With a career spanning multiple industries – including government, banking and telecommunications, Dr. Muhanned Al-Asfoor, the Founder and Chairman of Injaz Development, one of Oman’s leading human resource firms, has continuously championed change and transformation. A strong believer in adaptability, he pursued a PhD in Change Management and has dedicated his career to fostering dynamic work environments. In this conversation with Business Frontier, he shares insights into his journey, leadership, and the evolving landscape of HR.
Q. Can you walk us through your professional journey and key milestones that have shaped your career?
I started my career in the Ministry of Higher Education, where I worked for five years before transitioning to the banking sector for another two years. Eventually, I moved into the telecom industry, where I have remained while also managing my own business on the side, which I started about 17 years ago.
Throughout my career, I have always embraced change. Every three years, I assess my position and consider new opportunities—whether within the same organisation or in a completely different sector. This passion for change led me to pursue a PhD in Change Management and a structured approach to navigating transitions in business.
Q. Give us an overview of Injaz Development and what sets it apart in understanding and aligning with a client’s unique needs and objectives?
Since our inception in 2007, Injaz Development has been dedicated to helping organisations enhance their human capital and institutional development. Headquartered in Muscat, we emphasize the power of partnerships and collaboration.
What sets us apart is our commitment to deeply understanding our clients’ unique needs and aligning our strategies accordingly. We prioritize building strong relationships based on mutual benefit, ensuring sustainable value and long-term impact. Our expertise extends beyond Oman, reaching key Gulf countries like Qatar and Saudi Arabia, as well as the broader Middle East, including Jordan.
Our vision is to remain a catalyst for human capital and organisational growth in the Middle East. We aim to empower communities through strategic partnerships and cutting-edge solutions, reinforcing our position as a premier provider of HR and organisational development services across the region.
Q. How have you seen the HR industry evolve over the years, and what key trends or changes have had the most significant impact?
Traditionally, HR was viewed as a supporting function, but today, it is recognized as a strategic pillar of organisations. The biggest challenge I see in many industries is not technical expertise, but people-related issues. Culture and leadership play a critical role in an organisation’s success, and HR is at the heart of both.
Another major gap is the perception of HR as a task-oriented department rather than a specialized profession. Many organisations place unqualified individuals in HR roles, whereas functions like legal and finance demand certified professionals. HR needs to be treated with the same level of seriousness.
Q. You wrote a book titled Blood Type (C) recently. Tell us a bit about it and what inspired you to write it?
My book, Blood Type (C), is a blend of my personal life experiences intertwined with the principles of change management—a concept I deeply believe in and advocate for. It is not just an academic discussion—it’s a narrative that takes the reader through different phases of my life, offering real-world lessons on navigating change successfully.
Drawing from my expertise as a certified change manager and my higher studies in the field, I felt a responsibility to shed light on the critical role of change management, not only for organisations but also for nations. However, rather than presenting it through a purely scientific lens, I chose a storytelling approach—making the concepts accessible, engaging, and easy to grasp for readers at all levels.
Change has been a defining theme in my life. I believe in pushing myself even when I am comfortable, as growth happens outside our comfort zones. This mindset led me to coin the term Blood Type C, where ‘C’ stands for change. I often joke that if my blood type were tested, it might just show up as ‘C’!
Q. As someone who has worked across public administration, banking, and telecommunications, what common challenges do you see in these sectors, and how have you navigated them?
The biggest challenge across industries is managing people. While technological advancements, regulatory frameworks, and financial strategies receive significant attention, organisations sometimes fail to prioritize people-centric approaches, which are the foundation of sustainable success.
They often focus on tangible results—profits, sales, and expansion—while overlooking workplace culture and employee well-being. A strong HR team can bridge this gap, but only if leadership genuinely believes in its strategic importance.
Another challenge is trust. Many leaders struggle to establish trust with their teams, yet it is the foundation of a successful work environment. Trust is built over time, not through a single event, and it requires consistent communication, empowerment, and integrity.
Q. As an experienced leader, what do you think are some of the key qualities a great leader should have?
Communication is the most essential leadership skill. A good leader listens, empowers, and trusts their team. Leadership is not about being the smartest person in the room—it’s about creating an environment where others can thrive.
A leader must also be adaptable. People have different personalities, backgrounds, and moods, making leadership a complex task. Using tools to better understand team dynamics and fostering collaboration are critical for success.
Success is not about one person—it’s about creating an environment where people can work together effectively. I can safely say that this, to me, is my greatest achievement.
Q. Where do you see the HR industry heading in the coming years?
The trend is positive—HR professionals are increasingly positioning themselves as business strategists rather than administrative managers. Organisations are also beginning to recognize HR’s role in long-term success.
However, a key challenge remains: HR is still not universally acknowledged as a specialized profession. Unlike finance or law, where professional qualifications are a must, HR is often handed to anyone. This mindset needs to change if businesses want to build resilient, people-focused organisations.
Q. What advice do you have for young professionals entering the industry?
Be adaptable and embrace change. HR is not just about processes and policies—it’s about people. Invest in understanding human behaviour, build strong communication skills, and most importantly, position yourself as a strategic partner in business growth.
