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​​Cognitive Analytics Management: Digital Disruption for Innovative Shared Values

is a new interdisciplinary field. It integrates concepts from artificial intelligence, business analytics, cognitive and behavioral science, big data analytics, data engineering, data science, information systems, operations research and management. It accelerates the digital transformation of every industry and every organization, disrupts traditional thinking and reinvents business models for boosting productivity and innovation, enhancing competitive advantage, creating shared values to stakeholders for the sustainable development of our society and the world. 


  • To bring awareness about new development in CAM theories, models, and tools.

  • To bring together top academics, scholars, professionals and other interested groups to share experiences on the digital disruption best practices and real impact on public and private sectors.

  • To connect regional and expatriate researchers, practitioners and partners, with technology companies and pioneer the launching of an International CAM network to accelerate digital transformation impact and unlock its potential benefits.


A Cognitive Analytics Management framework that transforms organizations through digital disruptive technologies involves the following three processes:

  • A cognitive process frames a societal challenge in analytics terms. It enables asking the right questions to develop a data strategy with linkage to mission/vision and desired shared value goals. The data strategy sets guidelines for selecting variables and data modeling, monitoring, quality, sourcing, security, remediation and validation using cognitive agents, cognitive services and data technology tools.

  • The analytics process analyzes data using descriptive, predictive and prescriptive analytics to generate digital insights to make informed decisions, and to create shared values to stakeholders. It employs methodologies inspired from various fields, including artificial intelligence, block-chains, behavioral psychology, data science cognitive computing, big data analytics, data mining and deep learning, forecasting, management science, operations research, optimization, simulation, statistics and visualization, among others;

  • The management process advocates the necessary fundamental changes in an organization to empower digital leadership and talent to successfully embark on the digital transformation journey. Change of management is by far the most enduring bottleneck in the digital disruptive transformation. It requires proper restructuring of organizations; empowering leadership to launch, accelerate, and implement analytics projects; and communicating shared values to stakeholders to achieve the sustainable development of organizations, society and the world.

Shared Values

Shared values combine shareholders’ business values and stakeholders’ economic, environmental, as well as other social impact values. They include new products, personalized-service innovations, improved productivity and performance, prediction of patterns, prioritization of initiatives for strategic planning, better allocation of scarce resources, early detection of fraud and failures, increased satisfaction and new markets, improved transparency and trust, eradication of corruption, and continuous sustainable development, among others.

Application Domains

CAM processes are at the heart of digital disruption (transformation). These processes incorporate the use of digital disruptive technologies into all aspects of an organization. Generally speaking, digital transformation leads to the disruption of the status quo and provides new innovations, capabilities and a chance for organizations to apply the transformation in order to remain relevant and competitive. These disruptions can enable, accelerate, or directly force transformation that radically improves the functionality, performance and outreach of an organization, and increasing stakeholder shared value. Hence, it is not a surprise to find new applications are reported daily across industries and domains with goals of becoming better and smarter: smart business, smart bank, smart city, smart education, smart finance, smart government, smart manufacturing, smart health, smart home, smart love, smart retail, smart services, smart sport, etc.


​​​Brought to you by the Husni Sawwaf Chair at the Olayan School of Business (OSB) at American University of Beirut, the Lebanese Association of Information System (LAIS). 

Steering committee members

Ibrahim ​Osman, American University of Beirut, (Chair), Lebanon
Antoine Harfouche, Paris Nanterre University, France
Abbas Tarhini, Lebanese American Uniersity, Lebanon
Georges Aoun, Saint Joseph University, Lebanon

Organizing committee members

Abdallah Nassereddine, Beirut Arab University, Lebanon
Ali Yassine,  American University of Beirut, Lebanon
Ali Chehab, American University of Beirut, Lebanon
Charbel Chedrawi, University Saint Joseph, Lebanon
Fatima Abu salem, American University of Beirut, Lebanon
Fouad  Zablith, American University of Beirut, Lebanon
Hoda  Daou, American University of Beirut, Lebanon
Hussain Ismaeel, American University of Beirut, Lebanon

Imad Bou hamad, American University of Beirut, Lebanon​
Lama  Moussawi, Americ​an University of Beirut, Lebanon
Mona Zougeib, Middle East Airlines, Lebanon
Yousif Asfour, American University of Beirut, Lebanon

Scientific committee members

A. AmirTeimoori, (Iran)
Abdelhakim  Artiba, (France)
Abdul Latif Anouze, (Qatar)
Aboul Ella Hassanien Ali, (Egypt)
Adel M. Aladwani, (Kuwait)

