Beyond Borders, Beyond Systems: Dr Rehan Syed’s Journey in Digital Transformation

We are delighted to feature Near East University alumnus Dr Rehan Syed in this issue of the NEU Bulletin. Since arriving at Near East University as an international student in 1993, his journey has taken him from North Cyprus to senior leadership roles in Sri Lanka and, ultimately, to an academic career at Queensland University of Technology in Australia.

Today, Dr Syed is a Senior Lecturer in Information Systems whose work spans Business Process Management, public-sector digital transformation, digital leadership, process automation, and the human dimensions of technological change. His career reflects a continued commitment to connecting academic research with the real-world needs of governments, industries, and communities.

In this interview, Dr Syed reflects on the experiences and mentors that shaped his international journey, the lessons he gained from Near East University, and the evolving role of artificial intelligence and automation in organisational transformation. He also shares his vision for future collaboration with the University and offers thoughtful advice to students and early-career researchers seeking to create meaningful impact beyond academia.

Could you take us through your journey from your student years at Near East University to your current role at Queensland University of Technology? Which decisions, experiences, or turning points were most important in shaping your career?

I joined Near East University in the Fall of 1993, a decision that would ultimately shape both my personal and professional life. Coming to study in North Cyprus was my first experience of living and learning in a truly international environment. It exposed me to new cultures, ideas, and perspectives, and taught me the importance of adaptability, resilience, and lifelong learning.

After graduating, I completed an MBA specialising in Finance and initially planned to return to North Cyprus to continue my academic pursuits. However, a significant turning point came when I was offered an academic position at APIIT Sri Lanka, which delivered degree programmes from Staffordshire University in the United Kingdom. What began as a teaching opportunity evolved into a leadership journey that allowed me to contribute to the development of higher education in Sri Lanka.

Over the years, I had the privilege of serving as the Head of the Business School and later as the Chief Operations Officer of one of the country’s most respected private higher education institutions. During this period, I was fortunate to lead several strategic initiatives, including the establishment of the School of Engineering and the country’s first private-sector Law School offering UK law degrees. These experiences broadened my understanding of institutional leadership and demonstrated how education can create transformative opportunities for individuals and communities.

Another important milestone was my involvement as the Programme Director of the World Bank-funded Improving Relevance and Quality of Undergraduate Education (IRQUE) Project. Working closely with universities, government agencies, and industry stakeholders strengthened my interest in organisational transformation, governance, and the role of technology in improving institutional performance.

In 2013, I was awarded a scholarship to undertake a PhD at Queensland University of Technology (QUT) in Australia. This marked another defining chapter in my journey. My doctoral research examined public-sector digital transformation and digital leadership, drawing heavily on my professional experiences. In 2018, I was deeply honoured when my thesis received the Best PhD Thesis in Information Systems Award from the Australian Council of Professors and Heads of Information Systems (ACPHIS).

Today, I serve as a Senior Lecturer at QUT, where I coordinate postgraduate offerings in Business Process Management, Process Analytics and Automation Programs. Looking back, the most important turning points in my career were embracing opportunities beyond my comfort zone, remaining open to continuous learning, and maintaining a commitment to creating meaningful impact through education, research, and leadership.

“The most important turning points in my career came from embracing opportunities beyond my comfort zone and remaining open to continuous learning.”

 

How did your education and experiences at Near East University influence your academic perspective, leadership approach, and ability to work across different cultures and disciplines? Are there any particular memories, mentors, faculty members, or experiences from your time at the University that have remained with you?

My years at Near East University had a profound influence on my academic outlook and leadership philosophy. As an international student, I was immersed in a multicultural environment where students and academics from diverse backgrounds interacted, collaborated, and learned together. This experience helped me develop an appreciation for different perspectives and taught me the value of inclusivity, empathy, and cross-cultural understanding, qualities that continue to guide my work today.

One of the first people who inspired me was Prof. Dr. Şerife Zihni Eyüpoğlu, who was among my earliest lecturers and became an important mentor. Her encouragement and belief in the potential of her students motivated me to pursue excellence and to view education as a pathway for personal and professional growth.

