. How Dubai stands to bene t from international events in the near and long term Having held over 120 international events in 2021, and with plans to host over 400 events annually by 2025, Dubai has become a highly attractive host location for conference and event managers from all sectors. Dubai’s diary dates over the next three years include events from the food and beverage, international apparel, tobacco and gemstone indus- tries, along with HR conferences, cryp- tocurrency expositions and global supply chain summits. During these events, Dubai will welcome thought leaders, entrepreneurs, companies, and enterprises from all cultures, backgrounds and countries, enabling them to make connections and share knowledge and experiences. In doing so, the city stands to further its reputation as an interna- tional hub, continue growing the local economy, and further the long- term investment plans and infra- structure of the city, the emirate and the entire region. Living and working in a vibrant global hub Beyond an economic perspective, a city that hosts a diverse array of interna- tional events attracts leading individ- uals worldwide. These men and women congregate in a single place to grow their networks, expand their busi- nesses, and experience the unbeatable thrill of a gathering of like-minded people from diverse backgrounds. By earning a reputation as a global hub, Dubai becomes a melting pot for ideas, connections, invention and innovation – a city where the world’s leading minds can come together and create a unique experience not avail- able anywhere else. While the short-term and long- term economic benefits are clear, giving the international community the opportunity to gather in such a manner secures Dubai’s and the UAE’s legacy as instrumental in the future development of global trade, cooper- ation and business. Meeting minds Dubai stands to further its reputation as an international hub, says Ali 400+ The number of events Dubai plans to host each year by 2025 Long-term investment in a city or region’s infrastructure can also have long-lasting impacts on the area’s appeal as a destination for both domestic and international travel, extending the boundaries of tourism beyond that of the immediate e ect of the international event. By earning a reputation as a global hub, Dubai becomes a melting pot for ideas, connections, invention and innovation Big event GITEX is one of the world’s most influential meeting places for the tech industry66 Vol. 23/12, December 2022 Trends shaping the future of enterprise technology in the Middle East Changes in enterprise technology lie at the root of major shifts in the economy and in the ways that companies do business, across nearly every industry Interaction explosion Distributed meaning Limitless modularity Cybersecurity arms race Connected intelligence Businesses and consumers will rely on a wider range of devices to communicate and get things done. Many companies have bet their future on a “mobile- rst” mode of interacting with customers and partners, but few are prepared for the next wave of evolution, in which being good at mobile will no longer be enough. Businesses will increasingly need to adopt an agent-to-agent strategy, or perhaps an omnimodel strategy that performs well whether an interaction starts with a person or from an autonomous device. If the rst wave of analytics was all about developing the capabilities to draw valuable insights from enterprise data, the next wave will be about enabling access to more data beyond company walls, powered by a layer of intelligence that facilitates end-to-end transactions and informs companies what data is available, how it’s being used, and what it can tell you about customers or suppliers. Organisations will move beyond their current methods of software development, and increasingly they will compose apps from readily available software components. This open-source code will become available as cloud-native components, designed around industry standards for data and available through standard interfaces. When considering cyberattacks, one thing is certain: Companies will be attacked more often and in ways, they never thought possible. Given the ever-increasing innovation and virulence of attacks, organisations cannot achieve the necessary robustness and resilience just by using tools to protect against known and specific attack vectors. The more sustainable approach requires rethinking the zones of protection and the behaviours of key actors within. Human reactions, such as following a malicious link, remain the keys to most breaches. Artificial intelligence agents will be embedded in every customer episode and business process, connecting information, both structured and unstructured, about customers and events, all to better personalise services or optimise the use of enterprise resources. These hyper-personalized experiences will reflect the capability not just to understand a customer based on who they are, but also to serve them better by understanding the context of the moment: where they are, how they feel, and what they’re trying to accomplish.Thursday 26th January 2023 Museum of the Future, Dubai, UAE Recognising the pioneers and thought leaders across the region’s business, COMMERCIAL ENQUIRIES Saraswati Agarwal Group Commercial Director Tel: +971 4 444 3352 GSM: +971 52 895 2214 E-mail: saraswati.agarwal@itp.com EVENT ENQUIRIES Daniel Fewtrell Director of Awards & Marketing Tel: +971 4 444 3684 GSM: +971 50 276 5706 E-mail: daniel.fewtrell@itp.com Scan to submit Nominations Achievement Awards 2023 NOMINATIONS NOW OPEN www.connect.arabianbusiness.comNext >