PALM 2010 Jan Brochure

Top quality Executive Program for the first time in the heart of the Muslim and Arab World

Realizing the leadership deficit challenge that organizations in our region suffer from, MILE aims at filling the gap of absence of local quality, relevant and affordable executive education. MILE is a non-profit institution that aims at building leadership and entrepreneurial excellence in the Arab and Muslim world. MILE was initiated as one of Savola Group’s Corporate Social Responsibility programs; however, it grew to be a collaborative initiative that attracted the contributions and support of many companies, academic institutions, research & consulting organizations and professional groups.

Participating in the Program for Advanced Leadership and Management (PALM) is like planting a palm tree. It is a long term investment that is expected to bear its fruits on a sustainable basis. For the first time in the Middle East and at the cradle of civilization, the 50 Participants attending PALM will have the opportunity to:

For the first time and at the heart of the Arab and Muslim World, Savola Group in collaboration with Saudi Arabian General Investment Authority (SAGIA) and Madinah Knowledge Economic City are pleased to announce the launch of the Program for Advanced Leadership and Management (PALM) in Madinah and Jeddah. The program combines top quality content, world-class speakers, and live local case studies at a very affordable cost. PALM is the first program offered by Madinah Institute for Leadership & Entrepreneurship (MILE) which is a non-profit institute established as one of Savola Group Corporate Social Responsibility initiatives.

Learn from 23 of the most experienced international business professors, authors of best selling business books, and highly-experienced executives.

Build a very rich network of businessmen and executives from MENA, the Far East region and all around the world.

PALM is an opportunity for senior executives to recharge their batteries, keep up-to-date with best management practices and develop their leadership skills. Focusing on impact, this high-level multinational forum challenges business leaders both personally and professionally. Through interaction with international and diverse peers as well as professors from top business schools, authors of best-selling books, and highly experienced consultants from the top global consulting firmparticipants will have the opportunity to etheir business repertoire to include new conceptparadigms and pr

MILE aspires to become among the world’s top 100 executive education institutions by 2020. 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 to become a role model in applying the most advanced and ethical management practices.

Understand their learning profile and thinking style and develop a road map for continued self development.

Obtain a set of valuable desk and on-line resources which are indispensible references for executives.

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Improve their physical fitness through the complimentary daily fitness program, dietary advice and free medical checkup in the International Medical Center, one of Saudi Arabia’s leading Medical Centers. Visit the modern and historical sites of Madinah, Jeddah and Makkah and have the opportunity to perform Umrah.

The program addresses core business management areas such as strategic planning, corporate finance, marketing and branding, talent management, supply chain management, decision making, and managing technology. The program also sharpens participants' leadership skills through action learning, personality profiling and executive coaching. A battery of real-life local Case studies will be presented and discussed with the actual people who experienced and analyzed them.

Madinah has been a Knowledge City for over 1,400 years. Knowledge Economic City (KEC) seeks to build upon this foundation, develop world class amenities, create a unique environment and accelerate economic development. KEC aspires to become a beacon of Islamic focused knowledge-based industries. Education, Information & Communication Technologies, Health & Life Sciences, and Tourism & Hospitality are sectors where the Islamic heritage of Madinah can be leveraged to provide financially sustainable, profitable and pioneering initiatives that will further the goal of Al Madinah KEC becoming a Knowledge Based Industry flagship for KSA.

Enjoy the special first time offer of very low fees due to substantial subsidization by Savola Group.

To insure life-long learning, participants will leave with essential printed must-have references, access to the best on-line learning resources and a very rich network of global and local peers.

Who is right for this program

PALM is available only to members of executive committees, senior managers and heads of business units and functional areas in business companies. PALM also welcomes high-impact, fast-track potential leaders who have more than 10 years of experience in roles of increasing responsibility.

The intersection points of Madinah’s heritage with these Knowledge Based Industries will be the principal vehicle through which this region can re-establish its position as a leading center of knowledge for the benefit of man-ki

This learning experience brings together individuals from diverse companies and industries around the world to engage in a stimulating exchange of ideas.

nd.

The City is located 5km east of Al-Haram area and is expected to attract investments of about 25 billion Saudi Riyals.

Dr. Paul J.H Schoemaker Research Director of the Mack Center forTechnological Innovation at the WhartonSchool of the University of Pennsylvania.

Dr. John H. Fleming Principal & Chief Scientist, Gallup Consulting

Dr. Tarek H. Selim Associate Professor of Economics, The American University in Cairo

Dr. Jean-Luc Kastner Managing Partner, TTM associates Ltd, Europe

Dr. Ary Agustian Founder, ESQ 165

Anthony Swart CEO, The Brand Union - Africa

Bahjat El-Darwiche Partner, Booz & Company

Zouhair Eloudghiri Chief Executive Officer - Foods Sector, Savola Group

Rafael Viñas Senior Instructor, The Globecon Group

Omar El Hamamsy Partner, Mckinsey & Company

Dr. Omar Sawaya Principal, A.T. Kearney - Middle East

Dieter Roelen Partner, Mckinsey & Company

Dr. Bassam Alashqar IT Director, Arabsat

Faisal A. Abdalla Vice President, Abdul Latif Jameel Retail

Dr. Walid A. Fitahi Founder & CEO, International Medical Center - Jeddah - KSA

Ghassan Khoury Associate Partner, Gallup Consulting

Eng. Housam Al-Mabrouk CEO, Royah-Optimiza, KSA

Dr. Dirk Buchta Partner & Managing Director, A.T. Kearney

Magdi Ismail Regional Director, TTM Associates Ltd

Amer Jabry Strategy and Organizational Development Consultant, TTM Associates Ltd

Eng. Ali Bouhouch Senior Consulting Partner, FranklinCovey

Dr. Mohamed Moustafa Mahmoud VP, Savola Group Director, MILE

Dr. Mohamed Mourad Senior Partner, YSC

02 PALM January 15-28 , 2010 www.mile-madinah.com

Reception / Opening

Hotel Check-In and Program Registration Dr. Tarek Selim: Competitiveness

and Strategic Business Decisions McKinsey: Creating Value McKinsey:

Driving Growth Through Successful Mergers Through International

Expansion

Dr. Tarik Selim: Blue Ocean Strategy

Globecon: Finance for Non-Finance

Dr. Ary Agustian: The Islamic Guide to Develop Emotional Spiritual Quotient Globecon: Corporate Finance Strategy

Zouhair Eloudghiri: Savola Food The Challenge of Going from Local to Global Globecon: Corporate Finance Strategy

TTM International: Developing Executive Strategic Leadership

TTM International: Developing Executives' Strategic Leadership Madinah Historical Sites Visits Travel to Makkah

Makkah

Umrah Umrah Travel to Jeddah and check in

Jeddah

ABDUL LATIF JAMEEL CO. Leadership ExcellenceAcceleration Process

The Brand Union: Developing and Gallup Consulting: Applying Implementing an Effective Brand Behavioral Economics to Drive Strategy Growth and Profitability

