This presentation highlights the immense leadership deficit that our region suffers from. It also demonstrates how our educational and training institutions, both at corporate and government levels, fall short in catering for the enormous leadership development requirements in the region. The presentation sheds the light on a new strategic initiative to establish a world-class executive and leadership development institution which aims at bridging this gap. The initiative aims at building local intellectual capital and is based on a sustainable business model that ensures sustainability and provision of high quality, affordable and relevant life-long development opportunities to our future business leaders. The Madinah Institute for Leadership and Entrepreneurship (MILE) was initiated as one of Savola Group’s CSR programs. MILE is a non-profit organization and will be established at the heart of the Arab and Muslim World at the Madinah Knowledge Economic City. MILE’s first pilot program which attracted more than 150 senior executives from 16 countries has provided a strong evidence of the viability of the proposed model.

1. Leadership Deficit and the Future of Executive and Leadership Development in the Arab and Muslim World Dr. Mohamed M. Mahmoud (3M) Executive Director Madinah Institute for Leadership and Entrepreneurship (MILE) Madinah Knowledge Economic City, Madinah, Kingdom of Saudi Arabia mile@madinahkec.com

2. Leadership Deficit Several reports and statistics shows that shortage of competent emerging leaders is a major constraint for economic and social growth in our region.

3. Core Challenges in Executive Development

4. Top Executive Educational Top 100 Business Schools Australia 3 Australia 2 Belgium 1 Belgium 1 Brazil 2 Brazil 1 Canada 4 China 1 Canada 5 Costa Rica 1 China 2 Finland 1 France 3 France 5 Singapore 2 Germany 1 India 1 Ireland 1 Ireland 1 Italy 1 Italy 1 Mexico 1 Netherlands 1 Netherlands 3 South Africa 1 Norway 2 Spain 4 Portugal 1 Switzerland 1 South Africa 3 UK 18 Spain 4 USA 56 Sweden 1 Switzerland 2 TOTAL 100 UK 6 USA 21 Non Muslim Countries 100 TOTAL 65 Muslim or Arab Countries 0 Non Muslim Countries 65 Muslim or Arab Countries 0 Global MBA & Executive Education 1- Low Quality of our Business Schools

5. 2- Lack of Corporate Universities Our cooperates lack the required: Economies of scale Qualified local training and development resources Networking and Professional T&D Societies; such as

7. Most our local in-house training facilities cater for entry, supervisory and (at most) middle management levels.

8. Few exceptions 3- The Limited Role of Multinational Companies in Developing Local Executives Their benefit is limited only to the “fortunate” few working with them.

10. 4- Lack of localized Executive Development Tools and Resources Case studies High quality local training companies who specialize on executive education Business school professors with practical experience Applied business research Executive Professional Associations

11. A search for “Executive Association” resulted about 54,000 almost non of them in a Muslim or Arab country

13. 5- Some Limitations of International Executive Development Programs Attending Executive Development program at top Business Schools, is a source of very rich experience; However there are major limitations such as: Irrelevance of some topics to our local needs specially case studies High cultural irrelevancy High profile networking opportunities however mostly irrelevant for future business benefit Problematic accessibility; difficulty of obtaining visas Long travel time and associated jet lag Not affordable for most managers; check the following cost survey

14. SR 225,000 for 8 weeks at HBS SR 14,063 Highest cost per day SR 4,575 Lowest cost per day SR 7,717 = US$ 2,060 average cost per day 14

15. 6- Unsustainable National Leadership Development Initiatives Recently few local leadership development initiatives have been launched. They all reflect very noble intentions and strategic vision of their sponsors. They also managed to partner with top-quality partners.

