And What Most Companies Get Wrong About Growth

By: Daniel Whitmore

(Australia)

Business development is one of the most widely discussed functions in modern organisations.

Yet it remains one of the most misunderstood—and often one of the least effective.

Despite increased investment in growth initiatives, partnerships, and market expansion, many organisations continue to struggle with business development.

The issue is rarely effort.

It is almost always structure.

The Illusion of Growth Activity

In many organisations, business development is highly active.

Teams are:

• pursuing opportunities
• attending meetings
• building relationships
• exploring partnerships

On the surface, this appears productive.

But activity does not equal progress.

Without structure, business development becomes:

• reactive
• inconsistent
• and difficult to scale

What Organisations Often Get Wrong

The failure of business development is not random.

It is typically the result of a set of recurring structural issues.

1. Treating Business Development as Sales

One of the most common mistakes is reducing business development to a sales function.

While sales focuses on converting opportunities into revenue,
business development is responsible for:

• identifying opportunities
• shaping markets
• enabling growth pathways

When these roles are blurred, organisations lose strategic clarity.

2. Lack of Strategic Alignment

Business development initiatives are often disconnected from organisational strategy.

Teams pursue opportunities based on:

• short-term potential
• individual judgement
• or external pressure

Rather than structured strategic direction.

This leads to fragmented growth.

3. Absence of Defined Competencies

In many organisations, there is no clear definition of what a business development professional should be able to do.

Roles vary widely.

Expectations are inconsistent.

Performance is difficult to measure.

Without a competency framework, capability cannot be built.

4. Weak Opportunity Selection

Not all opportunities are equal.

Yet many organisations lack structured criteria for evaluating them.

As a result:

• resources are spread too thin
• priorities are unclear
• and execution becomes inefficient

5. Poorly Structured Partnerships

Partnerships are often pursued without:

• strategic alignment
• clear value exchange
• defined governance

This leads to relationships that are difficult to sustain and deliver limited long-term value.

6. Lack of Governance and Accountability

Business development is frequently managed without clear ownership or decision-making frameworks.

This creates:

• slow execution
• unclear responsibility
• and inconsistent outcomes

The Real Issue: Business Development Without a System

At its core, the problem is simple:

Business development is often treated as a function—
rather than a system.

Without a system, organisations rely on:

• individuals
• relationships
• and informal processes

Which are inherently difficult to scale.

What Effective Organisations Do Differently

Organisations that succeed in business development approach it differently.

They focus on structure.

1. They Define the Role Clearly

They distinguish business development from:

• sales
• marketing
• and account management

Creating clarity in responsibility and expectation.

2. They Align with Strategy

Business development is directly linked to organisational objectives.

Opportunities are selected based on strategic relevance—not convenience.

3. They Build Competency-Based Capability

They define:

• what professionals need to know
• and what they need to be able to do

This enables consistent capability development.

4. They Use Structured Frameworks

Decisions are guided by frameworks—not intuition alone.

This includes:

• opportunity evaluation
• partnership development
• market entry

5. They Establish Governance

They implement:

• decision-making structures
• accountability mechanisms
• performance tracking

This ensures consistency and scalability.

The Role of Professional Standards

As business development matures as a discipline, the role of standards becomes increasingly important.

Frameworks such as the BDA BoCK® contribute to this evolution by:

• defining competencies
• structuring knowledge
• and aligning practice with real-world application

This represents a shift from:

informal practice → professional discipline

Conclusion

Business development does not fail because organisations lack ambition.

It fails because they lack structure.

Without clear definitions, competencies, and frameworks, growth efforts become fragmented and difficult to sustain.

The organisations that succeed are not those that do more.

They are those that approach business development as a structured, capability-driven system.

Rising Demand, Structured Capabilities, and the Role of Professional Certifications

By: Shehab Dekenish

Saudi Arabia’s training market is not slowing down.

It is accelerating—
but in a more structured and intentional direction.

Over the past few years, demand for training has increased significantly across both public and private sectors. This growth is not limited to volume—it reflects a deeper shift in how organisations approach capability development.

Beyond Growth: A Shift in How Training Is Valued

Historically, training demand in the Saudi market was often driven by:

• certification acquisition
• compliance requirements
• or individual career progression

Today, while demand remains strong particularly for professional certifications—the underlying motivation has evolved.

