The Emirates Times had the privilege to speak with Dr. Narimane Had-Hamou, the visionary Founder and CEO of the Center for Learning Innovations and Customized Knowledge Solutions (CLICKS). A pioneer in advancing higher education reform, Dr. Had-Hamou reflects on her journey, the region’s evolving academic landscape, and the role of collaboration and innovation in shaping a resilient, knowledge-driven future for the Arab world and beyond.
Q1: What inspired you to establish CLICKS and focus your work on transforming higher education?
CLICKS was founded at the end of 2012 in response to a growing recognition that the transformation of higher education in the Arab region required more than policy reform—it demanded targeted institutional and individual capacity building. At the time, many universities were facing common challenges: the need for robust governance systems aligned with international best practices; clearer strategies aligned with national and regional priorities; stronger quality assurance frameworks; better research capacity and outputs and support in integrating innovative pedagogies and modern technologies into teaching and learning.
The Arab region holds immense potential—not only due to its resource richness in many parts but also because of its youth. With over 60% of the population under the age of 30 (UNDP, 2023), and with many countries seeking to shift away from oil and gas dependency, governments increasingly began prioritizing education as the foundation for sustainable, knowledge-based economies. Public spending on education in several Arab states rose to between 4–6% of GDP (World Bank, 2022), and national reforms have emphasized strengthening education systems, enhancing research and innovation, promoting internationalization, and improving global competitiveness. Most Arab states have also developed comprehensive national higher education strategies, established external quality assurance bodies, and introduced national qualifications frameworks to align with international standards, improve employability and ensure greater consistency and transparency in academic recognition.
CLICKS was created to serve as a regional hub that addresses these needs—offering fit-for-purpose consulting and capacity-building solutions aligned with institutional missions and national priorities. Its original five areas of expertise—leadership and governance, strategy and policy, quality assurance and accreditation, learning and teaching (including technology integration), and research and innovation—were carefully selected to reflect the most critical enablers of institutional transformation. In 2023, a sixth pillar—student experience—was added to reflect the growing recognition of the need for student-centered systems and services, with an appreciation that transformative student experiences extend far beyond the classroom.
CLICKS was launched to support the healthy development of higher education in the Arab region and has since expanded into new geographies beyond the region, positioning itself as a credible and trusted partner for advancing higher education globally.
Q2: As CEO of CLICKS, how would you describe your role in shaping the organization’s strategy, partnerships, and impact across the Arab higher education landscape?
As CEO of CLICKS, my role involves shaping a strategic direction that is both visionary and grounded in the evolving needs of higher education institutions. From the outset, we have believed that meaningful impact requires clarity of purpose, focus, and alignment with sectoral priorities. That’s why our strategy is shaped through ongoing consultation with our stakeholders and guided by insights from our international advisory board, partners, and client institutions.
Rather than trying to do everything, we’ve remained deliberate in focusing exclusively on the higher education sector and the core areas of expertise we have identified, while continuously adapting our offerings to remain relevant and responsive. Expanding into new geographies, diversifying our services, deepening engagement with institutions, and ensuring financial sustainability have all been central to our 2024–2025 strategy. Equally important has been our commitment to collaboration—recognizing that long-term impact is built on strong, trust-based partnerships.
Over the years, CLICKS has trained more than 22,000 members of the higher education community from universities’ leadership and board members to faculty and staff working in quality assurance, student affairs, etc across 36 countries, worked with over 220 universities and higher education institutions, and supported national and regional capacity-building initiatives. We’ve also built a strong portfolio of collaborations with globally respected organizations—including the UK’s Quality Assurance Agency (QAA), Coursera, TUM International, AUF, NASPA, and the Arab Association of Universities—leveraging our partners’ global expertise while contributing rich insights from the Arab region.
In recent years, we have also expanded into new markets outside the Arab region, recognizing that many of the challenges and priorities shaping higher education today—such as digital transformation, quality enhancement, and employability—are shared globally.
My role is ultimately about ensuring that CLICKS continues to grow with integrity—building bridges, enabling transformation, and positioning higher education in the Arab world as a key player in the global landscape.
Q3: What key obstacles or challenges have you encountered on this journey, and what lessons have you learned as a leader working within the Arab higher education context?
