Program Agenda

Date Faculty Name Company Topic
4-Nov Dr. Mohamed Moustafa Mahmoud MILE, Wharton Alumni Developing & Deploying Strategy using the BSC
5-Nov Mr. Sherif Selim Franklin Covey, USA The 4 Disciplines of Execution
6-Nov Dr. Mansour Javidan Thunderbird School, USA Managing Business – Global Mindset
7-Nov Prof Philip Moscoso IESE Business School, Spain Operational Excellence
9 – November - FRIDAY
10-Nov Dr. Imran Ali Cranfield University, UK Supply Chain Management
11-Nov Dr. Basil Mustafa Oxford Centre for Islamic Studies, UK A Holistic Model of Leadership Development
12-Nov Dr. Jim Cannon Cannon Associates, UK What keeps the CEOs awake at night
13-Nov Tony Swainston Tony Swainston Ltd, UK Corporate Leadership & Development
14-Nov Dr. Walid Hejazi University of Toronto, Canada Change Management – Regulatory Environment
15-Nov Forum Speakers Various Meet the Leaders in Madinah Forum



Date Program Schedule
4 November - Sunday

Developing & Deploying Strategy using the BSC

Dr. Mohamed Moustafa Mahmoud, MILE & Wharton Alumni

Senior management teams are prone to focus excessively on short-term financial results – information reported after the damage is done, for better or worse. This is why the balanced scorecard lives up to its name.

This module introduces the key principles, tools of Strategic Planning that will be discussed and the criteria that measured performance from three additional perspectives—those of customers, internal business processes, and learning and growth.

The concept of Balanced Scorecard will be covered in details with many local cases studies from Hall of Fame Award-Winning Organizations, where the speaker assumed leading role. The current role of the speaker as advisor of the National Center of Performance Measurement of Public Entities, will allow him to shed light on most relevant KPIs developed for ‘KSA Vision 2030’ and the ‘National Transformation Programs’. Participants will have the opportunity to apply the introduced Strategic Planning toolkits to their own organizations in group settings.

5 November - Monday

The 4 Disciplines of Execution

Mr. Sherif Selim, Franklin Covey, USA


The 4 Disciplines of Execution enables leaders and their teams to break through to higher levels of performance by providing: 


  1. Precise focus on the Wildly Important Goals of the organization. 
  2. Definitive actions (lead measures) that enable teams to establish a standard for performance. 
  3. Engagement and clear measurements for performance around compelling scoreboards. 
  4. Team and individual accountability. 


In this one-day session, leaders will be able to:

  • Examine their leadership paradigm and Identify what makes leaders and organizations “great”
  • Clarify the difference between “stroke of the pen” and “behavior change” strategies
  • Identify the execution gap in organizations
  • Understand the 4 Disciplines of Execution methodology 
  • Identifying the Wildly Important Goal (or Gap) in the light of their respective organization’s strategy / strategic pillars
  • Identify the fewest behaviors / actions to help teams leverage their efforts towards achieving the WIG
  • Learn the basic guidelines to develop compelling scoreboards
  • Put in practice key leadership skills to create team accountability
6 November - Tuesday

Managing Business – Global Mindset

Dr. Mansour Javidan, Thunderbird School, USA

Our module focuses on the role of managers in the global environment and the additional complexities that managers

face when they work with individuals and groups from other parts of the world. This module examines the cultural

issues that arise in such situations and offers best practice advice on how to deal with them. The module also

focuses on managers’ individual attributes that help or hinder success in the global environment and introduces the

concept of Global Mindset. Participants will receive their own individual feedback reports on their profile of Global Mindset and will develop action plans on how to improve their stock of Global Mindset.


Module Key Topics will cover:

  • Global leadership
  • Culture
  • Managing across cultures
Global Mindset
7 & 8 November – Wednesday & Thursday

Operational Excellence

Prof. Philip Moscoso, IESE Business School, Spain


In this module we are going to cover how companies win over competitors by developing operational excellence, building agile supply chains and creating ecosystems with customers and suppliers to jointly beat competition. The objective of this Module is to learn from the best companies in the world how are they managing their operations, when and how to implement those approaches and the challenges you are going to face in the journey.


We will cover three distinct areas: lean operations and beyond, developing agile supply chains and creating superior operation processes across customers and suppliers. In terms of business sectors, we will cover manufacturing (Harley Davison), retail (Zara) and services (Novo Nordisk Engineering). The sessions will also give participants the opportunity to exchange their rich experiences in different fields of business, functions and levels.

9 – November - FRIDAY

10 November - Saturday

Supply Chain of the Future

Dr. Imran Ali, Cranfield University, UK


Supply chain management is a set of approaches utilized to efficiently integrate suppliers, manufacturers, warehouses, and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time, in order to minimize systemwide costs

while satisfying service level requirements.


