Agenda

Program Agenda

Date Faculty Name Company Topic
15-Apr Dr. Mohamed Moustafa Mahmoud MILE, Wharton Alumni Developing & Deploying Strategy using the BSC
16-Apr Prof. Suraj Srinivasan Harvard Business School, USA Strategic Corporate Governance
17-Apr Dr. Paul Baines Cranfield University, UK Digital Marketing Strategy
18-Apr Dr. Jim Cannon Cannon Associates, Australia What keeps the CEOs awake at night
19-Apr Mr. Tony Swainston Tony Swainston Ltd, UK Corporate Leadership & Development
20 - April - FRIDAY
21-Apr Dr. Walid Hejazi University of Toronto, Canada Regulatory Environment - Change Management
22-Apr Dr. Walid Hejazi University of Toronto, Canada Business Strategies - Building the SME Sector
23-Apr Prof. Philip Moscoso IESE Business School, Spain Operational Excellence
24-Apr
25-Apr Dr. Basil Mustafa Oxford Islamic Centre, UK A Holistic Model of Leadership Development
26-Apr Conference Speakers Various Meet the Business Leaders in Madinah Forum

 

 

Date Program Schedule
15 April - Sunday

Day 1: 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.

16 April - Monday

Day 2: Strategic Corporate Governance

Prof. Suraj Srinivasan, Harvard Business School, USA

The program focuses on how organization can improve strategy execution by using effective corporate governance to drive performance and manage risk. The case study discussions will help participants develop an understanding of how companies can identify effective strategies to compete, deliver customer value, develop capabilities and processes to deliver value, and identify potential threats to strategy. As a next step, participants will learn about how to develop governance processes within the organization that helps develop a strong corporate culture that helps drive the performance. Finally, participants will discuss and develop a framework on how to avoid downside risks and threats to successfully achieving the organizations strategic objectives.

 

One set of the takeaways of the sessions will relate to how organizations can drive performance and strategy execution by aligning employees and managers to organizational strategy and culture. A second set of takeaways relate to how to manage organizational transformation using effective governance tools and how linking governance to strategy and operations helps drive performance. Finally, participants will also learn identify strategic risks and the governance tools to manage and address these risks.
17 April - Tuesday

Day 3: Digital Marketing Strategy

Dr. Paul Baines, Cranfield University, UK

In this one-day workshop, we consider the impact of the digital world on marketing strategy. Digital marketing has changed from a set of tactical communication tools to impacting on every aspect of the marketing mix (i.e. product, place, price and promotion). As the digital economy enters a new age, it presents unprecedented marketing challenges – but also many opportunities – for senior executives. Digital commerce trends are changing the way we communicate, consume, work, buy and sell. In some cases, these trends have profoundly disrupted industries and changed companies' business models. 

In this session you will learn how companies have successfully approached digital transformation to develop more innovative digital marketing strategies and more customer-centric organizations. Through interactive workshops, the use of prominent case studies, group exercises and practical exercises, we explore the challenges and opportunities that the era of digital transformation presents in order to help managers from across a variety of functions and business types make better business decisions for future growth.

Key Take-aways:

  • Recognize best practice in digital marketing strategy. 
  • Understand how to enhance marketing operations through digital transformation to improve sales and build brand equity. 
  • Be able to apply learning from world-class businesses on how to transform your own business to the needs of consumers in the digital world.
  • Learn how to leverage customer data and measure the effectiveness of digital marketing strategy
18 April - Wednesday

Day 4: What Keeps the CEOs Awake at Night

Dr. Jim Cannon, CIPD - UK

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 Organisational Strategy Working with different segments – the nine-box model
19 April - Thursday

Day 5: 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
20 April – Friday
21 April - Saturday

Day 6: 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.

22 April – Sunday

Day 8: Business Strategies – Building the SME Sector

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

There has been a significant shift in the global economy, with the relative decline of the US and Europe, and the rise of many emerging economies, particularly Brazil, Russia, India and China, known as the BRIC economies.  While remaining a relatively small part of the global economy the Gulf economies have been growing at twice the world average. Put differently, in less than 15 years, the Gulf economies have doubled their share of world GDP.

 

As is well known, the economies of the Gulf have embarked on aggressive program to develop world class infrastructure, institutions, corporate governance, and to diversify their economies into other areas of manufacturing and services – that is to reduce the dependence of these economies on hydrocarbons.

 

These economies have moved up significantly in the Global Competitiveness Index: in 2012, Saudi Arabia ranked 18th globally, lower than Qatar which ranked 11th but higher than the UAE which ranked 24th.  In large part underlying these global changes has been the rise of the digital economy.  In order for an economy to adjust to these new global realities, and for companies within to be globally competitive, corporate strategies must change quickly and decisively.

 

There are proven ways in which to identify the change that is needed, and how this change should be implemented. We know there are no shortcuts to effective change, and shortcuts only give the illusion of effective change and will likely work to undermine successful transformations.

 

This module will review the global changes in the world economy, including the Gulf, discuss the rise of the digital economy, and identify multinational business strategies for companies operating in the region.  Several case studies will be reviewed so that often made mistakes can be avoided and successful strategies can be highlighted.

23 & 24 April – Monday & Tuesday

Day 9&10: 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
25 April - Wednesday 

Day 11: 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:

 

  • The participants will understand the meanings of Authentic Leadership, Transformational Leadership, and Values Based leadership.
  • The programme, through mini case studies, will illustrate the impact of Values Based Leadership on business performance.
  • Identify your ‘core’ personal values and how they shape the culture of your business.
  • The programme will explain the meaning and importance of the self-awareness competence to leaders’ development.
  • 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
  4. Assists in nurturing moral competence and ethical management
26 April – Thursday Meet the Business Leaders in Madinah – Forum

 

Khazi M. Zafar
Program Director

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