Tariq Al Olaimy: Q&A

Following Tariq's pitch to attend the World Economic Forum, Common Purpose interviewed him to see what vision this young leader has that could change the world.

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A bit about Tariq…

Tariq Al Olaimy is 21 years of age and born in the Kingdom of Bahrain. He moved to London to study Investment and Financial Risk Management at Cass Business School. His favourite city in the world (excluding those in Bahrain) is London, because 'it is one of the most wonderfully diverse cities'.

To find out more about Tariq Al Olaimy's social enterprise initiatives, you can find connect with him on LinkedIn.

On vision… 

CP: What is your five year goal?

Tariq: I was told by a government official that it may take ten years for the concept of social enterprise to spread around the country. I believe it can be done in less than half that time and I will continue to help press the issue so that people are educated about the concept of social enterprise and its opportunities.

CP: What is your ten year goal?

Tariq: In ten years I hope to be eligible to run for parliament. This is not to say that I will do so, but at that point I do want to be involved in the political development of my country in some capacity.

CP: Was there a person who provided guidance or a role model of leadership in your past who has inspired you?

Tariq: My grandfather, Hasan Al Jishi, inspired an idea of leadership in me through his actions. He was Speaker of the House upon the founding of Bahrain's first Parliament in 1973 and he was a pioneer of Bahrain's National Enlightenment Movement. He had hopes for a better, more socially integrated, more prosperous, and more harmonious Bahrain. He is a role model and I hope to live up to his achievements and ability as a leader. I'm also fortunate to have grown up in a family of very strong individuals - more specifically, very strong women. They are leaders in their own right and have lit the fire to succeed within me.

On leadership…

CP: What do you think defines a leader?

Tariq: The ability to empower.

CP: What leadership issues do you think will define the 21^st Century?

Tariq: It is said that: 'you cannot be a leader without followers'. In the 21^st Century, those followers have been holding leaders more accountable. It is those leaders who can deliver with actions that will have a lasting impression on this Century.

CP: Why did you want to go to Davos?

Tariq: It was an excellent opportunity to share my views on social entrepreneurship with individuals such as Muhammad Yunus, who is a pioneer in the field.

CP: If you could set one key objective for the leaders at Davos, what would it be?

Tariq: Whatever actions they take, to ensure that they hold themselves to it.

CP: What was the tipping point in life that made you decide to become a leader?

Tariq: At age 17 I was selected to attend HRH Prince Salman's 'Outstanding Students Leadership Programme'. It brought together 50 top young leaders in the country for an intensive leadership development programme. I never particularly thought of myself as a high achiever at that point, but over the course of the programme, I felt that I did belong in that environment and that I could compete with the best.

CP: Do you think leadership development is important?

Tariq: Whilst I believe great leaders are born as leaders, I do believe that they still need to continue to develop. I feel that few people are naturally equipped to deal with the unique leadership challenges of the 21^st Century and leadership development can provide individuals with the skill sets they need. Equally, though, failing and learning from those mistakes can be a development tool in itself - but not all leaders are not afforded that luxury.

CP: If you had attended Davos, what would you have done?

Tariq: Since 2000, the World Economic Forum has been promoting the powerful models developed by the world's leading social entrepreneurs. They participate in forum initiatives and conversations shaping the future agendas of industries. Unfortunately, those from the Arab Gulf are rarely involved in these discussions - yet countries in the region have the potential to be a great enabler for social innovation in the region and those around the world. I would like to shed light on the opportunity that exists in the region for social entrepreneurs and to hopefully put social entrepreneurship on the list of priorities of governments in the region.

On social enterprise…

CP: If you hadn't become a social entrepreneur, what would you have done?

Tariq: I completed a degree in investment and risk management, so finance has always been and still is an area of interest to me - though I'm more interested in different applications of it.

CP: Do you believe social enterprise is the key to creating sustainable change?

Tariq: I have seen at first hand some of the incredible work social entrepreneurs have done in pioneering sustainable innovations that benefit humanity. Indeed, there are thousands of examples world-wide of social entrepreneurs who find solutions and, more importantly, practical solutions for positive change to problems they have encountered. These individuals are change agents that inspire others to act and often act on behalf of those who don't have a voice in society.

CP: How can social enterprise as a solution apply to the Middle East - and globally?

Tariq: Social enterprise can help address the Middle East's challenges, but it is certainly not a unique solution to the region. Social entrepreneurship can address some of the toughest challenges facing humanity, often to do with basic human needs such as food, health, education and energy.

CP: What other examples are there around the world where social enterprise has emerged as a solution?

Tariq: Historically there have been many individuals around the world who have provided solutions to difficult social problems. A famous historical example in the UK is Florence Nightingale, who was the founder of modern nursing. She established the first school for nurses and fought to improve hospital conditions. A more recent example is Nobel Peace Prize winner Muhammad Yunus. He began offering microloans to impoverished people in Bangladesh in 1976, thereby empowering them to become economically self-sufficient and proving the microcredit model that has now been replicated around the world. Incidentally, he sat on the judging panel to select the shortlist for the Davos question.