AT Kearney: Operational AT Kearney: Value-Building andExcellence as a Driver of Growth Growth Organization in a Time of and Profitability Uncertainty

Dr. Walid A. Fitaihi: Trust, the Success Element

Dr. Paul Schoemaker: Peripheral Vision Dr. Paul Schoemaker: Executive Decision Making

Dr. Paul Schoemaker: Strategic Planning Under Uncertainty Royah-Optimiza / ArabSat: Achieving Operational Excellence

Dr. Mohamed Mourad: Self Development Strategies FranklinCovey: Great Leaders; Leading in Turbulent Times

Booz & Co: Putting Strategy Into Action – Building a Discipline for Graduation / Mayor of Jeddah Better Performance Jeddah Historical Sites Visits

Check out


Key Topics: Global Competitiveness Challenges and Key Success Factors. Concepts and Determinants of Business

This presentation provides an overview of the Blue Ocean Strategy book written by W. Chan Kim and Reńee Mauborgne of INSEAD. The book has sold more than a million copies in its first year of publication and is being published in 41 languages.

This module is designed to be a universal brainstorming tool for real world decisions involving competitiveness and strategic business decisions. The module enables, builds, studies, and applies a comprehensive framework for effectively learning the multiple forces of competitiveness, along with analysis of its dimensions and constraints within the framework and mindset of corporate business strategy. The ultimate objective of the module is to inspire a lifelong learning experience in applying competitiveness into business fields, in order to create sustained competitive advantage and enhance corporate, industry, and national value creation.

Competitiveness: Competitiveness Forces: Porter’s Five Forces Model Real Life Case applications Competitive Strategy Harvard Cluster Model of Competition

The metaphor of red and blue oceans describes the market universe. Red Oceans are all the industries in existence today; the known market space. In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Here companies try to outperform their rivals to grab a greater share of product or service demand. As the market space gets crowded, prospects for profits and growth are reduced. Products become commodities or niche , and cutthroat competition turns the ocean bloody. Hence, the term red oceans.

Competitiveness of Markets and Industry Performance: Competitive Market Profile

Competitive SWOT Analysis Competitive Position, Risk, Outlook, and Potential Business Strategy and Timeline of Implementation Stakeholder Impact Assessment Harvard Business School Cases Guided Group Work and Presentations

The module will be delivered through lectures, group work and case study discussions, stakeholder impact assessment modules, and business simulation methods, in addition to videotaped material of Harvard lectures.

Blue oceans, in contrast, denote all the industries not in existence today - the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. Blue Ocean is an analogy to describe the wider, deeper potential of market space that is not yet explored.

New Competitiveness Challenges: Corporate Social Responsibility Globalization and MNEs based in Developing Countries Competing in a Crisis

Industrial Economics, Journal of Business and Economic Research, Review of Social Economy, and Journal of Business Case Studies.

Faculty affiliate to Harvard Business School’s Microeconomics of Competitiveness network.

Has been a Research Member of the Alfred P. Sloan Industry Studies Program and is a founding member of its Industry Studies Association (ISA).

Affiliated with several international organizations such as Ford Foundation, USAID, Canadian International Development Agency, Gerson Lehrman Group, Alfred P. Sloan Foundation, Fulbright Commission, Konard Adenauer Foundation, Egyptian National Competitiveness Center, Egyptian Center for Economic Studies, Dubai Economic Council, Economic Research Forum, American Chamber of Commerce, and Center for Future Studies.

The corner-stone of Blue Ocean Strategy is 'Value Innovation'. A blue ocean is created when a company achieves value innovation that creates value simultaneously for both the buyer and the company. The innovation (in product, service, or delivery) must raise and create value for the market, while simultaneously reducing or eliminating features or services that are less valued by the current or future market.

Holds an MBA from Johns Hopkins University and a PhD in Economics from George Washington University. He also has professional certificate programs from Imperial College, Oxford, MIT, and Georgetown.

Has more than 50 research papers and publications in leading international journals and conferences including Journal of Engineering and Applied Science, The Business Review of Cambridge, Journal of


Many companies are facing increasing competition in their home markets and an overall slowdown of growth. To sustain the double-digit growth rates, many of them are starting or have already started to look abroad to expand and stimulate growth. However, many critical questions need to be addressed before doing so, such as “Which markets will bring about the most profit?”, “How should we enter these new markets, Greenfield or Merger & Acquisition or some other form of partnership” and “What parts of the business model can we export, and what part do we need to adjust to local client needs”? None of these questions are trivial; they require a lot of rigor to come up with the right solution. This session, Will lay out a framework that can guide companies when thinking through their international expansion strategy, going from screening and identifying the target markets, to defining the best suited go-to-market model per target country, and finally, to executing the strategy.

Every human being has three types of capital; physical, emotional and spiritual. Physical Capital takes the form of the potencies within natural resources. Emotional Capital is the sense of togetherness and emotional attachment. Spiritual Capital is the ability to recognize one’s inner self as a servant of God. To operate the three capitals, three types of intelligence are needed:

Mergers and Acquisitions activity has increased significantly over the last five years in the Middle East, with an especially increasing number of domestic and cross-border mergers across various sectors, such as real estate, banking, retail and telecom. While many companies try to use mergers as a platform to accelerate growth or capture cost synergies, in reality about 60-70% of mergers fail to deliver the aspired benefits for the companies’ shareholders. In most cases, this is due to a poor execution of the post-merger management process.

IQ functions as a “What I think” in order to manage the physical wealth.

EQ functions as a “What I feel” in order to manage social wealth. SQ functions as a “Who am I” in order to manage spiritual wealth. This module provides a framework that can guide

companies when going through a post merger management process and the key success factors to ensure successful execution and maximal synergy capturing.

In this preseantion, Dr. Agustian explains how the teaching of Islam helps us answer the biggest question: how do we maintain the balance of SQ-EQ-IQ. The model describes the order of a system in which life goes according to the laws of nature, both macrocosmos and microco

Case Study: At the end of 2007, Emirates Bank International and National Bank of Dubai merged to form the largest bank in the Middle East in assets. Significant progress has been made in integrating the two banks’ organizations, delivering total profits in excess of USD 1 billion in 2008 and generating substantial synergies for its shareholders.

smos.

Case Study: The model has helped hundreds of thousands of people to transform their life.

Dieter Roelen is Partner in the Dubai’s office of McKinsey & Company. He joined the Brussels Office in 2001, initially serving clients in the high tech, telecoms, banking and logistics sectors on a variety of topics. Since moving to the Dubai Office in 2005, he has spent most of his time serving some of the leading financial institutions in the Middle East, with his main focus being to serve clients in consumer facing industries, on a whole range of realms such as strategy, post merger management, organization and marketing & sales.

