About the COMPASS Model
Building on more than three decades of professional expertise, Dr. Imad Choucair developed the COMPASS Model through hands-on experience and rigorous research. Its story began in 2000 when Dr. Choucair joined Microsoft—a global technology powerhouse—igniting the vision that evolved into the COMPASS framework.
Motivated by a key question—how do market-dominating enterprises achieve exponential growth while reliably delivering on their strategic goals? In parallel with launching his MBA studies, he began comparing the frameworks taught in academia to the real-world practices he observed at Microsoft. This period marked the confluence of Dr. Choucair’s grounding in computer science with his growing focus on strategic business and technology management, laying the foundation for the COMPASS Model.
Today, the COMPASS Model stands as a powerful resource for organizations striving to align innovation, scalability, and operational excellence, reflecting the culmination of Dr. Choucair’s unwavering commitment to bridging the gap between technological insights and strategic execution.
Within the COMPASS Model, it’s not the challenges we encounter that matter most but the meaning we derive from them.
Key Milestones
1991
How significant organizations are born: SOLIDERE - Lebanon
In 1991, I had the privilege of joining SOLIDERE as its fifth employee, an organization that has since evolved into a leading force in Lebanon’s business landscape. Over the course of seven transformative years, I played a key role in developing the company’s digital infrastructure—laying the foundation for its long-term success—and gained my first practical experience in management. This combination of hands-on technical leadership and strategic oversight proved instrumental in shaping my subsequent career in business and technology.
1999
GIBCA Group, Abu Dhabi, UAE
Venturing into Abu Dhabi to join a smaller subsidiary within a larger conglomerate marked a pivotal shift from my home country. During this time, I spearheaded projects that fueled digital transformation and propelled the UAE’s strategic vision, setting up my new benchmarks for innovation and growth.
2001
Microsoft Corporation, UAE
During the early 2000s, Microsoft stood as the world’s most recognized brand, outpacing even consumer powerhouses like Coca-Cola. Working at Microsoft sparked my pursuit of large-scale business insights and set the stage for developing the COMPASS Model.
2002
The first ceriosity question:
How do market-dominating enterprises achieve exponential growth while reliably delivering on their strategic goals?
This inquiry prompted me to explore diverse business literature and closely observe executive decisions—investigating how organizations either scale rapidly or collapse just as quickly. One undeniable truth emerged: organizations are inherently complex, and developing a blueprint for sustainable success required a long-term commitment, ultimately spanning more than two decades—culminating in the completion of the COMPASS Model.
2006
MIDIS Group, Dubai
After seven successful years at Microsoft, I decided it was time to test my expertise and knowledge in a new environment. Stepping away from Microsoft was a difficult decision, yet it led me to a new realm of opportunities—managing a Microsoft-partner organization for the first time. This experience proved immensely rewarding, marked by significant achievements and enjoyment, especially as part of MIDIS’s unique business model.
2008
Dubai Holding
In 2008, I reached a new milestone by joining Dubai Holding, aligning my efforts with Dubai’s bold vision for global leadership. My initial mandate involved enhancing Dubai’s standing in the gaming and simulation sector, and I later advanced to a pivotal role as Group CIO, steering the conglomerate’s digital transformation agenda.
2009
The development of the COMPASS MOdel
In 2009, I embarked on a formal doctoral program to rigorously examine business organizations from every angle. Over the course of 15 years, I refined my expertise, culminating in the evolution of the COMPASS Model. By 2021, its structure was firmly established as I published my doctoral dissertation on organizational design and the critical role of alignment in driving enhanced business performance.
2013
The startup time, Qinnovation
In 2013, while working on the COMPASS Model, I embarked on a new entrepreneurial journey—leaving Dubai Holding to establish a digital transformation startup. Guiding this venture from inception to maturity over nearly a decade could fill an entire book. In the process, I engaged with hundreds of top executives across diverse sectors and organizational sizes, gathering invaluable insights into the complexities of modern business.
2024
The COMPASS Model is ready
In 2024, the COMPASS Model reached its full maturity, marking the end of a journey spanning more than three decades of hands-on experience, rigorous research, and real-world challenges. Over the course of 30+ years, I’ve immersed myself in extensive business literature, partnered with global thought leaders, and navigated formidable obstacles—all to distill the essential insights now embedded in the COMPASS Model. This robust platform stands ready to guide organizations toward sustainable growth, strategic alignment, and transformative success—unifying lessons learned from a lifetime of dedication to excellence.
Contact
We are always looking for new and exciting mutual opportunities. Let's connect.
+971 50 4561197
Dubai - United Arab Emirates