Ahmad Najjar, (Kuwait)
Ahmed Rafea, (Egypt)
Ali Emrouznejad, (United Kingdom)
Alice Robbin, (United State of America)
Angelika Kokkinaki, (Cyprus)
Ashraf Darwish, (Egypt)
Asma Bahurmoz, (Kingdom of Saudi Arabia)
Bacel Maddah, (Lebanon)

Baydaa Al-Ayoubi, (Lebanon)
Chris Fleszar, (Lebanon)
Chrisanthi Avgerou, (United Kingdom)
Elkafi  Hassini, (Canada)
Fady Harfoush, (USA)
Farouk Yalaoui, (France)
Fouad Ben Abdul Aziz, (France)
Frantz Rowe, (France)
Georges Zaccour, (Canada)
Gokulananda  Patel, (India)
Hasan Bal, (Turkey)
Hassan  Zeineddine, (United Arab Emirates)
Hassan Ghaziri, (Switzerland)
Hazem Hajj, (Lebanon)
Hocine Belouadah, (Algeria)
Hussain Saleh​, (Syria)
Ihsan Alp, (Turkey)
Jamal Ouenniche, (United Kingdom)
Jamil Arida, (Lebanon)
Joseph Sarkis, (United State of America)
Joshua Ignatius, (United Kingdom)
Jouhaina Chaouachi, (Tunisia)
Kichan Nam, (United Arab Emirates)
Madhi Toloo, (Czech Republic)

Majid Fattal, (United Arab Emirates)
Marco De Marco, (Italy)
Mark W. Speece, (Kuwait)
Mehmet Ali Cengiz, (Turkey)
Mohamad Y. Jaber,  (Canada)
Mohamed  El-Hoseny, (Egypt)
Mohsen Afsharian, (Germany)
Moncer Abdelhamid Hariga, (UAE)
Nabil El-Meslmani, (Lebanon)
Nabil Badr, (Lebanon)
Nancy Pouloudi, (Greece)
Niaz Wassan, (United Kingdom)
Omar El beqqali, (Moroco)
Patrick  De causmaecker, (Belguim)
Peter  Bednar, (UK)
Rasha Abdualla, (Egypt)
Ridha Mahjoub, (France)
Said  Gattoufi, (Tunisia)
Said Kharraja, (France)
Said Salhi, (United Kingdom)
Salim Chahine, (Lebanon)
Salwani Abdullah, (Malysia)
Samad Ahmadi, (United Kingdom)
Samir Trabelsi, (Canada)

Suha Maad, (Muscat)
Tablit Ghazali, (France)
Talal Ladhari, (Tunisia)
Tarek M. Gaber, (Egypt)
Wael Jabr, (US)
Wassim El Hajj, (Lebanon)
Youcef  Badhdadi, (Oman)
Yusuf Gasiea, (Libya)


Keynote speakers

A list of speakers and sponsers will be announced soon.​

Call for paper

Important date

Abstract submission deadline
Draft paper submission deadline

Submission Topics

  • Fostering innovations in public and private organizations through digital disruptive technologies – conceptual and critical perspectives
  • Foundations for implementing digital transformation initiatives - capacity building, policies, strategies, and shared value models
  • Change management and leadership in the digital transformation initiatives focusing on continuous improvement and radical change/digital disruption
  • Data strategy, governance, security and ethics necessary for the digital disruption initiative
  • Digital transformation processes, integration, management, challenges and opportunities
  • Digital transformational implications of big data analytics, policy informatics, and smart cities/governments/organizations.
  • Emerging disruptive platforms and technologies including artificial intelligence, block-chain, big or open data,  evolutionary machine learning, deep learning, quantum computing, cognitive services (internet of things, mobile apps, cognitive agents), cloud computing digital ecosystems, social media among others
  • Emerging initiatives and applications with impact, outcomes, and implications of the digital disruptive/transformation on business; commerce and retails, banking and finance, government,  project/program and process, people, health , supply chain & logistics; and poverty and humanitarian relief;  among others
  • Efficiency, effectiveness, barriers, and challenges of the digital transformation process
  • Organizational change, and governance aspects in the digital disruption process
  • Optimization and simulation modeling advances in smart organizations
  • Stakeholders and community' engagement in the in the digital transformation process
  • Theoretical foundations and perspectives on the digital disruption process
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Important Date
  • Conference Date

    Nov 29



    Dec 01


  • Oct 28 2018

    Abstract Submission Deadline

  • Nov 11 2018

    Draft paper submission deadline

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