Dieter is also leading McKinsey Marketing & Sales hub in the region, and is co-leading its efforts in the Consumer Goods & Retail practice across the Middle East & Africa (ConsuMEA).

Before joining McKinsey, Dieter was a Consultant at Roland Berger Strategy Consultants. Dieter holds two Master degrees in Commercial Engineering from the University of Brussels and HEC Lausanne, Switzerland.

McKinsey & Company is a management consulting firm whose mission is to help leaders make distinctive, lasting, and substantial improvements in performance, and build great firms that attract, develop, excite, and retain exceptional people. With about 90 offices in more than 50 countries around the globe, the company advises corporate

05 PALM January 15-28 , 2010

Over the last five leading mobile operators in the

propelled itself from a small, clients in Kuwait, to one of the

domestic player with 600,000

years, Zain has Middle East & Africa. It now serves more than 70 million customers, operates in 24 countries and valued at more than USD20 billion. How was Zain able to successfully expand itself into the Middle East?

is

Omar is one leading McKinsey’s Hi-Tech practice in the Middle East. He joined McKinsey as an experienced hire in 2002. Since joining, Omar has extensively served clients in the Middle East, Europe and the USA. He covers a broad range of sectors including Hi-Tech, Telecom and Education. He also covers a wide set of functions including strategy, marketing, sales, operations, organization, and finance. Omar is an active member of the Board of Directors of Injaz Al Arab (Junior Achievements’ Middle East branch), an education NGO with operations in over 12 countries in the Middle East.

Graduate from University of Udayana, Indonesia and TAFE College Adelaide, Australia. He has 15 years experience in education and business. He is the author of “The Secret of Developing Emotional Intelligence” and “The Secret of Developing ESQ Power”.

In 2001, Dr. Ary Ginanjar Agustian founded the ESQ Leadership Center to conduct training based on his theory. Its target is to develop holistic characters in training participants through intellectual, emotional and spiritual intelligence. He was chosen as “The Most Powerful People and Ideas Person in Business, 2004″ by an Indonesian magazine, Swasembada. He was also chosen as “Tokoh Perubahan 2005″ by Republika newspaper. In addition, he was appointed as the manager of Dewan Pakar ICMI (Specialist Hall ICMI) for the term 2005-2010.

Prior to joining McKinsey, Omar was a manager at Bell Labs in the USA (AT&T/Lucent Technologies). He completed his graduate studies from Stanford University, California.

enterprises across all sectors, government agencies and institutions, and foundations on a variety of issues. It groups its practices into six main areas: business technology, corporate finance & strategy, marketing and sales, operations, organization and risk management. McKinsey serves clients in numerous industry sectors, from automotive and high tech to telecommunications. The company opened its first office in Dubai in 2000, and now has locations in Manama, Riyadh and Abu Dhabi.

On 18th December 2007, Dr. Ary Ginanjar Agustian was awarded “Doctor Honoris Causa” in character education by University of Yogjakarta due to his continuous commitment for human character development not only in Indonesia and Malaysia but also in Singapore, United States of America, Netherland to name a few.

www.mile-madinah.com

Evaluating Investment Decisions: Creating value every time Risk adjusted discount rate and the Capital Asset Pricing Model (CAPM) Other methods Investments and real options Hidden costs and opportunities in mergers and acquisitions

Attendance is optional For executives with no solid background in finance

Overview

The strategic imperative of every firm: sustainable growth and above average returns (mini cases: Dell, McDonalds, Home Depot) Financial Management Defined: Committing and raising capital funds to create value

s s

Evaluating financial performance

Case Study: International Power PLC. This case illustrates ratio analysis using financial data for a global power company. Ten years of standard ratios pertaining to profitability, efficiency, liquidity, solvency, capital structure and market multiples are provided. The case highlights the correspondence between firm performance and equity values.

A framework for financial policy: BusinessStrategy, Financial Policy, Execution Introduction to financial concepts and ratio Review of key financial concepts and ratiothat all senior managers must use in their financial decisions Ram Charam’s five timeless components oevery business (Cash, Margin, Velocity, Growth, Clients)

Managing growth: Defining the limits Sustainable growth and capital structure The MM propositions on the limits of debt Sources and mix of capital/maturity structure of debt Managing Risk: hedging, futures and derivatives Risk appetite and financial policy

The DuPont performance tree Other key metrics (ratios) Cost of Capital

f Case Study: American Home Products American Home Products is a company with virtually no debt. Participants are asked to analyze the company’s debt policy and make recommendations to the CEO. It is likely that adding debt to the capital structure would create some value for shareholders; the CEO is firmly against borrowing.

Case Study: The Timken Company The acquisition by Timken of Torrington, Inc. from Ingersoll Rand, Inc. required a strategy that met both the investment and financial objectives of the Timken Company. The case illustrates the complexities of managing large investment decisions that affect a firm’s capital structure.

Module Wrap Up Finance as a senior management concern across functions in the firm Engaging the organization around excellence in finance (as it should do around marketing) Possible next steps (raising consciousness at all levels, implementing a value based management system) EVA/MVA Managing Risk: An introduction to hedging, futures

and derivatives The instruments themselves—how they work. The correct use of the instruments: hedging vs. betting Mini cases of correct and incorrect use of risk management instruments

Corporate Financial Management A View From The Top

This module focuses on financial management as an essential ingredient to a firm’s financial performance, thus meriting the attention of all senior managers, independently of their functional specialty. It focuses on financial management as a set of best practices that ensures that funds are committed and raised only when they enhance shareholder value. Thus, the course provides senior managers with a road map for decision making in support of the business strategy of the firm. The module does not deal with execution details as these are primarily the purview of the finance team specialists.

Three main umbrella topics are covered in the module: how to measure financial performance, how to manage growth within reasonable limits of indebtedness and financial risk, and how to ensure that all commitments of funds in support of business strategy enhance shareholder value.

As a senior member of the Globecon team, Rafael brings over thirty years of hands-on executive experience in banking and corporate finance both as a senior banking executive and a management consultant and professional development facilitator. Rafael is also a professor of Corporate Finance and Strategy at the BSP Graduate School of Business in Sao Paulo, Brazil. The module emphasizes the need for senior

management to set financial policy that will ensure that all these three elements are consistent with strategy and the risk appetite of the firm and its shareholders.

As a senior consultant and project director, Rafael has specialized in large business transformation projects, risk management and business strategy, having conducted projects in those areas for major international and local banks in Latin America, the United States and Australia working for such leading consulting firms as ADL and Booz Allen Hamilton.

His extensive experience in Corporate Finance includes the successful negotiation of Mergers and Acquisitions transactions in Mexico and Brazil, the completion of Swap transactions and Note issues in Mexico, and the successful financing of large real estate development projects in Spain, all as Head of the respective departments of Citibank in those countries.

webinars, publications, and performance management systems); and The Globecon Institute (certifications, diplomas, and degrees). Globecon’s products and services span critical functional areas and professional skill requirements for institutions worldwide. While based in the USA, over 80% of Globecon business is international.