Organisations are no longer investing in training for participation.

They are investing in training for capability building.

The Continued Rise of Professional Certifications

Contrary to the assumption that certification-driven demand is declining, the opposite is occurring.

Professional certifications continue to experience strong demand across the Saudi market.

However, the reason for this demand has changed.

Certifications are no longer viewed as standalone credentials.

They are increasingly recognised as:

• structured learning pathways
• competency-based frameworks
• and globally aligned standards for professional practice

This is particularly relevant in programmes built on international frameworks and methodologies, which provide organisations with:

• consistency in knowledge
• clarity in role expectations
• and alignment with global best practices

Why Certifications Are Still in High Demand

The sustained demand for certifications is driven by three key factors:

1. Structured Learning Frameworks

Certifications offer something most training programmes do not:

Structure.

They are built on defined bodies of knowledge, competency models, and assessment frameworks—making them more reliable tools for capability development.

2. Alignment with Global Standards

Organisations in Saudi Arabia—particularly those operating in international or highly competitive sectors—require alignment with global practices.

Certifications provide:

• internationally recognised benchmarks
• standardised competencies
• and shared professional language

3. Measurable Skill Development

Unlike many general training programmes, certifications often include:

• defined learning outcomes
• competency-based assessments
• and structured evaluation mechanisms

This makes them more credible from an organisational perspective.

The Real Shift: From Certification as an Outcome to Certification as a System

The market is not moving away from certifications.

It is moving towards better use of certifications.

This represents a fundamental shift:

From:

Certification as a goal

To:

Certification as part of a broader capability development system

The Emerging Model: Integrated Capability Development

Leading organisations are no longer treating certifications as isolated initiatives.

Instead, they are integrating them into:

• workforce development strategies
• competency frameworks
• organisational capability models

This approach ensures that certifications are:

• aligned with business objectives
• linked to role requirements
• and embedded within long-term development pathways

The Gap in the Market

Despite increased demand and improved awareness, a gap still exists.

Many training providers continue to operate within a delivery-focused model:

• offering programmes without integration
• focusing on course completion rather than capability
• lacking alignment with organisational strategy

This creates a disconnect between:

what organisations are trying to achieve → and how training is delivered

Implications for Training Providers

The market is growing but expectations are evolving.

To remain relevant, training providers must move beyond:

• programme delivery
• and certification promotion

Towards:

1. Capability-Centred Design

Building learning journeys around competencies—not individual courses.

2. Strategic Alignment

Ensuring training initiatives directly support organisational objectives.

3. Framework-Based Delivery

Leveraging structured models that define what professionals need to know and do.

4. Advisory Positioning

Operating as partners in capability development—not just providers.

The Role of Professional Standards

As the market matures, the importance of professional standards becomes more evident.

Frameworks such as the BDA BoCK represent a shift towards:

• defining business development as a structured discipline
• establishing competency-based learning models
• and aligning training with real-world application

This reflects a broader market evolution:

From fragmented training → to standardised capability development

Looking Ahead

The Saudi training market is entering a more advanced phase.

A phase defined not by:

• the number of courses delivered
• or certificates obtained

But by:

• how effectively capabilities are built
• how well learning aligns with strategy
• and how consistently organisations can execute growth

Conclusion

Demand for training in Saudi Arabia is increasing.

Demand for certifications is increasing.

But more importantly—
expectations are increasing.

Organisations are no longer asking:

“What training should we deliver?”

They are asking:

“What capabilities do we need to build—and how do we build them in a structured, scalable way?”

That is where the real transformation lies.

This article represents the professional perspective of a BDA member and does not necessarily reflect the official position or standards of the Business Development Association.

By/ Mossaab Ben Khaled

Over the past several years, I have personally observed the Facilities Management sector in Qatar move into a more mature and demanding phase. After a long period of significant capital investment in infrastructure, real estate, transportation, healthcare, education, telecommunications, and major sports facilities, the focus has clearly shifted. Asset owners today are far more concerned with how facilities perform on a daily basis, how risks are controlled, and how assets are preserved over the long term. This shift has placed Facilities Management in a far more strategic role than it held in the past.