16. However they are Batch Processing Very Expensive Large portion of the cost goes to paying for the brand (stamp) No-long term investment “Opex not Capex” Non-sustainable

17. A Proposed Model

18. MILE Non-profit institution that aims at building leadership and entrepreneurial excellence in the Arab and Muslim world. Initiated as a Savola Group’s CSR Programs and grew to be a collaborative initiative aims to attract the contributions and support of many other companies, academic institutions, research & consulting organizations and professional groups. To be located at the heart of the Muslim & Arab World Madinah Knowledge Economic City

21. KPI MILE Vision to become the premier executive, and entrepreneurship education provider in the Arab and Muslim World To be ranked among the top 100 Global Executive Education Providers in 2020

22. MILE will achieve its vision through building an effective collaborative network; leveraging information technology; offering relevant holistic life-long developmental services; ensuring sustainability and continuous development of intellectual capital; and striving in being a role model in applying the most advanced and ethical management practices MILE Mission

23. Role Modeling Sustainability Life-long Holistic Collaboration Leveraging ICT 7 Strategic Themes Localized

24. Role Modeling Sustainability Life-long 7 Strategic Themes Holistic Localized Collaboration Leveraging ICT

25. Collaboration with Key Stakeholders Founders (CSR) Leading Global Business Schools/ Trainers Multinationals Consulting Firms Local Universities Arab/Muslim Business Professors

28. Founders (CSR) CSR Founders can offer: Financial contribution to the endowment Guarantee participation in MILE programs MILE can offer: A cost-effective CSR project to achieve the highest return on investment An opportunity to give their executives a priority in benefiting from MILE’s services Developing case studies and applied research for the sponsor company Publicizing donors logos in all of MILE’s publications

29. Collaboration with Key Stakeholders Founders (CSR) Leading Global Business Schools/ Trainers Multinationals Consulting Firms Local Universities Arab/Muslim Business Professors

30. Leading Business Schools/ Trainers Leading Business Schools can offer: Cutting-edge content, case studies and lecturers Access to on-line resources. Cross listing of joint programs MILE can offer: A channel through which Business Schools can offer and promote their programs The opportunity to participate in joint research Offering joint programs of interest to multinational executives who are/plan doing business in our region. Facilitate internship opportunities for their MBA students in local corporations. Development of case studies for local companies

31. Example of Business School whom MILE approached to explore collaboration opportunities:

38. Collaboration with Key Stakeholders Founders (CSR) Leading Global Business Schools/ Trainers Multinationals Consulting Firms Local Universities Arab/Muslim Business Professors

39. Consulting Firms Consulting Firms can offer: Adding to MILE intellectual capital a documentation of real-life case studies Educating participants on the state-of-the-art management consulting techniques Having senior consultants offer Webinars or moderate MILE’s blogs. MILE can offer: An opportunity to present their experiences and capabilities An opportunity to display the portfolio of their products and services An opportunity to offer a community service and have their logo displayed

40. Collaboration with Key Stakeholders Founders (CSR) Leading Global Business Schools/ Trainers Multinationals Consulting Firms Local Universities Arab/Muslim Business Professors

41. Muslin/Arab Business Professors Arab/Muslim Business Professors can offer: Faculty members who understand or appreciate local values, culture and traditions Offer Webinars or moderate MILE’s blogs Faculty who place a special value for visiting or working in Madinah MILE can offer: An opportunity to serve their original home countries and contribute to their development An opportunity for Muslims to visit Makah and have a short stay in Madinah An opportunity to enrich their business network An opportunity to conduct applied research on local organizations An opportunity to develop local case studies

43. Well-known author, activist, preacher and speaker on Islam and Muslims.

44. Authored several books and articles on Islam

45. Researched, designed and presented a 352-segment television series on Islam, shown in many local TV stations in Canada and the US and in other countries as well.

46. Founder/chairman of the Islamic Information Foundation

48. visiting professor

49. chairman of the Regulatory Reform Commission to modernize old and ineffective laws in Bangladesh.

51. Chaired Professor of Islamic Economics, Finance, and Management, and Professor of Economics and Statistics, Rice University, Houston, Texas.

52. Was Scholar in Residence, U.S. Department of Treasury, Washington, DC.

54. RafikBeekun’s Specialties: Business ethics, governance, corporate strategy, international management, and the link between spirituality and management.

55. He is a Charter member of the Minaret Business Association, a global networking association of Muslim CEOs globally, and a member of the board of DinarStandard.com

56. He has also served two terms as President of the Association of Muslim Social Scientists of North America, as a member of the MajlisShura of the Islamic Society of North America, and as a member of the Board of Advisors of the North American Islamic Trust.

