{"id":211749,"date":"2025-10-03T17:49:00","date_gmt":"2025-10-03T13:49:00","guid":{"rendered":"https:\/\/forbes.ge\/?p=211749"},"modified":"2025-10-10T20:50:18","modified_gmt":"2025-10-10T16:50:18","slug":"the-power-of-ownership-abla-darwish-on-building-leaders-who-carry-the-strategy","status":"publish","type":"post","link":"https:\/\/dev.forbes.ge\/en\/the-power-of-ownership-abla-darwish-on-building-leaders-who-carry-the-strategy\/","title":{"rendered":"The Power of Ownership: Abla Darwish on Building Leaders Who Carry the Strategy"},"content":{"rendered":"

Photo Courtesy of Abla Darwish<\/span><\/i><\/span><\/p>\n

When leaders live the strategy, transformation becomes inevitable. With nearly two decades of experience across Big Four consulting and senior executive roles in the Middle East and North Africa, <\/span>Abla Darwish<\/span><\/a> has chosen to rewire how she approaches enterprise change. Rather than treating strategy as a static plan, she adopts it as an operating system to be lived, tested, and adapted. Her recognition with a 2025 Global Recognition Award reflects a career built on showing that lasting transformation begins from the inside out.<\/span><\/p>\n

From Communication to Ownership<\/span><\/h2>\n

For Darwish, the hardest part of strategy isn\u2019t writing it; it\u2019s embedding it so deeply that it becomes the organization\u2019s reflex. Too often, strategy sits in a deck or a speech, separate from how decisions are made.<\/span><\/p>\n

She approaches it as an operating system, something that shapes how choices are taken, how leaders show up, and how value gets created. Her breakthrough was simple but powerful: make every leader carry the strategy by teaching it back.<\/span><\/p>\n

\u201cThe key is ownership. A strategy becomes real only when leaders across the enterprise can present it back with real examples of how it comes to life in their world. That creates unavoidable ownership.\u201d<\/span><\/i><\/p>\n

This principle came to life during the redesign of an operating model across ten business verticals, where cycle times improved by a third. Every leader was asked to stand up and show how the strategy came alive in their part of the business. It didn\u2019t just prove understanding; it revealed interlocks across silos and created what Darwish calls \u201cunavoidable ownership.\u201d<\/span><\/p>\n

From there, the work was to hard-wire the strategy into governance, KPIs, and incentives so it became muscle memory. Over time, people stopped asking \u201cwhat\u2019s the strategy?\u201d because it was already how they planned, reviewed, and decided.<\/span><\/p>\n

\u201cStrategy only matters when people can perform it, not just read it. When leaders carry it, silos dissolve and strategy moves from message to muscle, from words on paper to the way the organization breathes.\u201d<\/span><\/i><\/p>\n

Principles of Purposeful Innovation<\/span><\/h2>\n

Darwish believes innovation doesn\u2019t have to be disruptive to create impact.<\/span><\/i><\/p>\n

\u201cWe\u2019ve been taught to equate innovation with moonshots and category killers. But most real impact comes from relentless, almost obsessive refinement of what already exists. The iPod wasn\u2019t the first MP3 player, and the iPhone wasn\u2019t the first smartphone. What set them apart was how they made the ordinary feel extraordinary.\u201d<\/span><\/i><\/p>\n

She is quick to add that disruption has its place. Some breakthroughs reshape entire playing fields such as payment platforms, super-apps, and digital banking. But she doesn\u2019t see disruption and evolution as rivals. They are complementary. One reinvents the system, the other refines it, and often they unfold together.<\/span><\/p>\n

\u201cDisruption excites, but evolution endures. The best companies don\u2019t ask which is better, they ask what\u2019s the purpose, what\u2019s the context, and what lever creates impact now.\u201d<\/span><\/i><\/p>\n

Her thinking is shaped by early experience co-leading one of the region\u2019s first on-demand labor platforms. Those lessons still guide her approach today: solve real problems, build the ecosystem around the solution, and never lose sight of trust.<\/span><\/p>\n

\u201cThe hardest currency in digital isn\u2019t capital, it\u2019s trust. Pair that with a clear North Star and the discipline not to do everything at once, and you give a platform the chance to last.\u201d<\/span><\/i><\/p>\n

\u201cInnovation isn\u2019t disruption versus evolution. It\u2019s about purpose. Sometimes the leap rewrites the system. Sometimes the step transforms the experience.\u201d<\/span><\/i><\/p>\n

Fast and Enduring Change<\/span><\/h2>\n

One of Darwish\u2019s guiding choices is to reject the false trade-off between quick wins and sustainability.<\/span><\/p>\n

\u201cThe trap in transformation is thinking it must be either fast or lasting. You need both. Early wins to prove traction, and long-term scaffolding so it endures.\u201d<\/span><\/i><\/p>\n

But for her, transformation is not disruption for its own sake. It begins with clarity, knowing what must evolve and what must be protected.<\/span><\/p>\n

\u201cToo often, people arrive declaring transformation and end up dismantling the very things that made the product or service special. Real transformation builds on that core. It creates and innovates around it, not over it.\u201d<\/span><\/i><\/p>\n

By anchoring change in what gives an organization its strength, Darwish ensures momentum comes not from tearing things down, but from amplifying what already works.<\/span><\/p>\n

\u201cTransformation isn\u2019t about tearing things down. It\u2019s about knowing what to carry forward.\u201d<\/span><\/i><\/p>\n

Leading From the Inside Out<\/span><\/h2>\n

For Abla Darwish, transformation is not about creating new rules. It is about making conscious choices to adopt strategy as a living system, to embed trust into change, and to rewire how decisions move.<\/span><\/p>\n

Her principles show that when leaders carry the strategy instead of simply communicating it, transformation is no longer an initiative. It becomes a way of working, and a way of leading.<\/span><\/p>\n

\u201cWhen leaders carry the strategy, change stops being imposed. It becomes lived.\u201d<\/span><\/i><\/p>\n","protected":false},"excerpt":{"rendered":"

Photo Courtesy of Abla Darwish When leaders live the strategy, transformation becomes inevitable. With nearly two decades of experience across Big Four consulting and senior executive roles in the Middle East and North Africa, Abla Darwish has chosen to rewire how she approaches enterprise change. Rather than treating strategy as a static plan, she adopts […]<\/p>\n","protected":false},"author":675,"featured_media":211751,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1749],"tags":[],"class_list":["post-211749","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-en","has-thumb"],"yoast_head":"\nThe Power of Ownership: Abla Darwish on Building Leaders Who Carry the Strategy • Forbes Georgia<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/dev.forbes.ge\/en\/the-power-of-ownership-abla-darwish-on-building-leaders-who-carry-the-strategy\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Power of Ownership: Abla Darwish on Building Leaders Who Carry the Strategy • Forbes Georgia\" \/>\n<meta property=\"og:description\" content=\"Photo Courtesy of Abla Darwish When leaders live the strategy, transformation becomes inevitable. With nearly two decades of experience across Big Four consulting and senior executive roles in the Middle East and North Africa, Abla Darwish has chosen to rewire how she approaches enterprise change. 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