The Globecon Group provides an array of executive education, performance management and publication solutions designed for working professionals within the global banking, financial services, and insurance arena. Globecon’s services are available through two principal company lines of business, specifically: Globecon Professional (including instructor-led workshops, e-learning,


The objective of this module is to introduce and practice a groundbreaking leadership model that focuses on the individual leader as a person and arms him to able to cope, manage and surf on change.

In this presentation, Eng. Eloudghiri shares Savola Group’s unique experience in expanding its business beyond the borders of Saudi Arabia to become an international producer of edible oil and sugar. The group had learned the hard way how to adjust its branding strategies, human capital management, supply chain management, and procurement strategies so that it may establish itself in the international arena and become a market leader in countries of diverse cultures and market structures such as Egypt, Turkey, Iran, Kazakhstan, Morocco, Algeria, Jordan and Sudan.

Head of the Learning skills lab of the Stonfield Institute of Human Dynamics – Paris. Managing Partner of TTM Associates, Ltd, Europe. Executive Coach to Leaders of Several High-tech blue chip Companies.

Introducing a ground breaking management model Key Issues in modern management What change means to individuals and to the executive leader Understanding the concepts of thinking diversity Impact of stress on individuals, The manager’s brain and the linked thinking models. Introduction of the Herrmann Brain Dominance Model The Herrmann Leadership The fundamentals of change leadership: business simulation of a high tech consumer business where participants will have to manage and lead a company cursing in white waters The key components of strategy: vision, mission and value proposition Coping and

ming the plan – the Leadership

Framework Individual profile debriefs

Visiting Professor at Vlerick and INSEAD (Paris). Member of the Strategic Think Tank of Medtronic GmbH.

Magdi is a Time To market consultant and a brand strategist. He is the regional director of TTM Associates Ltd, for the Middle East region, based in Nicosia, Cyprus.

Zouhair has 20 years of business and industrial experience in various multinational companies; Procter & Gamble and PepsiCo prior to joining the Saudi Savola Group. He has assumed several positions in Savola Group and is currently the CEO of the over 10 Billion Saudi Riyal Savola Foods Sector, with its 15 businesses that span across the MENACA (Middle East, North Africa

He managed large projects on leadership and management development with multinational companies among which Vodafone, Etisalat, Sanofi, and Nestle.

He consults companies to develop strategies on enhancing organizational effectiveness. Magdi is a Pharmacist, with an MBA from Henley, a member with the CIM, UK. He is a certified practitioner with Herrmann International, Paris and Training Management Corporation Inc, USA.

and Central Asia) region covering from Ćasa to Kaza ‘Casablanca to Kazakhstan’. Zouhair has been the pioneer of Savola’s international expansion since 2000 He was behind the entry of the Group in different MENACA countries.

Zouhair holds a Master of Science degree fromÉcole Nationale des Telecoms-France and an Industrial engineering degree from École Nationale des Mines-France.

leading change The four-step plan to implement strategic leadership plans Dreathe vision, executing

Distinctive Features of TTM Strategic leadership Model

Links leadership and management capabilities back to individual preferences and establishes a simple but powerful management concept. Based on actual industry research, backed up by the experience of more than 1500 human experts around the world and supported by a database of more than 3 million individuals around the world. The model has been developed and used in

Amer is a strategy and organizational development consultant with over 18 years of experience in assisting organizations to create and implement effective social and strategic interventions. He specializes in making complex concepts and issues clear, accessible and relevant to audiences with varied experiences and educational backgrounds.

Amer holds a Masters Degree with Distinction in Development Economics from the School of Oriental and African Studies from the University of London where he also teaches an MSc course on Management Information Systems at the Centre for Financial and Management Studies.

many industries around the globe. The model is well adapted to individuals as well as teams.

Brain Dominance Survey

Participants will be given access to complete on-line “Herrmann Brain Dominance Survey” prior to the program. During or after the program each participant will have a 45 minute one-on-one feedback session with TTM consultants concerning their Herrmann report and will be coached to develop their Personal Development Plan accordingly.

learning processes are action-based and aligned to the evolving market dynamics and customer needs in terms of:

TTM associates, is a UK consultancy firm, which creates, develops and delivers Value-Based-Solutions, that maximize and enhathe core business areas; strategy, Commercial, Management & leadership. TTM associates appreciates the value of leading edge management and organizational development tools such as thHerrmann Brain Dominance I

nce

e nstrument. The

International reputation and local market understanding Quality tested and proven success Combining both leading edge methodologies and process with best in class faculty Geared for Impact and to Inspire


Umrah

Madinah Historical Sites Visits

Driving higher levels of growth and profitability in the ‘new normal’ of today’s business environment requires organizations to master a new discipline: the application of principles of behavioral economics. Applied behavioral economics is the mathematical description of the role human nature plays in just about everything.

Developing a brand strategy can be one of the most difficult steps in the marketing plan process. It's often the element that causes businesses the biggest challenge; but it's a vital step in creating the company brand and identity. Good brand strategy and its effective implementation, is the most efficient way to sell a product/service and to enhance the demand for a product/service in the market. Brand strategy begins with analyzing your market conditions, and understanding the advantages of your company or product over your competitors.

In his role as CEO for Africa, Anthony heads up the activities of The Brand Union. His role includes strategically leading the African business and ensuring integration with the rest of The Brand Union globally. His fields of expertise lie in Brand Strategy & Design and Project Strategy & Direction.

Behavioral economics emphasizes the role of psychology and the interplay among rational, perceptual, and emotional processes in decision making and economic behavior, which some argue is actually 70% emotional and 30% rational. Behavioral economics can help business leaders understand the economic behavior of real people and serve as a platform for effective management solutions.

Anthony has considerable experience and expertise in Brand Strategy, Structuring, Holistic Branding and Brand Implementation. After his initial experience in General Management in the retail industry, Anthony joined The Brand Union in 1993.

Anthony qualified with a BA in Industrial Psychology from the University of Witwatersrand (Johannesburg) and continued to study his Masters of Management through Wits Business School (Johannesburg). He also recently completed his MBA through Oxford Brooks University (Oxford, England), with his Dissertation on “The Importance of the Brand delivering on its Promise”.

Building a strong and unique identity is one of the most important procedures in creating a powerful brand. Your brand identity will be repeatedly communicated, in multiple ways with frequency and consistency throughout the life of your business. Effective brand strategy will assist your business in achieving brand-led business gro

From a behavioral economics perspective, high performance organizations recognize the need to understand and accept human nature and capitalize on it to select and position employees, manage, motivate, and engage them, accelerate their development, and unleash innovation and productivity, all to ultimately engage the emotions of their most valuable asset - their customers.