I was also fortunate to learn from outstanding academics such as Dr. Osman Altay, Özenc Mühendis Oğlu, and Dr. Süle Akar. Their passion for their respective disciplines and commitment to teaching inspired me to strengthen my skills in statistics, accounting, and economics. More importantly, they demonstrated the importance of intellectual curiosity and disciplined thinking, qualities that later proved invaluable in both leadership and research roles.

Beyond the classroom, I quickly learned Turkish and developed friendships that have endured for more than three decades. These relationships remain among the most treasured outcomes of my time at Near East University. They reinforced my belief that education extends far beyond formal learning; it is also about building lifelong connections, understanding different cultures, and developing the interpersonal skills needed to navigate an increasingly globalised world.

“Education extends far beyond formal learning; it is also about building lifelong connections and understanding different cultures.”

The combination of strong academic foundations, inspiring mentors, and a genuinely international environment prepared me to work across disciplines, industries, and countries throughout my career.

Your doctoral research received the Best Australian Information Systems Thesis Award. What first drew you to Business Process Management and public-sector digital transformation, and how has your research evolved to encompass areas such as transparency, digital leadership, and intelligent automation?

My interest in Business Process Management (BPM) and public-sector digital transformation is rooted in my professional experiences long before I commenced my doctoral studies. Through my leadership roles in higher education and, in particular, my involvement as the Programme Director of the World Bank-funded Improving Relevance and Quality of Undergraduate Education (IRQUE) Project in Sri Lanka, I observed first-hand the critical role that organisational processes and information systems play in improving institutional performance, governance, and public service delivery.

These experiences revealed an important lesson: technology alone does not transform organisations. Sustainable transformation occurs when organisations understand, redesign, and effectively manage the business processes that underpin their operations. This realization inspired me to pursue doctoral research at Queensland University of Technology, where I examined public-sector process transformation and digital innovation.

“Successful transformation depends on balancing technological innovation with transparency, trust, and human wellbeing.”

 

My PhD allowed me to bridge practical experience with rigorous academic inquiry. The research explored how public-sector organisations can successfully implement process innovations to improve transparency, accountability, and service delivery. I was deeply honoured when this work received the Best PhD Thesis in Information Systems Award from the Australian Council of Professors and Heads of Information Systems (ACPHIS) in 2018.

Since completing my PhD, my research has expanded to address emerging challenges and opportunities associated with digital transformation. I have investigated topics such as digital leadership, transparency and accountability in technology-enabled organisations, intelligent automation, robotic process automation, process mining, and the human implications of digital innovation.

Importantly, my work extends beyond academia. I currently work closely with government agencies and private-sector organisations across Australia, the Philippines, and Papua New Guinea to strengthen digital transformation and BPM capabilities. Through these partnerships, I have designed and delivered a range of advanced executive and professional capacity-development programmes aimed at supporting public-sector transformation and helping organisations navigate increasingly complex digital environments. These initiatives have allowed me to translate research into practice while working directly with leaders responsible for driving large-scale organisational change.

At its core, my research continues to be guided by a central question: how can organisations harness digital technologies to create meaningful value while ensuring that people remain at the centre of transformation efforts? Whether examining public-sector reform, digital leadership, or intelligent automation, I believe successful transformation depends on balancing technological innovation with transparency, trust, and human wellbeing.

Your research explores both the opportunities and the human and organisational challenges associated with automation, including trust in software robots, process knowledge loss, and technostress. As artificial intelligence and robotic process automation become more widespread, what principles should guide organisations in adopting these technologies responsibly and in a people-centred manner?

The successful adoption of AI and automation requires organisations to recognise that digital transformation is ultimately a human endeavour, not simply a technological one.

“Digital transformation is ultimately a human endeavour, not simply a technological one.”

First, organisations must adopt a people and process-centred approach. Automation should be introduced to augment human capabilities rather than merely replace human workforce. Employees should be engaged early in transformation initiatives and provided with opportunities to develop new skills that complement emerging technologies.

Second, transparency is critical. People need to understand how automated systems make decisions, what data they use, and how those decisions affect individuals and organisations. Transparency builds trust, which is essential for successful technology adoption.

Third, organisations must actively manage knowledge. One challenge associated with automation is the potential loss of valuable process expertise and cognitive skills loss when human involvement decreases. Capturing, documenting, and sharing organisational knowledge should therefore be an integral part of automation initiatives.