The journey of building and growing CLICKS has not been without its challenges. One of the earliest and most persistent has been navigating a highly competitive market, particularly in a region where the concept of educational consulting and structured capacity building was still evolving, and where many internationally reputable organizations were already operating. Establishing credibility and building trust with institutions took time. It required consistency, quality, and a deep understanding of the unique needs and dynamics of each institution we worked with. It also demanded an approach centered on delivering long-term impact, not quick fixes.
Another challenge has been ensuring that everything we offer—whether through consulting, training, mentoring, or coaching—is tailored to the local context. When working with international experts and partners, we have always been intentional in aligning global perspectives with regional realities. Context matters deeply in our work, and a one-size-fits-all approach simply does not work.
Like many small to medium size organizations, we have also had to operate within resource constraints—balancing ambition with sustainability, and growth with quality. Yet despite the hurdles, the journey has been immensely rewarding. Every project, every workshop, and every collaboration has been a learning experience, not just for our clients, but for us as a team.
What this journey has reinforced is the importance of agility. The higher education landscape is shifting rapidly, driven by technological change, policies’ reforms and governments’ expectations, demographic pressures, and new learner expectations. To remain relevant, we have had to stay nimble—listening closely to the sector, responding quickly to emerging needs, and continually refining what we offer.
Perhaps the most important lesson has been that the quality of your work speaks louder than any marketing you may be doing. Our strongest form of advocacy remains the quality of our services and the value we consistently deliver. Word of mouth has been paramount to our growth and expansion. Institutions return, refer others, and engage deeply when they see that we understand their challenges, build on their strengths and are genuinely committed to their success.
Q4: From your perspective, how is the higher education sector in the Arab world evolving, and what major trends or transformations do you anticipate in the years ahead?
The higher education sector in the Arab world has witnessed significant transformation in recent years. While early reforms focused largely on expanding access, establishing institutional frameworks, and developing regulatory systems, we are now seeing a strategic shift toward quality, innovation, and global competitiveness—shaped by both national priorities and global pressures.
Among the most defining trends driving this evolution is the integration of entrepreneurship and innovation into national development agendas. Countries across the GCC and others are positioning entrepreneurship as a cornerstone of economic diversification—moving beyond oil dependency toward knowledge- and innovation-led growth. National visions such as the UAE’s Entrepreneurship and SMEs Agenda, Saudi Arabia’s Vision 2030, Qatar National Vision 2030, and Oman Vision 2040 place higher education at the heart of efforts to foster entrepreneurial mindsets and support SME ecosystems. At the institutional level, universities are increasingly embedding entrepreneurship into curricula, research agendas, and student services. Therea are several initiatives (i.e.Hub71 in the UAE and Monsha’at in Saudi Arabia) that exemplify this integration, creating innovation ecosystems that closely connect higher education with national economic transformation.
Closely linked to this is a second key trend: the intensified focus on graduate employability. Institutions are rethinking program structures and delivery models to ensure that graduates are equipped not just with academic knowledge, but with the skills and experiences needed in fast-evolving labor markets. Stronger industry linkages, hands-on learning, co-created curriculum and a shift toward skills-based education are becoming the norm. This reflects a broader recognition that the role of higher education is no longer confined to knowledge transfer but to also prepare graduates for adaptability, mobility, and lifelong learning.
Digital transformation as all over the globe continues to be a game-changer. While the pandemic accelerated digital adoption, we are now witnessing deeper, more strategic investments in educational technologies, AI, and data-informed decision-making. Nationally, countries such as Bahrain have introduced tools like the Smart Education Index, while Qatar, Saudi Arabia, and the UAE are implementing national AI strategies that include a strong education and capacity-building component. These efforts are redefining not just how education is delivered, but how institutions operate and engage with their communities.
The rising emphasis on sustainability is another trend shaping the sector. Universities across the region are aligning with the UN Sustainable Development Goals (SDGs)—embedding sustainability into academic programs, launching interdisciplinary research initiatives, and transforming campus operations to reflect environmental and social responsibility. What was once aspirational has become essential, especially as expectations from students, partners, and regulators continue to grow.