57. He has published several books including one on Islamic Business Ethics.

59. Omar Besbes Operations and Information Management Wharton School, University of Penn WaheedHussain Legal Studies and Business Ethics Harvard Wasim Azhar Marketing Marketing, U. of California, Berkley NaeemZafar Entrepreneurship University of California, Berkley

60. 48

62. Collaboration with Key Stakeholders Founders (CSR) Leading Global Business Schools/ Trainers Multinationals Consulting Firms Local Universities Arab/Muslim Business Professors

63. Local Universities can offer: Local professors can act as tutors and supervise follow up activities Developing local capabilities Local Universities MILE can offer : Skills and knowledge transfer to local faculty Encouraging and supporting local business professors to develop local case studies Coordination between academic research and the business community

64. Collaboration with Key Stakeholders Founders (CSR) Leading Global Business Schools/ Trainers Multinationals Consulting Firms Local Universities Arab/Muslim Business Professors MILE will seek the contribution of major multi-national corporations ; e.g.

65. Multinationals can offer: Contribution to MILE programs in the form of speakers or case studies. Access to knowledge resources available at MNC’s Corporate Universities Sponsoring of MILE’s events and participants. Multinationals MILE can offer: Contribute to MILE intellectual capital through their Corporate Universities. An opportunity to offer a community service and have their logo displayed in MILE publications Have their managers enroll in MILE’s programs Opportunity to sponsor events or offer scholarship for participation in MILE’s programs.

66. Role Modeling Sustainability Life-long 7 Strategic Themes Holistic Localized Collaboration Leveraging ICT

67. Social Networking

68. 56 www.mile-madinah.com

71. Monitoring traffic at our web sites

72. Role Modeling Sustainability Life-long 7 Strategic Themes Holistic Localized Collaboration Leveraging ICT

73. Localization Develop local case studies Produce documentary of successful local business leaders Provide guidance to invited speakers on areas of adjustments needed in their training tools and materials to suite local requirements Develop the skills of local university business professors in offering Executive Education programs

75. Role Modeling Sustainability Life-long 7 Strategic Themes Holistic Localized Collaboration Leveraging ICT

77. Training Techniques

78. Assessment

79. Books and References

80. Leading by values

81. Visit to holy cities

82. Spiritual Intelligence

83. Healthy Food

84. Medical Checkup

85. Exercise

86. Networking

87. Emotional Intelligence

88. 360 Strength Finder

89. Teambuilding

92. Profiling:

93. 360 self-assessment

94. Personality

96. Peer & Mentor Networks

97. Monthly webcasts

98. Work-based Project

99. Online learning resourcesEvaluation and Next Steps

100. EDUCATION AND APPLICATION NETWORKING • Executive/Leadership Development • MILE Community Network • Assessment Centre • Alumni Networks Learn with group • Conferences • Access to consultants/executive • Benchmarking education experts/speakers • Best practices sharing database INTEGRATED LEARNING WEB - BASED LEARNING SUPPORT • Leadership Simulations • Newsletters • Research and tools • Online resources Learn alone • Personal Development Plans • Executive Coaching • Webinars Informal Formal MILE Development Tool Kit

101. Post-Program Continuous Learning

102. Executive Coaching

103. Role Modeling Sustainability Life-long 7 Strategic Themes Holistic Localized Collaboration Leveraging ICT

104. Sustainability Proper corporate governance Sound business model to ensure making the best use of the endowment fund Forging long term win-win collaborations with multiple stakeholders

105. Role Modeling Sustainability Life-long 7 Strategic Themes Holistic Localized Collaboration Leveraging ICT

106. Role Modeling MILE aspires to be a role model through employing best management practices and adhering to the highest standards of business ethics.

107. Professional and Business Development Spiritual Serenity High Quality Life MILE:A unique location: a unique experience

108. On January 2010, MILE offered its first pilot Executive Education Program to examine the validity of our assumptions and practicability of its 7 strategic themes.