Fourth, leaders should pay close attention to employee wellbeing. Rapid technological change can create uncertainty, stress, and anxiety. Effective communication, training, and organisational support mechanisms are essential for mitigating technostress and maintaining workforce engagement.

Finally, ethical governance must underpin all AI and automation initiatives. Issues such as fairness, accountability, privacy, and security should not be considered after implementation. They must be embedded into the design and management of digital systems from the outset.

In my view, organisations that balance innovation with responsibility, and efficiency with human wellbeing, will be best positioned to realise the long-term benefits of intelligent automation.

Looking ahead, which emerging research questions or forms of international collaboration excite you most? As you reconnect with Near East University, in which areas would you particularly like to contribute to or collaborate with the University?

The rapid advancement of artificial intelligence presents some of the most exciting and important research opportunities of our time. I am particularly interested in understanding how organisations can integrate AI into their processes while maintaining transparency, accountability, and human oversight. There is also a growing need to investigate how digital leadership capabilities must evolve to help organisations navigate increasingly complex technological landscapes.

Another area that excites me is the development of process intelligence, where advanced analytics, AI, and process mining are combined to create more adaptive and data-driven organisations. The potential applications across government, healthcare, education, and industry are significant.

As I reconnect with Near East University, I see many opportunities for collaboration. I would be particularly interested in joint research initiatives in Business Process Management, digital transformation, digital leadership, artificial intelligence adoption, process mining, and intelligent automation. There is also considerable potential for collaborative doctoral supervision, research student exchanges, and interdisciplinary projects that bring together expertise from business, information systems, and public policy.

Given Near East University’s increasingly international profile, I believe partnerships that connect researchers across regions and disciplines can generate valuable insights with both academic and societal impact. I would welcome opportunities to contribute to that vision.

“Partnerships that connect researchers across regions and disciplines can generate valuable insights with both academic and societal impact.”

 

What advice would you give to Near East University students and early-career researchers who aspire to build internationally relevant careers while also creating meaningful impact beyond academia? Which personal qualities and professional skills do you believe are most important for this journey?

My advice is simple: remain curious, embrace change, and never stop learning.

“Remain curious, embrace change, and never stop learning.”

The world is evolving rapidly, and the most valuable professionals and researchers are those who continuously develop their knowledge and skills. International careers are rarely planned in a linear way. Mine certainly was not. Instead, they are often shaped by opportunities that arise unexpectedly and by a willingness to step outside one’s comfort zone.

I would encourage students and early-career researchers to develop both depth and breadth. Become highly competent in your field, but also cultivate the ability to work across disciplines and cultures. Some of the most significant challenges facing society today require collaboration between people with diverse expertise and perspectives.

Equally important is the ability to communicate effectively. Brilliant ideas have little impact if they cannot be clearly communicated to colleagues, policymakers, industry leaders, or the broader community. Strong communication, collaboration, and leadership skills are therefore just as important as technical expertise.

From a personal perspective, I believe humility, resilience, integrity, and perseverance are among the most important qualities for long-term success. There will inevitably be setbacks and disappointments, but these experiences often provide the greatest opportunities for growth.

Finally, remember that success should not be measured solely by professional achievements. The most rewarding careers are those that create positive and lasting impact on individuals, organisations, and society. If you remain committed to learning, serving others, and contributing meaningfully to your community, professional success will naturally follow.

About Dr Rehan Syed

Dr Rehan Syed is a Senior Lecturer in Information Systems—Process Science—at Queensland University of Technology. A leading scholar in Business Process Management and Information Systems, his research focuses on process automation, public-sector digital transformation, digital leadership, transparency, and the human implications of emerging technologies.

He completed his PhD at QUT, where his thesis received the Best Australian Information Systems Thesis Award. Before beginning his academic career in Australia, he held senior leadership positions in Sri Lankan higher education, including Head of a Business School and Chief Operating Officer at the Asia Pacific Institute of Information Technology. His involvement in a World Bank-funded higher education project further shaped his interest in governance and institutional transformation.

Dr Syed’s broader research spans robotic process automation, process mining, digital-health data quality, technostress, and responsible automation. He currently coordinates the Graduate Certificate in Business Process Management and serves as Academic Lead for Diversity and Inclusion. His contributions to external partnerships and community engagement have been recognised through the QUT Vice-Chancellor’s Award for Excellence in 2021, 2024, and 2025.