Anthony has led and contributed in many branding projects for world class organization such as: Riyadh Bank, Dubai Festival City, Madinat Jumeira, Mo'men & Pizza King (Egypt), National Bank Of Egypt, South Africa Post Office, Road Accident Fund, EFG Hermes (Cairo), KFC, Intercontinental Bank (Nigeria) and African Petroleum (AP) to name a few.

wth. Dr. Fleming will discuss Gallup’s applied behavioral economics approach to optimize organizational performance, Human Sigma. Key topics:

Principles and Process of Brand Strategy

Brand Strategy vs Campaign

Communication

Branding through all consumer touchpoints

John joined Gallup in 1993. Fleming's consulting insights help Gallup's global clients improve customer engagement and enhance business performance. He is co-author of the book Human Sigma: Managing the Employee-Customer Encounter.

Case study

Individual participants “own brand” review

Discussion and evaluation

John was instrumental in the development of Gallup's CE¹¹ customer engagement program. He is Chief Scientist for Gallup's Customer Engagement and Human Sigma practices, which set worldwide standards for Gallup's brand measurement and customer engagement management applications. Fleming also leads Gallup's Business Impact Analysis Consulting Group and serves as an internal and external consultant on issues related to research design, analysis, and complex modeling.

The Brand Union, a member of the WPP Group, is the leading global branding consultancy and design agency, embracing the combined learning and experience of 500 global strategic branding consultants and 35 years of branding worldwide.

LOGIC Management Consulting is the official Affiliate of The Brand Union in the region.

LOGIC Management Consulting is a management consulting firm that provides consulting and outsourcing services in a diversity of management disciplines. This includes strategy consultancy, organizational development, process improvement, and branding consultancy as well as market research and training services. Our consulting team consists of the largest number of full-time consultants locally with experiences that span the largest of multinational companies in the Middle East and in various regions across the globe.

John co-authored an article on Gallup's Human Sigma model in the Harvard Business Review. He has published more than 20 research articles and book chapters in several prestigious referred journals. A major review of Fleming's research and theoretical contributions was published in Advances in Experimental Social Psychology (Academic Press, 1994).

The Brand Union Provides a deep understanding of the use of branding and design to effectively drive business success in developing markets. We are able to achieve this by utilizing the skills, knowledge and expertise gained through our exposure in the international arena, as well as our knowledge of local culture and market conditions in each specific market.


Operational excellence is the prerequisite for companies to achieve profitable growth and increase long term competitiveness. It is all about doing things smarter, at a lower cost with better results.

Companies adopt different organizational models that evolve over time to reflect their priorities. There are typically consistent objectives (e.g. strategic focus, culture, leadership, functional value, etc..) that guide the design of the appropriate organizational model. Our value leveraged organization approach uses a value chain perspective as an integrating language focusing on the most crucial parts of the business. It evaluates required capabilities based on their strategic contribution. This case shows how developing leveraged organizational models provide the required agility for top line growth and differentiated leadership.

In this presentation ALJ (Abdul Latif Jameel Co. Ltd.) share their experience with Gallup Consulting in developing a unique leadership program which was selected as one of Toyota’s global best practices and published in Toyota Global Knowledge Center on June 2009. This module will cover; To increase operational excellence a company

must review all aspects of its operations from procurement through to after sales support, and looking at how to improve effectiveness and efficiency of operations to enhance value. This Module will go through the building blocks of operational excellence throughout the value chain and a case study will be presented to demonstrate how companies can manage to overcome resistance to change when major improvement projects to achieve operational excellence are initiated and implemented.

Strengthening the Leadership Bench - Creating Effective Ways to Prepare Successors Creating a Leadership Acceleration Program Putting a Value on Leadership

Prior to joining ALJ, Faisal worked for 15 years at GE Global Exchange Services as the GM of Middle East and North Africa. During this period he succeeded to dramatically expand the presence of GE from a small service provider in Saudi Arabia to a Major B2B E Commerce supplier in most of the MENA countries. This was achieved by a well-conceived and executed strategy to create local Joint Ventures with Leading Banks and Industrial Power Houses. Each Joint Venture created ainfrastructure linked to GXS’ global network, creating a major MENA B2B backbone. In addition Faisal worked as Chief Executive Officer at AMEX Electronics & Computer Services and as Resident Vice President at Citibank/SAMBA at Riyadh.

A.T. Kearney will provide all participants with a complementary comprehensive package of books and publications addressing a wide range of business topics.

B2B

Omar has over 12 years of research and international consulting experience in the GCC, Europe, Asia, and the US. He has significant consulting experience in the private sector working across a wide range of industries which include Pharmaceuticals, Biotech, Logistics, FMCG, Retail, Airlines, and Industrial. His areas of focus span across strategy, supply chain strategy, operational excellence and turn-around strategies, business process re-engineering, commercial and trade channel strategies, large scale transformation programs, capital structure and financing among others. In addition to his private sector experience, he has GCC experience in the field of Economic Development, Healthcare Strategies, Infrastructure Planning and Financing, Industrial Cluster Strategies as well as Real Estate Development. Dr. Sawaya regularly publishes articles and speaks at conference venues around the world.

Dirk has been with A.T. Kearney for nearly 20 years. Before moving to the Gulf region, he was a member of the European Management Team of A.T. Kearney.

Dirk has significant consulting experience in the field of large scale organizational transformation, economic development, where he has supported various GCC governments in areas such as: Development of Economic Zones, Sovereign Wealth Funds, Industrial and Service Industry Strategies, Investment and Portfolio Optimization as well as Real Estate Development. In addition to his experience gained through close cooperation with GCC governments, he has significant private sector experience from industries such as Oil & Gas, Utilities, Telecommunications, Private Equity and Real Estate. With his broad regional experience Dr. Buchta has valuable insights into the strategic issues facing governments and private sector companies across the GCC.

Faisal has BA (High Honors) in Economics and Management from the American University in Cairo.

Ghassan is responsible for the overall management and long-term growth of Gallup’s Middle East and Africa Region.

Omar has a PhD and MS in Civil Engineering from Northwestern University, USA in addition to an Executive MBA from University of Michigan, USA. He obtained his BS in Civil Engineering from University of Pittsburgh, USA.

At Gallup, Ghassan has worked extensively with clients in the financial services, oil & gas, manufacturing and hospitality industries. With more than 10 years of experience in marketing, sales, strategic planning, and systems management, Ghassan is an implementation expert in the areas of organizational design, selection, employee and customer measurement, education and development, performance management, and succession planning. His dedicated consulting teams develop measurement and management systems that drive innovation and solutions, ultimately ensuring client success.

