Be open to capability gaps, deliver manageable phases in digital transformation – Deloitte’s Bhavesh Morar

Bhavesh Morar of Deloitte delves into various aspects related to digital transformation, emerging technologies, cross-cultural collaboration, CSR, and international expansion in the context of businesses in the Middle East.

In today's rapidly evolving global landscape, businesses in the Middle East are navigating the dynamic forces of digital transformation, emerging technologies, cross-cultural collaboration, corporate social responsibility (CSR), and international expansion.

As the region undergoes a profound shift towards digitalisation, organisations encounter unique challenges that require strategic approaches for success. Additionally, emerging technologies present new opportunities for growth and innovation.

With 20 years of experience and a B.Sc. in Computers & Business Studies from the University of Warwick in the United Kingdom, Deloitte Partner & Consulting Chief Growth Officer Bhavesh Morar spent his career delivering transformation programmes for various government clients in the UK, northwest Europe, and the Middle East.

He led large, complex technology, digital and business change programmes for the public sector IT transformation practice in the UK and has been delivering technology transformations in the Middle East. He also led SAP implementation and change management. 

With his experience collaborating with clients of different backgrounds, Morar highlighted the importance of keeping an open mind and being empathetic in one’s consulting approach. For him, being understanding of clients in cross-cultural business engagements helps build a long and sustainable partnership.

In a recent interview, Morar addressed the challenges faced during digital transformations, the impact of emerging technologies on businesses in the region, strategies for cross-cultural collaboration, integrating CSR into business strategies, and expanding reach into international markets.

Setting the pace in digital transformation

The Middle East is witnessing a rapid rise in digital transformation initiatives across industries. Despite this, there are several hurdles that organisations must overcome, according to Morar.

The Deloitte Partner stressed the need for organisations to recognise their capability gaps so they may make a more realistic long-term roadmap on how they may develop skills throughout the organisation. This way, the plans align with learning, development, and recruitment accordingly. Morar added that it is also best for organisations to set their digital transformation milestones at a manageable pace. “Most organizations are attempting to do too much in parallel which causes more chaos than benefits,” he said.

Moreover, he pointed out that reliance on legacy systems and infrastructure must come with a plan to develop a business and enterprise architecture at the start, along with interim states to show how an organisation can transition and where the transition is complex and may not be possible.

Amidst these challenges, Morar noted that there are several emerging trends and technologies that are showing promise in driving competitive advantage, including generative AI, digital twins, the metaverse, and building assets and products that further automate repeatable processes.

CSR at the core of strategy

Alongside digital transformation initiatives, there has also been growing demand for corporate social responsibility (CSR) and sustainability efforts within organisations. In Morar’s opinion, these kinds of initiatives are important and have to be taken seriously, but they must become a core part of any business strategy.

“For CSR to be taken seriously, it needs to be embedded into the fabric of your organization and its culture – without this, it will be based on personal interest and, with business pressures, may become a second thought,” he said.

Morar stated that for this to be the case, leadership has to, first and foremost, be embedded in an organisation’s leadership. He encouraged businesses to have key and impactful initiatives that allow employees to participate, as well as continuously communicate the impact of CSR and sustainability in the business.

As businesses continue to expand their operations in a globalised economy, Morar emphasised the importance of being curious and seeking to diversify an organisation’s international reach and competitiveness.

As a judge in the Middle East National and International Business Awards, Morar evaluated entries based on three factors: uniqueness, innovation, and creativity. He further highlighted that organisations that had “outside of the box thinking” and were bold to showcase their unique ideas stood out as well.