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  • June 2019 (Revised July 2019)
  • Case
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Building a Meritocracy at Alghanim Industries

By: Paul M. Healy, Susanna Gallani and Esel Çekin
  • Format:Print
  • | Language:English
  • | Pages:21
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Abstract

Building on his father’s legacy, Omar Alghanim (MBA 2002) had been working on strengthening a performance-driven culture based on meritocracy in the family business, Alghanim Industries. The task had been particularly challenging because of traditional Middle East practice of relying on relationships and influence to conduct business. Omar’s vision attracted and empowered like-minded employees who were rewarded on merit and who delivered on the firm’s mission of providing excellent service to its customers. Together, they revamped the company’s performance and compensation system and established a well-structured control and compliance mechanism. The next challenge for Omar was to transform the workforce from a mono-culture, male-dominant expat community to a diverse mix of people, cultures, backgrounds, and viewpoints. In particular, he needed to find a way to attract talented women and local Kuwaitis to become part of his organization.

Keywords

Meritocracy; Social Norms; Family Business; Organizational Culture; Performance; Diversity; Organizational Change and Adaptation; Middle East; Kuwait

Citation

Healy, Paul M., Susanna Gallani, and Esel Çekin. "Building a Meritocracy at Alghanim Industries." Harvard Business School Case 119-019, June 2019. (Revised July 2019.)
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About The Authors

Paul M. Healy

Accounting and Management
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Susanna Gallani

Accounting and Management
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Related Work

    • June 2019 (Revised July 2019)
    • Faculty Research

    Building a Meritocracy at Alghanim Industries

    By: Paul M. Healy, Susanna Gallani and Esel Çekin
Related Work
  • Building a Meritocracy at Alghanim Industries By: Paul M. Healy, Susanna Gallani and Esel Çekin
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