Why managing a startup is like tending a beehive?
In the heart of the desert, bees aren’t expected to thrive. And yet, they do. In places like the UAE, Oman, and Saudi Arabia, local bee populations have adapted to harsh climates, short blooming windows, and erratic rainfall. That’s similar to what startups in the MENA region face, including intense heat (figuratively and literally), scarce resources, and a short window to prove value. But just like bees, the most resilient startups pollinate entire ecosystems.
The queen may be central, but she doesn’t work alone
In a beehive, the queen is essential. She sets the tone, lays the eggs, and emits pheromones that regulate the behaviour of the hive. But she doesn’t lead by force. The real productivity comes from thousands of worker bees who communicate through ‘waggle dances’ and build the hive, feed the larvae, and defend the colony.
Startup founders in the MENA region often think they need to be charismatic visionaries pulling every string. But the truth is that effective founders act more like queens. They need to set the vision, attract talent, and empower a self-regulating, high-functioning team to do the real building.
Swarming is not a failure
When a hive becomes too crowded, bees swarm. That means part of the colony leaves with a new queen to build a second hive. This circle, even though it sounds chaotic, it's a sign of health, decentralisation, replication, and scale.
In the MENA region, where many founders still hold tightly to control, we need to reframe team spin-offs, side hustles, and even staff exits. Like bee swarms, they can fertilise the broader ecosystem. Ex-Careem employees, for example, have launched hundreds of ventures across the region. That’s the pollination effect that successful startups must infuse in the ecosystem.
Adapt to the environment
Bees in the Arabian Peninsula are smaller and less aggressive than their European cousins. They’ve evolved to conserve water, avoid peak heat, and time their foraging to short blooming windows. Similarly, MENA startups should not settle for copying Silicon Valley models. Founders here must understand cultural nuances, regulatory climates, and fragmented markets. A fintech product that works in Riyadh may flop in Cairo unless it adapts.
Hive efficiency comes from roles
In a hive, every bee has a job. Foragers gather nectar, nurse bees care for the young, guards defend the hive. No bee holds a ‘Chief Strategy Officer’ title, but the hive functions like a Swiss watch. MENA startups still sometimes obsess over titles, hierarchy, and job descriptions. But the best ones focus on function over form. A lean team of five in Amman or Muscat can out-execute a bloated team of fifty in London, if everyone knows their role, trusts each other, and communicates well.
The busiest hive needs stillness
One of the most remarkable facts about bees is that they actually sleep. They enter deep, immobile states that help consolidate memory and preserve energy. Startup culture glorifies hustle. But burnout in the MENA region’s tech circles is real, especially as we navigate complex socio-economic challenges, capital constraints, and a 24/7 connectivity culture. Like bees, high-performing teams need stillness. Strategic pauses allow clarity, reflection, and creativity to emerge. The average bee produces only 1/12th of a teaspoon of honey in its lifetime. But collectively, a hive can produce over 100 pounds. Same applies to startup teams that work collectively to reach objectives and achieve results.
If MENA governments, VCs, and founders start thinking like beekeepers, nurturing instead of micromanaging, designing for resilience not just valuation, we would build regenerative, scalable ecosystems where thousands of ‘worker bees’, coders, creatives, and connectors produce real value.
About the Author:
Hisham El Assaad Founder OSUS Properties.
With over 23 years of experience in the real estate sector, Hisham El Assaad is known for his commitment to innovation and operational excellence.
Before establishing OSUS Properties, a real estate brokerage firm, Hisham showcased exceptional leadership at AX CAPITAL, where he transformed a sales team of just 70 members into a powerhouse of over 400 professionals.