Dirk has a PhD and M.Sc. In Telecommunications Computer Science and an MBA from The Technical University of Berlin

A.T. Kearney is a global management consulting firm that uses strategic insight, tailored solutions and a collaborative working style to help clients achieve sustainable results. Since 1926, A.T. Kearney has been trusted advisors on CEO-agenda issues to the world’s leading corporations across all major industries. A.TKearney’s offices are located in major business centers in 36 countries. During our 80 year history, we have provide

consulting services to most major corporations and governments around the world. From our fast growing Middle East offices in Abu Dhabi, Bahrain, Dubai and Riyadh, A.T. Kearney actively contribute to the operational excellence and profitable growth of industries and services in the region, as well as support Governments with all aspects of economic development and efficient administration. For more information visit www.atkearney.com

Prior to joining Gallup, Ghassan gained sales, marketing, and management experience in the FMCG and Aerospace industries in the USA. Ghassan received his MBA from the University of Southern California, and his bachelor’s degree in e gineering from the University of California.

.

d management n10

PALM

January 15-28 , 2010


How well are you attuned to the periphery, that blurry zone just outside your area of focus? This presentation focuses on spotting the important weak signals amid all the noise and makes sense of them so that you can act on opportunities ahead of competition or recognize the early signs of trouble before they escalate into major problems.

This module offers behavioral insights on how executives can deal more effectively with ambiguous information, loosely structured problems, deep uncertainty, and complex tradeoffs. The focus is on critical thinking, breakthrough problem solving, learning and the effective use of groups.

Only three years since its inauguration under the esteemed patronage of the custodian of the Two Holy Mosques King Abdullah Bin Abdul Aziz and the Crown Prince Sultan Bin Abdul Aziz, the International Medical Center (IMC) stands today as a live example of a project that contributes and adds value to the community. Since the conception of the idea in 1993, IMC had a crystal vision of where it desires to position itself in this competitive market, it took 10 years of exhaustive planning, with more than 300 world class experts in the different fields to get IMC to the construction phase which took less than 2 years, becoming a model to be adopted for any launching project.

This module is based on the latest concepts and findings of behavioral decision research conducted at the University of Chicago, Duke, Stanford, Princeton, and the Wharton School among others. It builds on the seminal work of Professors Amos Tversky and Daniel Kahneman, whose path-breaking work was honored with the Nobel Prize for Economics i

This presentation is based on Peripheral Vision: Detecting the Weak Signals That Will Make Or Break Your Company (HBS Press, 2006) by George S. Day and Paul J. H. Schoemaker.

The main presentation objective is to enable participants to understand and bridge the "vigilance gap" using a detailed peripheral vision framework. Participants will leave with an effective method to identify and interpret weak signals in the periphery. They will learn the principles of Dr. Paul Schoemaker's peripheral vision theories and apply tangible tools and methods to establish this capability within their organization.

n 2002. Today, IMC has leading local, regional and international alliances such as the Saudi Ministry of Health, SAGIA, King Abdul Aziz University, King Abdullah University of Science and Technology (KAUST), ARAMCO, the Cleveland Clinic, Boston University, University of California San Diego, Hirslanden Group, all aligned with one vision to transform IMC into the leader of integrated healthcare management in the Middle East. IMC plans to include in 2015 a medical college, a long-term facility, a hospitality complex, satellite clinics, serving the community needs in educatioand healthcar

Starts with how managers actually perceive, think and make decisions rather than with idealized theories or impractical quantitative tools. The module is built around Russo and Schoemaker's books Decision Traps and Winning Decisions profiled in Newsweek, with foreign translations into Japanese, Chinese, Spanish, Portuguese, Italian, Dutch and French.

Peripheral Vision is an essential best practice learning and monitoring process that enables executives to develop an organizational capability to recognize and capture the key weak signals necessary to formulate and make strategic decisions.

Participants will learn how to (1) recognize, (2) assess and (3) avoid/overcome characteristic errors in human judgment and choice using self-tests. The module uses practical, non-technical approaches to improve individual decision skills as well as increase group IQ and team performance. The module is developed over years of testing and validation with leading companies that wished to increase the quality and speed of their strategic choices.

n e.

Peripheral Vision Survey The DSI Strategic Eye Exam

Dr. Walid Fitaihi is the Founder, Chairman of the Board of Directors and the Chief Executive Officer of the International Medical Center (IMC) based in Jeddah, Saudi Arabia. Key topics:

Meta-decisions: knowing how to decide (a disciplined approach). Developing frame control through better probledefinition. Specific steps to improve information gathering and intelligence. Coming to sound, timely conclusions: alone or in groups/teams. Turning feedback into learning and better decision making. Implementation and action points when back in the real world.

m

Your organization's peripheral vision needs are determined by your current strategy, the nature of your business and your industry environment. Participants will receive an invitation to take an on-line peripheral vision eye exam. The resulting assessment reports will be explained during the program.

Dr. Fitaihi received his B.S. in Systems Engineering and his medical degree (M.D.) from The George Washington University, U.S.A. He also received a Master of Public Health (MPH) degree in Health Policy and Management frorm the Harvard School of Public Health, U.S.A.

He was also an Instructor of Medicine at the Harvard Medical School.

Dr. Fitaihi is an American Board Certified physician, specializing in Internal Medicine and Endocrinology, and is dedicated to patient education regarding these specialties.

11

PALM

January 15-28 , 2010


The core aim of this module is to introduce a new conceptual framework and methodology to assure innovative as well as disciplined strategic thinking in volatile and complex environments: how to develop strategies, core competencies and options at the corporate, divisional or business unit levels.

Schoemaker is an internationally renowned thought leader in the fields of strategy and decision making. He has shared stage billings with President Bill Clinton, Warren Buffet, Rudolph Giuliani, Jack Welch, Prime Ministers as well as other public leaders. He is a leading scholar and visionary author, an entrepreneur in both the business and the philanthropic sectors, and has been an adviser to more than 100 companies and non-profit organizations around the world.

Was a full-time professor of strategy and decision sciences in the Graduate School of Business at the University of Chicago, Center for Decision Research

Visiting Professor with Cedep at Insead (France). Was a member of The Scenario Planning Group of Royal/Dutch Shell in London.

The module format focuses on concepts, frameworks and techniques to manage uncertainty better by (1) envisioning multiple scenarios, (2) developing flexible strategies and options, and (3) dynamic monitoring and adjustment. The module format applies this methodology to the participants own business.

Professor Schoemaker is the author of Decision Traps (Doubleday 1989) and its sequel Winning Decisions (Doubleday 2001). He is also the coauthor of Wharton on Emerging Technologies (Wiley 2000), Profiting from Uncertainty (Free Press 2002), Peripheral Vision (Harvard Business School Press 2006) and Chips, Clones and Living Beyond 100 (Pearson Ltd 2009). He is presently completing a new book titled Brilliant Mistakes, a topic he was recently interviewed about on CBS’s Sunday Morning.

Schoemaker has written over 100 academic and applied papers, appeared in the Harvard Business Review, the Journal of Mathematical Psychology, Brain and Behavioral Sciences, and The Journal of Economic Literature.