My perspective on Facilities Management has also been shaped by my professional transition from the construction field into Facilities Management, alongside my relocation from Tunisia to Qatar in 2013. Having worked in an environment focused on project delivery, timelines, and handover, I experienced firsthand how decisions made during construction directly influence long term operational performance. Relocating to Qatar during a period of intense development allowed me to contribute to and observe projects of a scale and complexity that significantly expanded my professional outlook. This dual exposure has given me a practical understanding of Facilities Management as a continuation of construction rather than a separate discipline.

Being present in Qatar since 2013 has provided a unique vantage point on how Facilities Management has evolved alongside the country’s growth. I have seen Facilities Management move from a reactive, cost focused function to a strategic discipline that protects national investments and supports long term operational stability. Coming from a different regional market and adapting to Qatar’s fast paced and highly regulated environment has strengthened my ability to understand diverse client expectations. This experience, combined with my background in construction, allows me to approach business development with a full lifecycle mindset that connects design intent, build quality, and operational performance.

Earlier in my career, Facilities Management was often treated as a support function, primarily evaluated on cost. Contracts were commonly awarded based on price, and success was measured through short-term savings. From what I see today, this approach is no longer viable. Asset owners across multiple sectors are managing complex portfolios that must operate reliably, comply with strict regulations, and provide safe environments for users. Facilities Management providers are now expected to contribute directly to asset protection, operational continuity, safety performance, sustainability objectives, and long-term cost control. As a result, business development in this sector has become more analytical, more technical, and more closely tied to operational realities.

One of the most significant changes I have observed is the growing focus on asset lifecycle management. Many clients are no longer satisfied with reactive maintenance models. In education facilities, asset owners prioritize minimizing disruptions during academic periods while ensuring the reliability of critical systems such as cooling, power, fire protection, and life safety equipment. In healthcare facilities, lifecycle planning is even more critical. Equipment uptime, indoor air quality, infection control measures, and regulatory compliance directly impact patient safety and service delivery. In these environments, Facilities Management decisions are driven by risk mitigation and quality assurance rather than cost alone.

Sports facilities and large event venues present different operational challenges. These assets are often exposed to intense usage during major events followed by periods of reduced activity. From my experience, effective Facilities Management in this sector depends on proactive planning, robust inspection regimes, and strong quality control processes. Operational readiness, safety assurance, and rapid response capability are essential. Business development efforts are most successful when they demonstrate a clear understanding of asset criticality, event readiness, and the importance of strong QA and HSE frameworks that protect both users and operational teams.

Relationships remain a fundamental part of doing business in Qatar, including in Facilities Management. However, I have found that relationships today must be supported by operational credibility and technical competence. In banking and commercial facilities, trust is built not only with procurement teams but also with facilities managers, IT departments, security teams, and risk managers. These environments demand near zero tolerance for downtime, strict access control, and consistent compliance with safety and quality standards. Business developers who understand these operational sensitivities are far better positioned to establish long term partnerships.

The telecommunications sector has become an increasingly important area within Facilities Management. Telecom facilities such as data centers, network hubs, and technical buildings require high availability, controlled environments, and strict adherence to safety and quality procedures. From my experience, Facilities Management in this sector must support uninterrupted operations, redundancy planning, and rapid fault response. Business development strategies that demonstrate a clear understanding of critical infrastructure, environmental controls, and HSE risks associated with telecom operations are significantly more credible to asset owners in this space.

Another key trend shaping the market is the growing demand for integrated Facilities Management services. Many asset owners are consolidating contracts to improve accountability and coordination. While this offers clear benefits, I have also seen integration fail when it is driven purely by procurement objectives without sufficient operational planning. In residential and mixed-use developments, weak integration often results in unclear responsibilities, inconsistent service quality, and increased complaints. Successful integration requires early alignment between business development, operations, QA, and HSE teams to ensure service models are realistic and sustainable.