In this module, we will discuss how supply chain management can take into consideration every facility that has an impact on cost and plays a role in making the product conform to customer requirements.

11 November - Sunday

A Holistic Model of Leadership Development

Dr. Basil Mustafa, Oxford University, UK


Change of the business environment is a certainty. Organizations have been experiencing the impact of new technologies, re-engineering of business processes, privatization, and global market competition. Successful businesses are relying increasingly on a motivated and creative workforce. Organizational structures have become more flexible and responsive to the requirements of the workplace. Work-life balance is in demand as the well-being of employees requires the integration of professional and personal life.


An organisation that has created a great Team of people; a business that has mastered the art of service excellence and that is achieving spectacular growth and profits must have been pioneered by authentic leaders.


Developing successful leaders is a competitive advantage for organisations. This session explores the impact of Values Based Leadership on organizational performance and sustainability, leading to 


  • Enhancing motivation and workforce engagement
  • Nurturing moral competence and ethical management
  • Sustaining effective corporate leadership
  • Bonding higher performing teams


It identifies the requirements for transition from abstract values to action in the workplace. The programme offers you an opportunity to think deeply about and reflect on your own professional leadership role. It offers you an opportunity to reflect on the development of your cognitive (critical and creative thinking), socio-emotional (interpersonal), and behavioral (role-modelling and inspirational) skills; which are the three main areas of leaders’ development.


 Key learning objectives are:


  1. The participants will understand the meanings of Authentic Leadership, Transformational Leadership, and Values Based leadership.
  2. The programme, through mini case studies, will illustrate the impact of Values Based Leadership on business performance.
  3. Identify your ‘core’ personal values and how they shape the culture of your business.
  4. The programme will explain the meaning and importance of the self-awareness competence to leaders’ development.
  5. Participants should be able to appraise Values Based Leadership from an Islamic perspective using various leadership models. In search for the relevant coaching material the Seerah of Prophet Muhammad (s) is used as the primary source for professional development to improve leadership skills and inspire change. This approach has the following advantages:
  1. Modern leadership models and competencies form its baseline.
  2. It engages values within a business context and for achieving organisational objectives
  3. It aims at enhancing workforce motivation and engagement
Assists in nurturing moral competence and ethical management
12 November - Monday

What Keeps the CEOs Awake at Night

Dr. Jim Cannon, Cannon Associates, Australia


How to innovate and change fast enough on the path to a compelling vision


  • The Change curve and emotion
  • Creating an innovative culture – research into creative organizations
  • Exercise: Change case study


What do my customers really want today and who are they?

  • Who are my customers? - Customer segmentation
  • The use of customer surveys/ focus groups
  • Social networking approaches
  • Exercise: What is our network and how can we use it and develop it to give useful data


How to find, develop and retain the talent I need

  • What is talent?
  • What is potential?
  • Ways of measuring performance and potential – sharing participant’s experience
  • Developing a TM strategy in line with Organizational Strategy Working with different segments – the nine-box model
13 November - Tuesday

Corporate Leadership & Development

Mr. Tony Swainston, Tony Swainston Ltd., UK.


Drives business results by aligning the vision, mission, and values to enhance business value. Is able to enlist the willing cooperation of others, while tapping into their highest skills and abilities, to achieve desired results. Today's leadership challenge is then for corporations to find this harmony. The harmony that must exist between leadership and management, between strategy and execution and of course between developing the self and developing others.

At the completion of this module you will be able to:


  • Identify the characteristics of different leadership styles.
  • Assess your own zone
  • Work more effectively across zones
  • Develop a greater understanding of other leadership styles
14 November - Wednesday

Change Management – Regulatory Environment

Dr. Walid Hejazi, Rotman Business School, University of Toronto, Canada


There are many significant changes that have occurred over the past few decades which require business and government to operate differently. These changes include the following BIG 4:


  • The rise of the internet, the digital economy, and the associated increases in transparency (both mandated and data leaks such as Wiki Leaks, the Panama Papers, and others)
  • The global push to provide whistle blowers both more protections and more incentives
  • Regulators have access to more and different information than ever before (Big Data and Data Analytics). It is more and more difficult to “hide” in this new digitally connected world, and corporate (and personal) blackmail is on the rise.
  • The rise of the 1% - this has received increasing scrutiny in the media and many “revelations” have shaped societal expectations and demands on regulators and government more generally.


As a result of these changes, governments and regulators are increasingly adhering to standards well above legal compliance, and are pursuing policies which are fair and moral rather than just compliance. Furthermore, regulators are increasingly expected to carry out their mandates in an increasingly transparent manner as the public wants to understand how decisions are made. These changes and societal pressures have resulted in significant regulatory changes, and hence have material implications for the way business must operate.

15 November – Thursday Meet the Business Leaders in Madinah – Forum


Khazi M. Zafar
Program Director


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