The module explicitly addresses environmental complexity and uncertainty and introduces techniques aimed at countering common thinking traps and biases. The tools presented by Dr. Schoemaker in this module were developed and tested over several years with Royal Dutch/Shell and other leading companies.

His writings have been translated into 12 languages and the ISI citation index ranks him in the top 1% of scholars worldwide in business and economics. His 1995 article “Scenario Planning” was the second most reprinted publication in the 42 year history of the Sloan Management Review

Key topics:

Self-diagnosis regarding approaches to strategic management

He is a co-founder of Strategic Radar. Challenging of conventional wisdom via scenario thinking Reframing of strategic segments and competitive position Completion of a Key Success Factor matrix Generation and valuation of strategic options Dynamic monitoring and real time adjustment Action plans and implementation strategies.

Founder and executive chairman of Decision Strategies International, Inc serving 8 of the 10 largest corporations worldwide, as well as many of the Fortune 100.

Dr. Bassam has been implementing a strategic IT plan that has enabled Arabsat to build a state-of-the-art data centre and use the techfor optimizing business units' performance. Dr. Bassam has participated in many IT seminarecognized speaker. Under his leadership and supervision, Arabsat’s IT projects have won IT industry awards and highlighted as the cover story for many IT magazines. Prior to Arabsat, he has worked many years for British aerospace and the World Bank.

With technology no longer a differentiator, subscribers will go with the service provider who offers superior customer care. Since the problem resolution component of customer care is recognized as one of the keys to building customer loyalty and retention, Arab Sat launched in 2007 transformation project named “Tatweer” to provide staff with the best tools and information to rapidly and efficiently manage customer complaints. It is in the nature of network provisioned communications services that customer-affecting problems originate with failures in the communication. Increasingly this requires integration of customer care applications with network management applications.

Housam has more than 18 years of managerial and strategic experience in the IT and telecom industries. He started his career at Ericsson in 1990, whereby he managed to roll out the public exchanges and networks across KSA, after which he moved to managing the business development of key accounts including the Ministry of Pulse and Telegram and Telecommunications (MoPTT) and the Ministry the Defense and Aviation (MoDA). In 1998, he joined Savola as the Head of Margin & Risk Management Division, where he was responsible to set in motion the IT and strategic management systems for hedging the prices of Savola’s traded commodities which exceeded the value of $ Bil 1. In Savola, he was also part of the team who executed the merger between Savola group and a number of distinguished retail and investment companies including Panda Supermarkets. Husam earned his BSc from KSA and MS in Electrical Engineering from Missouri University, USA

nology

rs as a

350+ TV channels and 160+ Radio stations, reaching tens of millions of homes in over 100 countries across the Middle East, Africa and Europe, including an audience of more than 164 million viewers within the 21 Arab countries alone and delivering hundreds of thousands of vital telecommunication links to companies and governments throughout the entire Middle East and Africa continent.

member-states of the Arab League, Arabsa

Founded in 1976 by the 21 of the Arab wor

t has been

ld for serving the growing needs

over 30 years. Now one of the world’s top satellite operators, and by far the leading satellite services provider in the Arab world, it carries


Companies today need to quickly convert ambitious strategies into action in a highly dynamic and increasingly crowded marketplace. To be effective in this endeavor, senior management needs to create and institutionalize a formal approach to strategy execution. This approach facilitates top-down monitoring, creates cross-functional integration, enables proactive and coordinated decision making, and flags issues before they become problems.

The module offers the world’s best learning and development strategies for successful executives . Participants will learn the five steps of self development which are necessary for them to purse their self life-long development:

Focus on priorities: Identify your critical issues and development objectives Implement something every day: Stretch your comfort zone Reflect on what happens : Extract maximum learning from your experiences Seek feedback and support: learn from others ideas and perspectives. Transfer learning into next steps: Adapt and plan for continued learning.

The fact is, no organization has ever become great without exceptional leadership - without leaders who can connect the efforts of their team to the critical objectives of the organization, who can tap into the full potential of each individual on their team, who can align systems and clarify purposes, and who can inspire trust. It takes a “mind-set, skill-set, tool-set” approach to develop leaders who can unleash the talent and capability of their team against the organization's highest priorities. Four capabilities are central to strategy execution

management: execution governance, progress monitoring, strategy communication, and accountability mechanisms Execution Governance: Are the roles and responsibilities of individual managers and decision bodies well-defined and understood? Does the EMO proactively drive the process and support decision makers? Progress Monitoring: Does the executive team get all the information it needs to make good decisions? Are progress reviews well scheduled in terms of preparation, discussion, and follow-up time? Strategy Communication: What level of understanding / buy-in / ownership have managers and employees reached? Has employee input and feedback been incorporated and used to fine tune strategy execution? Accountability Mechanisms: Has each strategic initiative been assigned a clear owner who drives execution? Has senior management sent clear signals by rewarding outperformers and disciplining underperformers?

This powerful overview module addresses the specific challenges leaders face every day, including:

Building trust and influence with others

Defining a team's purpose and the “job to be done” Creating a strategic link between the work of the team and the goals of the organization Connecting the work of the team to the organization's economic model

Has a total of 22 Years of experience with Pharmaceutical, manufacturing, retail and insurance industries. Mohamed has distinguished work and expertise in Talent Management, Executive Coaching, Succession Planning and Assessment Centers. He developed and implemented several competency-based performance management and HR systems and has experience in the Middle East particularly Saudi Arabia and the Gulf region. Mohamed is a certified Executive Coach, SHL and Birkman Consultant

Ali is an entrepreneur and technology executive who has overseen the creation and development of several technology companies in Silicon Valley and the GCC region including 4 of his own startups.

Led large multi-functional and geographically distributed teams in the design and implementation of complex strategies and business solutions in many sectors.

Held senior management positions at IBM, Sun Microsystems and Sapient. He has also advised executives & assisted in delivering multi-million dollar projects for key clients like Bank of America, Charles Schwab, Siemens AG, LG Electronics, National Bank of Dubai, Emirates Group, Doha Stock Market, Qatar Telecom and Abu Dhabi Oil Company (ADCO).

Bahjat has fourteen years of strategy and business experience in the telecommunications sector acquired through various engagements in the Middle East, Europe, North America and Asia. Bahjat advises governments, regulatory authorities and telecom operators and has led engagements in the areas of telecom sector liberalization and growth strategy development, policy making and regulatory management, business development and strategic investments, corporate and business planning, and privatization and restructuring. In addition to being partner at Booz & Company, Bahjat is a leadership member of the communications & technology practice in the middle east. Bahjat holds a state engineering diploma from the Ecole Polytechnique in France and a MS degree in Telecommunications from the Ecole Nationale Supérieure des Télécommunications in Paris.

He has also consulted with several leading organizations in

the Middle East including Mobily, Dubai World Trade Centre, Nestle, Saudi Arabian Airlines, Safer, Qatar Foundation, Nokia Siemens Network and Etisalat.

