Program Agenda

Date Faculty Name Company Topic
3-Dec Dr. Mohamed Moustafa Mahmoud MILE, Wharton Alumni Developing & Deploying Strategy Using the BSC
4-Dec Prof. Marcus Alexander London Business School, UK Entrepreneurial Innovation - Business Models
5-Dec Dr. Kamel Jedidi Columbia Business School Strategic Marketing Management
6-Dec Jean Luck Kastner & Magdi Ismail TTM Associates, Europe Developing Executives - Leadership Model
8 - December - FRIDAY
9-Dec Prof. Philip Moscoso IESE Business School, Spain Operational Excellence
11-Dec Dr. Basil Mustafa Oxford University, UK Value Based Leadership - Moral Intelligence
12-Dec Dr. Walid Hejazi University of Toronto, Canada Change Management - Regulatory Environment
13-Dec Business Strategies - Building the SME Sector
14-Dec Conference Speakers Various Meet the Business Leaders in Madinah Forum



Date Program Schedule
3 Dec. – 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.

4 Dec. – Monday

Day 2: Entrepreneurial Innovation & Business Models

Prof. Marcus Alexander, London Business School, UK


In this session, we will explore the various meanings of ‘entrepreneurship’ both in starting up completely new enterprises and in acting as a ‘corporate entrepreneur’ within an existing organization. In particular, we will look at the relationship between coming up with new ideas to create value and bringing those ideas to commercial fruition. We will work on two case studies that illustrate, in very different contexts, the basis of innovation and its link to execution, and participants will reflect on their own personal and organizational capabilities to be ‘entrepreneurial’.

We will also consider some of the ways to open up greater innovation, and practice applying these to the participants’ own businesses. We will look at the importance of aiming our ideas at a future world as it evolves rather than being trapped in current or past assumptions.


In this session, we will build on the mechanisms that can foster greater innovation, this time by examining a more structured framework of the business model and identifying opportunities for innovation in any and all parts of it. After considering a broad range of innovations from different industries and countries, participants will work on application to their own business models to identify possible areas of innovation.


This session will start by considering different basic approaches to execution, from disciplined planning, to creating a supportive environment, to developing a more agile network, to increasing the speed and dynamics of trial and adaptation. We will see how these approaches need to fit with the context of execution envisaged, and practice applying the approaches to participants’ own business situations.


We will summarise the key points of the two days, enabling participants to pull together the main take-aways for themselves and their own organizations and develop some personal ‘next steps’ to ensure that they derive value from the points they have discussed and identified.

5 Dec. – Tuesday

Day 3: 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
6 & 7 Dec. – Wednesday & Thursday

Day 4&5: Developing Executives - Leadership Module

Jean Luc & Magdi A. Ismail, TTM Associates, Cyprus


In times of economic uncertainty and troubled future outlooks, the industry leader is left alone without real and reliable support. Forecasting, coping and leading change are the pivotal requirements of the modern executive. Executives around the world are often confronted alone to these issues at the top of their organization without any opportunities to reflect with others or any model or framework to refer to.


Change intrinsically is not plan able therefore managing it will require from the executive specific skills and capabilities that can be acquired. This two days module focuses exactly on this as it introduces and practices a groundbreaking leadership model that focuses on the individual leader as a person and arms him to enable to cope, manage and surf on change.

8 Dec. – Friday
9 & 10 Dec. Saturday & Sunday

Day 6: 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.

11 Dec. – Monday

Day 7: 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
12 Dec. – Tuesday

Day 8: 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.

13 Dec. – Wednesday

Day 9: Business Strategies – Building the SME Sector

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


The Kingdom of Saudi Arabia has launched Vision 2030, an ambitious initiative to diversify the economy away from oil and hydrocarbons. Achieving this Vision is absolutely necessary to prepare the Kingdom for a world whose reliance on oil is much diminished. The achievement of this goal is simply not possible without the growth in the SME sector. To quote from a recent IFC report, “Small and medium enterprises (SMEs) are now widely recog¬nized as engines of economic growth and key contributors to sustainable gross domestic product (GDP) of all countries, in¬cluding those in the Middle East and North Africa (MENA) region.” The importance of the SME sector has been acknowledged by the KSA government who has committed to working to increase their role in the economy. Further to this point, KSA has established an SME Authority to oversee all government policies affecting the SME sector, and are working to reduce the legal and administrative burden of setting up a business.

This session will provide an overview of the role SMEs play in economies within the MENA region, the GCC, and globally. The role within KSA will be compared and contrasted with these global patterns. The obstacles to further development of the sector within the KSA will be developed and discussed, including several case studies.

Key Learnings;

  1. The importance of the SME sector in achieving Vision 2030.
  2. The Role of SMEs within the KSA, and how this compares and contrasts with that of other countries.
  3. Obstacles to the growth and dynamism of SME sector.
  4. Several case studies will highlight the challenges faced by the SME sector, including successes and failures.
14 Dec. – Thursday Meet the Business Leaders in Madinah – Conference


Khazi M. Zafar
Program Director


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