|16-Apr||Dr. Walid Hejazi||Universityof Toronto, Canada||Regulatory Environment - Change Management|
|17-Apr||Prof. Paul Baines||Cranfield University, UK||Strategic Marketing Management|
|18-Apr||Dr. Walid Hejazi||University of Toronto, Canada||Business Strategies & Globalization|
|19-Apr||Dr. Gamal Heikal||Trainera||Business Simulation - Simdustry|
|21 - April - Friday|
|22-Apr||Prof Philip Moscoso||IESE Business School, Spain||Operational Excellence|
|24-Apr||Dr. Mohamed Moustafa Mahmoud||MILE & Wharton Graduate, KSA||Developing & Deploying Strategy using the BSC|
|25-Apr||Prof. Marcus Alexander||London Business School, UK||
Strategy & Entrepreneurship Innovation & Implementation
|27-Apr||Conference Speakers||Various||Meet the Business Leaders in Madinah Forum|
|16 April – Sunday||
Regulatory Environment – Change Management
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.
|17 April – Monday||
Strategic Marketing Management
Prof. Paul Baines, Cranfield University, UK
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:
|18 April – Tuesday||
Business Strategies and Globalization
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.
|19 & 20 April – Wednesday & Thursday||
Business Simulation - Simdustry
Dr. Gamal Heikal, Trainera
A professor, corporate trainer and consultant with over 14 years track record in industry, academic and professional services. I logged over 9000 hrs. of executive training, academic teaching and consultancy delivered to the several sectors/clients: Coca-Cola, Xerox- KSA, HP-KSA, Olayan Group, TNT, General Motors , Abo- Dawood Group, BNP Paribas Bank , Olympic Group, Pharco Pharmaceuticals, World Bank, Seasons ltd., Crocoo Group, Abd-Latif Jameel Group, Nesma Group, NSGP Bank, Alex Chamber of Commerce, and National Commercial Bank(NCB). Experience includes instructing and developing a vast spectrum of executive and academic courses, in addition to consultations in financial management, economics, and corporate valuation.
|21 April – Friday|
|22 & 23 April – Saturday & Sunday||
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.
|24 April - Monday||
Developing & Deploying Strategy using the BSC
Dr. Mohamed Moustafa Mahmoud, Wharton Alumni
Corporate entrepreneurship is the ability of a large organisation (not an individual) to recognise opportunities and act upon them in an innovative manner. The module is about shaping or changing large organisations so that they continue to be or become entrepreneurial. The aim of this module is to familiarise the participants with the concepts of corporate entrepreneurship, and enable them to learn about developing an organisational and strategic capability to manage change. It will facilitate them in learning that how a large organisation needs to be structured, organised and managed to keep its entrepreneurial spirit alive.
The module enables the participants to know about the implications and challenges of corporate entrepreneurship, the DNA of entrepreneurs, and how the DNA can be replicated – through an entrepreneurial architecture that itself creates sustainable competitive advantage. By the end of the module students should be able to recognise the tools for creating an entrepreneurial architecture based on leadership, strategy, structure and culture. They will also be able to understand in detail that how corporate entrepreneurship can be achieved through appropriate leadership and management – dealing with important issues like vision and values, leadership style and team building.
This module will be delivered in an enterprising manner by shifting the 'focus' of learning from knowledge to insight, from critical analysis to creativity, from concept/theory to conceptualizing the problem or opportunity, from passive understanding to active understanding, and from absolute detachment to emotional involvement. The pedagogies of learning focus upon practicing behaviors, developing skills and reinforcing attributes associated with introduction of entrepreneurial culture in large organizations.
|25 & 26 April – Tuesday & Wednesday||Strategy and Entrepreneurship, Innovation & Execution
Prof. Marcus Alexander, London Business School, UK
Day 1: Value of Strategy – The Five Dimensions
- introduction and discussion about the value of strategy; overview of '5 Dimensions' Framework
- Strategy Content: framework with many external examples; mini-case from Private Equity; small group discussions/exercise applying framework to own organizations
- Strategy Process: framework with many external examples; small group discussions/exercise applying framework to own organizations
- Strategic Decisions: external examples; links to Strategy Process; culture web framework; small group discussions/exercise applying framework to own organizations
- Strategy Context: framework and brief exercise
- Strategic Perspective: external examples; mini case; personal action planning
- Summary and Review.
Day 2: Entrepreneurship – Business Model Innovation
- Introduction to 'Entrepreneurship' and especially the difference between 'lone entrepreneurs' and 'entrepreneurs within existing organizations'
- Links between entrepreneurship and the 5 Dimensions of Strategy from day 1, and discussion (based on video clips and/or short pre-readings) on key aspects of entrepreneurship
- Strategic Business Model framework, illustrated with mini case on starting up a new social media business
- Using the Strategic Business Model to come up with innovative businesses and 'the next big thing' (inputs on examples of entrepreneurial innovations, scenarios as drivers, etc)
- A framework for initial assessment of entrepreneurial ventures
- Groups develop and assess new business ideas, identifying key issues they would need to address to create the business successfully; presentations and critique
- Summary, review and take-aways
|27 April – Thursday||
Meet the Business Leaders in Madinah – Conference