These cumulative shifts are translating into greater global visibility and positioning for Arab higher education institutions. For the first time, King Fahd University of Petroleum & Minerals entered the THE World University Rankings 2025 top 200, at 176th globally, while Abu Dhabi University broke into the top 200 at 191st—marking a significant milestone for the region. In parallel, several Arab universities have climbed in the QS World University Rankings 2025, with Saudi Arabia now ranking 20 universities, including new entries in the top bands—reflecting sustained and systemic growth across the sector.
Looking ahead, the transformation of Arab higher education will be increasingly defined by AI integration, employability-driven education, the emergence of non-traditional and flexible learning models, cross-border collaboration, and the development of agile, forward-looking quality assurance systems. Institutions across the region are no longer passive consumers of global education models; they are becoming active contributors—shaping new frameworks for relevance, resilience, and innovation in a rapidly changing world.
Q5: You’ve led major initiatives like the MENA Higher Education Leadership Forum and established regional consortia to foster institutional collaboration. How do these initiatives support transformation and innovation across the sector?
One of the most powerful enablers of transformation in higher education is collaboration; not only between academia and industry, but also among institutions themselves. This belief has shaped several strategic initiatives launched by CLICKS, most notably the MENA Higher Education Leadership Forum (MENA-HELF) and the Arab Consortium for Teaching and Learning Centres (ACTLC).
The MENA-HELF, launched in 2013, was designed as a high-level biennial platform for strategic dialogue, bringing together university presidents, policymakers, regulators, and international experts from over 50 countries to engage in collective reflection on emerging trends and shared challenges. Its value lies in its ability to transcend national boundaries—encouraging participants to collaboratively discuss common issues, address regional challenges, and co-create the future of higher education. We are pleased to be organizing the next edition of the Forum in April 2026, under the theme: “Global Challenges, Local Impact: Higher Education’s Role in Shaping a Resilient Future.”
The Arab Consortium for Teaching and Learning Centres (ACTLC) is another initiative aimed at fostering excellence and innovation in education. Led by CLICKS and supported by Naseej, which provides the technological platform, the Consortium brings together eight leading universities from six Arab countries—including the American University in Cairo (AUC), the American University of Beirut (AUB), the United Arab Emirates University (UAEU), and Abu Dhabi University (ADU), among others. The Consortium is committed to advancing continuous improvement in teaching and learning by promoting collaboration among academic development units, sharing best practices, developing regionally relevant resources, and advocating for the professionalization of teaching across higher education institutions in the Arab world.
In a region marked by diversity in systems and priorities, these initiatives demonstrate the power of working together. They build a culture of trust, openness, and shared commitment to improvement. Rather than institutions operating in isolation, we are now seeing a strong appetite for collaborative innovation—recognizing that many of the sector’s most pressing challenges, from employability to digital transformation, are best addressed collectively.
As Helen Keller rightly said, “Alone we can do so little; together we can do so much.” This captures the spirit of these initiatives—they are about going far, together, by enabling shared learning, fostering alignment around regional priorities, and driving a movement for sustainable change.
Q6: Reflecting on your personal and professional journey, what pivotal moments or turning points have most influenced the direction of your work at CLICKS?
There have been several pivotal moments—both professional and personal—that have shaped the evolution of CLICKS and influenced my own leadership journey.
The COVID-19 pandemic in 2020 was certainly one of the most defining. Like many organizations, we were tested in terms of agility and resilience. We had to quickly rethink how we deliver our services and respond to the urgent needs of higher education institutions undergoing rapid transition to online learning. It pushed us to innovate faster, expand our virtual training and consulting models, and deepen our focus on areas such as supporting institutions in their transition to emergency remote teaching and, later, to more meaningful and sustainable models of online teaching and assessment. The experience reminded us of the importance of being adaptive, and truly aligned with the evolving needs and realities of the sector.
Another significant turning point has come more recently, as we witness the positive transformation of higher education across the Arab region—from growing research output to stronger governance frameworks, increased investment in innovation, and notable global recognition. This progress has created a renewed sense of responsibility. It has made it increasingly clear that, while our foundation remains regional, we must now more intentionally align with international developments and global advancement efforts. The work we do whether in quality assurance, leadership, or digital transformation or suitability is part of a much larger global movement. It’s no longer just about scaling our reach, but about contributing meaningfully to broader conversations and practices that are shaping the future of higher education worldwide.