109. Program for Advanced Leadership & Management(PALM)January 15-28, 2010Madinah, Jeddah, Saudi Arabia

111. PALM Program Week One:

112. PALM Program Week Two:

113. PALM Philosophy for Integrated Self Development

114. PALM Development Focus

115. Faisal A. Abdalla Vice President, Abdul LatifJameel Retail Dr. John H. Fleming Principal & Chief Scientist, Gallup Consulting Dr. Tarek H. Selim Associate professor of economics at the American University in Cairo Dr. Paul Showemaker Wharton School, University of Pennsylvania Dieter Roelen Partner, Mckinsey & company Bahjat El-Darwiche Partner, Booz & company ZohairEloudghiri Chief Executive Officer - Foods Sector, Savola Group Rafael Viñas Senior instructor, Globcon Dr. Jean-Luc Kastner Head of the Learning skills lab of the Stonfield Institute of Human Dynamics - Paris Ali Bouhouch Senior Consulting Partner, FranklinCovey Dr. Walid A. Fitahi CEO,Chairman Medical Center – Jeddah, KSA

116. PALM Learning Tools

117. My Strengths’ Mirror The objectives are: To focus on positive attribute rather than negative To help individuals realize their potential To sharpen participants’ observation skills To improve participants’ skill in providing feedback at the workplace

118. Plus Complementary Books

119. The Learning Log Designed for each participant to log ‘key’ learning and actions that he/she plans to execute upon returning to his/her office.

120. Profiling Assessments Brain Dominance Survey The Learning Style

121. PALM Philosophy for Integrated Self Development

123. Uhud

124. Saqeefah Banu Sa’dah

125. Masjid Qiblatain and Khandaq

126. Masjid Quba

128. Gala Dinners Gala Dinner 2 The Challenge of Going from Local to Global Eng. Zouhair Eloudghiri Host: Savola Food Gala Dinner 1 Blue Ocean Strategy – Dr. Tarek Selim, AUC Host: Knowledge Economic City Gala Dinner 3 Trust, The Success Element Dr. Walid Fitahi, Founder and CEO Host: International Medical Center Gala Dinner 5 Group Social Event, Oriental Dinner and Folk Dance Gala Dinner 4 Peripheral Vision Dr. Paul Schoemaker, Wharton School, U. of Penn. Host: Local Young Presidents Organization (YPO)

129. PALM Philosophy for Integrated Self Development

130. Aerobics and Mid-day Stretching Healthy Eating Free Medical Checkup

131. Participant Distribution By Industry of Work Education, 2 Construction, 2 Finance, 5 Services, 8 Telecommunication, 2 FMCG, 20 Steel Trading, 2 Real Estate, 10 Medical, 1 Packaging, 2 Manufacturing, 1 General Consulting, 1

132. Participant Distribution By Academic Qualification

133. Participant Distribution By Years of Experience

134. Participant Age Distribution By Age 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0 Avg. Age 41 <35 35-39 40-50 50> Age Group

135. Nationalities Participant Distribution by Work Location

136. PALM Participants’ Employers

137. Post Program Evaluations Overall Rating Strongly Agree Strongly Disagree

138. Testimonials “The diversity of participants & their expressions added great value to the program” Ahmed Sheikh Managing Director, Regent Business School South Africa “Excellent combination of participants, disciplines & venue” Mohammad Naeem Waziri Chief Financial Officer PMDC, Saudi Arabia “Cross cultural teams, interactive discussions, group tasks. It was both a spiritual and professional re-awakening” Muhammad Nadim Baig Chief Operating Officer IFFCO Pakistan

139. “Chance to network with businessmen – opportunity to learn About the business culture of Saudi Arabia and beyond. The executives who spoke were great!!” Hoossam S. Malek Booth School of Business, Chicago University BCP Securities, U.S.A “I am confident that MILE will be able to achieve its vision of becoming one of the top 100 global providers in executive education not in ten years, but in five years” Gerrit Mastenbroek Chief Executive Officer TNT Logistics Europe Netherland

140. Thank you and we need everybody’s support www.mile-madinah.com