As the market becomes more complex, I strongly believe that the role of business development in Facilities Management must also evolve. Today, business development professionals cannot operate effectively with a purely commercial mindset. In my experience, those responsible for business development must have a solid understanding of the technical aspects of Facilities Management, including asset performance, maintenance strategies, safety requirements, and quality control processes. At the same time, they must actively perform a client relationship role, maintaining close engagement after contract award to ensure expectations are met and issues are addressed early. This dual responsibility plays a critical role in maintaining high levels of client retention and long-term trust.

For this reason, I believe the true position of modern Facilities Management business development should be closer to that of a Technical and Business Development Manager or Director. This combined role allows a single point of accountability that understands both the client’s operational needs and the commercial objectives of the service provider. When business development is led by professionals who can speak confidently with engineers, operations teams, and senior client stakeholders, it becomes possible to cover the full spectrum of client expectations. This approach reduces gaps between promises and delivery, strengthens client confidence, and supports sustainable growth.

Sector specialization has become a critical differentiator across the Facilities Management market. The requirements of education facilities, healthcare environments, sports venues, banking institutions, telecommunications facilities, residential communities, and industrial assets differ significantly. Each sector has its own regulatory framework, risk profile, and service priorities. In my experience, clients are becoming more selective and cautious when awarding contracts, particularly where safety, compliance, and quality control are involved. Business development strategies must therefore be tailored and supported by proven sector experience and strong operational capability.

Quality assurance, quality control, and health and safety management now play a central role in Facilities Management decision making. Clients increasingly expect structured QA processes, clear inspection regimes, and a strong safety culture embedded into daily operations. I have found that clearly demonstrating how QA and HSE frameworks are applied on site builds confidence during negotiations. In regulated sectors such as healthcare, banking, and telecommunications, these frameworks are often viewed as essential requirements rather than optional value additions.

Performance measurement and transparency have also become essential. Clients expect clear reporting, visible service levels, safety performance indicators, and regular performance reviews. Addressing governance structures, escalation procedures, incident reporting, and continuous improvement processes early in the business development phase helps reduce uncertainty and supports trust building. In many cases, performance visibility is viewed as a risk management tool rather than a reporting exercise.

Sustainability has evolved into a practical operational priority. Energy efficiency, water management, waste reduction, and indoor environmental quality directly affect operating costs and regulatory compliance. In large residential, education, and mixed-use portfolios, I have seen how targeted energy optimization programs and preventive maintenance strategies deliver measurable cost savings while supporting sustainability objectives. Clients respond more positively when sustainability initiatives are clearly linked to operational efficiency and asset performance.

From my point of view, the next major shift in Facilities Management will be driven by the practical integration of artificial intelligence into daily operations. Many discussions around AI remain theoretical, but the real advantage will come from applying AI to core FM activities such as predictive maintenance, asset performance analysis, energy optimization, safety monitoring, and service response planning. The service provider that succeeds in embedding AI into operational workflows rather than treating it as a reporting or marketing tool will fundamentally change the competitive landscape. In a market like Qatar, where asset portfolios are large and operational expectations are high, early adopters will gain a decisive advantage in cost control, uptime, and risk reduction. I strongly believe that the first Facilities Management provider to implement AI at scale across operations will set new market standards that others will struggle to follow.

Local capability and workforce stability remain critical considerations in Qatar’s Facilities Management market. Across all sectors, asset owners value responsiveness, cultural alignment, and service continuity. From my experience, demonstrating investment in local teams, structured training programs, and strong safety awareness reassures clients that operational risks are being actively managed. The ability to mobilize skilled resources quickly and retain experienced personnel is often seen as a key indicator of long-term reliability.

I strongly believe that successful Facilities Management business development does not end with contract award. In a relationship driven market such as Qatar, long term success depends on delivering early operational stability, maintaining open communication, and adapting services as client needs evolve. In residential communities, education campuses, and complex mixed-use developments, post award engagement plays a critical role in contract renewals, service expansion, and long-term partnership growth.

In conclusion, the future of Facilities Management business development in Qatar will be shaped by practical understanding, sector specific expertise, and operational credibility. Based on my experience across education, healthcare, sports, banking, telecommunications, residential, and other asset classes, the providers best positioned for success will be those that move beyond transactional selling. A strong focus on lifecycle management, integrated services, quality assurance, health and safety performance, intelligent use of technology, and technically driven client engagement will define long term value creation as the Facilities Management market continues to mature.