At the heart of this journey has been our team, associates, and valued partners—people who continue to believe in our mission, trust our services and offerings, and contribute daily to the impact we are able to create. Their dedication, insight, and collaboration are what allow CLICKS to grow with integrity and purpose. This collective belief in what we do has been a powerful source of motivation.
On a more personal level, the loss of my husband Professor Mohamed Zairi in late 2021 was a turning point in my professional path. He was a driving force behind the establishment of CLICKS in 2012—someone who believed wholeheartedly in the mission we had set out to achieve, and who supported and encouraged me throughout the journey. His passing reminded me not only of how far we’ve come, but also of the legacy we are building. He always used to say, “Build something you’ll be proud of in 20 or 30 years—something that creates real impact, not just financial gain. You have so much to give.” Those words continue to guide me. They’ve given me renewed purpose and deepened my commitment to grow CLICKS further and to continue contributing meaningfully to the future of higher education.
Q7: How is CLICKS supporting the adoption of AI, digital transformation, and educational innovation among universities in the Arab region and beyond?
At CLICKS, we view digital transformation and the adoption of AI not simply as technology upgrades, but as fundamental enablers of institutional innovation and strategic positioning. Our approach has always been to help universities think beyond tools—to focus on embedding these technologies into the very fabric of how they teach, support students, assess learning, and manage their operations.
To this end, we’ve launched several targeted initiatives to support institutions in understanding, adopting, and adapting to these changes in a thoughtful and strategic manner. One of our recent efforts included facilitating a regional focus group in collaboration with our partners form Australia Studiosity and a number of Higher Education Institutions in the UAE. The focus group which brought together thought leaders, academics, and providers to explore the opportunities and challenges of AI in teaching and learning—with a particular initial focus on student success, academic integrity, and personalized support.
Building on that, we supported the development of a dedicated AI Adoption Framework for Teaching and Learning in Higher Education, which is currently being piloted and is expected to be made public soon for use by universities. The framework enables institutions to assess their readiness, identify key enablers and barriers, and take structured steps toward AI integration that is pedagogically sound and aligned with institutional priorities. It places equal emphasis on infrastructure, governance, ethics, faculty development, and organizational change management.
Beyond frameworks, we have expanded our portfolio of consulting services and professional development programs to support universities at different stages of their digital maturity. These include hands-on strategy development, policy design, capability frameworks, and leadership development to help institutions make informed, future-ready decisions about digital innovation.
We’ve also been cultivating ongoing dialogue through our “In Conversation with CLICKS” series and other curated platforms—offering university leaders and academic staff opportunities to explore emerging topics such as adaptive learning, AI-assisted assessment, intelligent advising systems, and the evolving nature of academic work.
Ultimately, our role is to help institutions move from experimentation to transformation—by creating a shared understanding of what responsible, scalable, and contextually relevant innovation looks like in higher education.
Q8: What are your long-term goals for CLICKS, and how do you envision your continued contribution to higher education advancement across the Arab region?
Our long-term vision for CLICKS is to continue serving as a trusted and forward-thinking partner to higher education institutions not only in the Arab region but beyond. We are committed to supporting the sector’s growth, innovation, and global relevance through solutions that are both practical and contextually grounded.
A key priority moving forward is to strengthen regional collaboration and build meaningful partnerships across borders. We believe that lasting impact comes from working collectively bringing together institutions, government bodies, and other stakeholders to address shared challenges and drive systemic change.
We also plan to expand and enhance our core areas of work, with a continued focus on digital transformation, quality assurance, academic leadership, employability, and innovation in teaching and learning. Supporting institutions in areas like AI adoption, academic governance, and student success will remain central to our capacity-building efforts. More than anything, we aim to stay close to the sector: listening, adapting, and delivering high-impact support that meets real needs and creates long-term value.
Dr. Narimane Had-Hamou’s leadership has not only redefined institutional capacity-building in the Arab world, but also elevated the region’s global standing in higher education. Her journey through CLICKS is a compelling narrative of purpose-driven innovation, resilience, and meaningful change.
Interviewed by The Emirates Times Editorial Desk
