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.

Day 2: Entrepreneurship; Strategy and Innovation

Prof. Marcus Alexander, London Business School, UK

• learn what entrepreneurs are really like, for good and ill
• explore the differences between strategy and planning and their links to external change
• recognise the nature and value of very different forms of 'innovation'
• understand how to blend entrepreneurship and strategy in ways that fit best with very different business contexts

nal ‘next steps’ to ensure that they derive value from the points they have discussed and identified.

Day 3: Value Based Leadership – Moral Intelligence

Dr. Basil Mustafa, Oxford University, UK

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 star performers.

Developing successful leaders is a competitive advantage for organisations. This programme explores the impact of values-based leadership on organisations.

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

The module offers you an opportunity to think deeply about your core values and reflect on your own leadership role with the aim of achieving higher performance.

Key learning objectives are:

• Identify your ‘core’ values and how they reflect on the culture of your organisation
• Role modelling and experiential learning of the leadership competencies
• Acquire essential skills that distinguish successful leaders from process managers
• Gain an Islamic understanding of Values Based Leadership and how it impacts your current professional role

Day 4: Corporate Leadership & Development
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

Day 5: Strategic Marketing Management

Dr. Kamel Jedidi, Columbia Business School, USA

Marketing is a whole organization activity which is central to the long-term survival of a business; hence building a market orientation and customer centricity is inherently important in building stakeholder value for the firm.

Marketing operates by creating, communicating, capturing and sustaining value for the firm. Value creation occurs in highly successful firms through fanatical attention to the process of understanding customer needs and developing innovative propositions which steal a march on competitors. The value generated from customer insight and customer co-creation is communicated through multiple channels and firms should seek to integrate those channels according to customers’ needs.

Once a marketing plan has been designed, it is implemented through the marketing mix, comprising the proposition, the price, the promotion and the place (distribution) methods adopted. This seminar seeks to provide participants with a powerful understanding of the organizational processes that need to be put in place in order to implement strategic marketing plans, using a variety of international case studies.

Upon completion of this seminar, participants will be able to:

• How to identify market opportunities for value creation
• Develop effective marketing strategies for value capture
• Refine your decision making and analytical skills

Day 6&7: 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.

Day 8: Managing Business - Global Mindset

Dr. Mansour Javidan,
Dean of Research and Garvin Distinguished Professor, Thunderbird School of Global Management, 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

Day 9: Fake Work and Effective workforce Performance

Curt J. Howes, President Organization Performance Strategies, Inc., USA

Many companies develop visions, missions and business models to take them to the desired future place.  But how will they get there?  How will this all be realized? The organization is a performance system by organizing resources and capabilities to break through difficult challenges and problems to achieve incredible results. 

But as organizations grow, so do their complexities.  They are challenged by getting people aligned to the strategy, leaders to drive the strategy, the operating models to organize work, the human capital strategies to get performance, and the culture to get the right behaviors.  Further, setting the right measures to govern performance and the ability to constantly keep up with change is never-ending challenges.

Mr. Howes specializes in increasing business performance by developing organizations to deliver their business strategies.  It is an issues-based approach based on the premise that business and technical problems have significant organizational underpinnings.

Key Learning Objectives

• Introduce a model for developing an organization performance system
• Focus an approach on the Human Capital system for Workforce Performance
• Developing Strategic Alignment of your Functions and Workforce
• Identifying and Driving Out Fake Work and Building in High Value-Added Work
• Developing a Performance System for Sustainable Results