Jad Hajj

Jad Hajj


Jad Hajj is a Dubai-based Partner with Strategy& and a member of the firm’s Communications, Media, and Technology team.

He specializes in helping telecom operators develop winning strategies and build distinctive capabilities. He has particular expertise in Corporate strategy, B2B, as well as digitization and innovation.

In addition to his client work, Jad has authored multiple firm reports including "Winning in the digitization space: Differentiating capabilities for MENA telecom operators" and "Coherent linkages: How to foster innovation-based economies in the Gulf Cooperation Council".

His telecom experience began at Verizon in the U.S. where he worked for five years before joining the firm in 2005 as a Senior Consultant. In 2008 he took a 12-month sabbatical to work for a regional media and technology park as head of strategic planning. Jad re-joined the firm in 2010 as a Senior Associate.

He holds a B.S. in engineering from the American University of Beirut, a M.S. in engineering from the University of Texas, and an MBA from the London Business School.

Authored articles

  • Telecom operators in the age of dronesTelecom operators in the age of drones: Preparing for the new era
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  • 2017 Technology Trends

    The next winning strategies

    What does the increasing power of the Big Five and their Chinese Challengers mean for the technology industry as a whole? Winning in the tech space is no longer simply a matter of understanding a customer need and using a new technology or channel to build a product or service value proposition to fulfill it.

    The Big Five have succeeded by developing a clear strategic identity, the distinctive set of capabilities required to translate their strategy into winning business models, and a well-defined portfolio of platforms, products, and services.

    There is no inherent reason why the Next 20 can’t follow the same playbook, define a strategy and capabilities system based on a strong identity, build a future-oriented operating model and cost structure, and leverage a distinctive talent base and culture to differentiate themselves by customer value. That said, it is certainly not wise to choose a strategic identity that puts one in direct competition with Alphabet, or Amazon, or Facebook. But given the multitude of growth areas, new technologies, and cross-vertical disruptions surrounding technology companies, there is still ample opportunity to define winning strategies and create new multibillion-dollar businesses — even in areas where the Big Five and Chinese Challengers are already competing as well. As long as the Next 20 (and beyond) don’t try to do too much with too little commitment, there is hope and a lot of opportunity.

    As for the Chinese Challengers, they are both helped and hindered by their established dominance in their home market. That market will potentially be larger and more lucrative in the long term than the U.S. market; China already exceeds the U.S. in online customer count and in mobile phone users. But as these companies begin to compete in international markets, they will have to force themselves to build capabilities that are not very important in their home markets. In some ways, they are already rising to this challenge — they are fierce and persistent competitors — but they have not yet demonstrated the type of product or business model innovation that can easily translate beyond China and that would allow them to play the kind of global role that the Big Five play today.

  • Coherent linkagesCoherent linkages: How to foster innovation-based economies in the Gulf Cooperation Council
  • Web 2.0: Profiting from the Threat