CP: Do you think social enterprises differ according to the culture in which they operate or is it a model that can apply across borders and cultures?

Tariq: Solutions must be driven by market mechanisms and incentives so that they are sustainable, scalable and replicable. These obviously differ according to the culture social enterprises find themselves in, but as a basic model it can be applied across borders and cultures. The Skoll World Forum on Social Entrepreneurship brings together people from over 60 countries to look at ways at tackling the challenges facing humanity. It was become a true global movement.

CP: What type of investment do you believe world leaders should make in social enterprises?

Tariq: More investment has to be made world-wide in the very early stages, especially on high impact potential ventures. In the Arab Gulf in particular, there has to be investment in the education of potential social entrepreneurs and the opportunities that exist. There should be no reason why someone from the region can't help find a solution to a problem in Europe or America, for example, and vice versa. Leaders in the region should also help to facilitate an ecosystem that supports budding social entrepreneurs.

CP: 'Social enterprise' is a hotly debated term that many believe is ill-defined. What do you think defines social enterprise and what are the unique features of a social enterprise as opposed to any other business model?

Tariq: A social enterprise aims for value in the form of transformational change that will benefit disadvantaged communities and ultimately, society at large. A business - on the other hand - sees value in the creation of new markets - but they may indeed be sustainable and have some social objectives. A social enterprise will traditionally measure targets based on a triple bottom line of financial, social and environmental targets. Profits are often reinvested into providing free services to lower income communities.

On partnering…

CP: How many people do you work with and who do you partner with?

Tariq: I founded Al Tamasuk in November, along with three other individuals (Shereen Abdulla, Imane Al Alaiwat and Hisham Shehabi). We are all recent university graduates embarking on our first venture. Zain Bahrain - a telecommunications company - provided the seed funding after we won a business plan competition. We are currently taking part in a six-month entrepreneurship incubator programme, provided by the company 'Potential'. Potential is assisting us in the start-up phase. For the development of our core workshops, we are partnering with the Bahrain Friendship Society for the Blind, as well as the various diabetes centres in Bahrain.

On Tariq's social enterprise…

CP: Why is diabetes in the Middle East your focus?

Tariq: The UAE, Saudi Arabia, Bahrain, Kuwait and Oman are second, third, fourth, fifth and sixth respectively on the list of the places in the world with the highest prevalence of type two diabetes.

CP: What does your social enterprise aim to do about diabetes?

Tariq: Al Tamasuk - meaning 'cohesion' in Arabic - is a social enterprise that is dedicated to raising awareness of the consequences of suffering from diabetes, with specific focus on the difficulties coping in life after losing the ability of sight as a result of diabetic retinopathy. We will raise awareness primarily through interactive workshops that will be run by the blind. Revenue will be generated through corporate workshops and re-invested in providing free workshops for schools and low-income families. We are following the World Diabetes Day theme for the period 2009-2013, which is 'diabetes education and prevention'.

CP: What are the benefits and outcomes?

Tariq: In the UAE, for example, treating people with type two diabetes will cost the government alone 1bn dollars over the next eight years, according to recent research from Al Ain University - and that figure doesn't factor in loss of productivity. Diabetes care is costly and is a heavy burden to any healthcare system. The UN Millennium Development Goals will be greatly undermined by the economic impact of diabetes in low-and middle-income countries. What is not expensive is diabetes prevention; therefore it should be an issue that world leaders should pay attention to.

On education…

CP: Why did you choose to study at Cass Business School?

Tariq: It was a combination of its international reputation, links with the City in London, and the unique Bachelor degree offered in Investment Risk Management.

CP: Why did you choose to complete a Common Purpose course?

Tariq: Through my involvement with AIESEC and their partnership with Common Purpose, I had previously been exposed to leadership sessions run by the organisation - albeit briefly. They were thought provoking and engaging, which drove me to apply for the Frontrunner programme. The Common Purpose curriculum is unique as it captures the true chaotic nature of leadership. It always looks at ways to lead positive change and through this, I have been able to meet and learn from leaders.

CP: Do you think this changed your perception of how to lead?

Tariq: It changed my perception of my ability to lead in areas seemingly beyond my sphere of control. The lessons taught were very practical and could be put to use immediately. In my case, I haven't had any formal education or training in social entrepreneurship, yet I am trying to lead a positive change in this area. The lasting impact [of the course] comes from having the confidence due to the training and the support network around me.

CP: Were there places you visited or people you met that allowed you to view leadership differently through your course?

Tariq: Common Purpose provides a network of inspiring people leading positive change. The added focus on diversity means that I have encountered people who have challenged my beliefs. It's a personal development experience anytime I meet Common Purpose alumni. The course took me out of my comfort zone. It exposed me to places that I never imagined would be a learning environment for leadership. One issue that was explored was in relation to leading positive change on social housing sites in London. This inspired me to help start an initiative during the summer (through AIESEC) that helps university students and graduates residing in social housing and foyers in London by giving them the opportunity to participate in international work and exchange programmes.

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