YSC is a global, business psychology consultancy provides assessment for recruitment and development, organizational consulting and executive coaching. YSC is dedicated to transforming organizational effectiveness through releasing the power of people. Founded in 1991, SYC has since grown into a global business with offices in: London, Edinburgh, New York, Houston, Sydney, Hong Kong, Johannesburg and Ratingen, Germany and the Middle East. All YSC consultants combine psychological insight, high academic achievement and in-depth business experience.

Holds a master’s degree in Computer Science from Arizona State University, and a bachelor’s degree in Electrical Engineering from San Diego State University in addition to several professional and leadership certificates. He has over 19 years of business and technology management experience.

FranklinCovey is a global leader in leadership, strategy, execution and personal development. FranklinCovey’s passion and focus is on meeting the challenge of the ages: achieving greatness. FranklinCovey Middle East’s mission is to enable greatness in people, leaders, and organizations throughout the Middle East. For several years, FranklinCovey has studied greatness in unprecedented depth and had the distinct privilege of working with leading organizations around the world striving to achieve it. FranklinCovey’s client base covers more than 90 percent of the Fortune 500 organizations as well as numerous government entities and educational institutions. We have more than 3,000 highly qualified facilitators around the world and more than 25,000 client facilitators. With 2000 associates providing professional services in more than 145 countries around the world, we train more than 1 million people every year in thousands of leading organizations.

Booz’s founder, Edwin Booz, defined the profession when he established the first management consulting firm in 1914. Today, with more than 3,300 people in 59 offices around the world, Booz & Company brings foresight and knowledge, deep functional expertise, and a practical approach to building capabilities and delivering real impact.

government ministries, and organizations.

Booz & Company is a leading global management consulting firm, helping the world’s top businesses,

For our management magazine Strategy+Business , visit: www.strategy-business.com. For the Ideation Centre, Booz & Company’s leading think tank in the Middle East, visit: www.ideationcenter.com www.booz.com www.booz.com/me


Tour of modern & historical

Jeddahand the Red Sea Beach

Graduation Ceremony His Excellence Eng. Adel M. FakeihMayor, Jeddah Governorate

Verbal Aural

Social Physical

Solitary

All program participants will be invited to complete an on-line assessment to identify their Learning Style.

Visual 20 Logical

Successful Execuitive Handbook

Executive Coaching

As in many other areas of performance, sporting and artistic, executive coaching has established itself as the way in which the best business people get better. It is primarily future-focused, targeting techniques and insights that make a positive and profound difference to personal business effectiveness.

The most indispensible reference for all executives. With more than one million copies in print, the handbook is a trusted favorite with leaders in Fortune 500 and Global 1000 companies

A structured approach is used during coaching engagements, one which defines the destination and maps the route to get there. Development goals need to be specific and measurable if both the managers and their organizations are to have a sense of direction and progress.

It is this solid underlying structure that allows the executive coach to be truly flexible. We encourage an initial 3-way meeting between client, manager (optional) and coach to establish mutual goals, and then look to respond flexibly to what is necessarily a dynamic process.

Knowing your learning style will help you learn faster and at the same time enjoy the learning experience. This will help you as well to choose the most effective tools and methods of learning, leading to maximized learning benefits and retention of knowledge.

Participants will receive a printed report of their Learning Style which includes benchmarking them to their age group, gender, nationality and management level.

Executive Coaching What to expect?

A MILE consultant will communicate with each participant to advice him on how to get the maximum learning outcomes of this and future events based on the Learning Style report.

Introductory phone call to introduce you to the coaching process, and help you understand your key strengths as well as all specific development needs and opportunities.

On-line world distinguished Birkman’s assessment with comprehensive detailed easy to read report. Based on participant’s further needs, additional personality profiling tools will be conducted and comprehensive feedback offered.

Learning style analysis to participants will be conducted to match the development method of executives with their preferred style of learning. Up to 5 one-on-one sessions per participant before, during & after the Training Event. Total of 15 consultant’s working hours including 10 hours of pure engagement with client and his organization's representative (if preferred by a participant). Complete roadmap of executive development, strength analysis and development opportunities.

Should some participants ask for or require the coach to travel, travel cost will be quoted at direct cost basis.

Investment of additional US$ 2,000 per executive

Offered by:


To apply

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Young Executives Scholarship Program admission decisions will be communicated before the end of November 2009

The Young Executive Scholarship (YES) reflects Savola Group’s commitment to build a core base of talented and highly educated future leaders and to provide them with networking opportunities which enable them to grow on a fast track.. Yes aims as well at enhancing understanding and collaboration among business executives from Saudi Arabia and other nations. The scholarship covers tuition, accommodation and air ticket to attend the PALM program.

o apply, complete and submit your application by visiting: w.mile-madinah.com Qualified candidates who could not be included in January program due to space limitation will be given priority to join the following PALM program (April-May 2010)

Admission Conditions 4 scholarships are available:

2 for Saudi nationals PALM is available only to members of executive committees, senior managers and heads of business units and functional areas in business companies. PALM also welcomes high-impact, fast-track potential leaders who have more than10 years of experience in roles of increasing responsibility

2 for applicants of any other nationality.

To be eligible for this scholarship, candidates should: .

Have just completed their MBA or be currently working towards an MBA program in one of the top business schools with very high academic performance. Demonstrate leadership potential. Demonstrate high performance and strong result-fo

Thta

cus. Hold a track record of tangible achievements.

Applications will be reviewed by the admission committee to assess eligibility.

Interested applicants can obtain application form by writing to : [email protected] e number of seats is limited to 49 (7 seats at 7 round

bles). MILE is keen to ensure a homogonous cohort of executives of same level of seniority and depth of experience while ensuring representation of different business sectors and geographical regions.

Application deadline is November 31, 2009.

The program investment is US$ 10,000. This is a first-time introductory fee which represents almost 35% of comparable programs. This fee is subsidized by Savola Group and inclusive of:

Program registration fees Full accommodation for two weeks at 5-stars hotels in Madinah, Makkah and Jeddah including all meals and coffee breaks Executive Handbook 10 best seller businesstextbooks including PDS

Three on-line assessments: Hermann P

SI Strategic Eye xam

I

uccessful

rofile, Learning style and De

Madinah-Jeddah air ticket and optional Jeddah-Makah bus trip 5 gala networking dinners with leading local businessmen and executives Optional medical checkup at IMC - the most modern hospital in Jeddah. Guided Umrah program (optional) Three city tours of Madinah, Makkah and Jeddah


Under the auspices of: Saudi Arabian General Investment Authority (SAGIA) and in partnership with King Abdullah Foundation

Vision: Global Icon for Excellence in Islamic Civilisation

Mission: Leveraging on Madinah as the “Beacon of Knowledge”

Developing KEC as a planned community in a smart environment with distinctive lifestyle

Building a modern and economicallysustain-able knowledge-based community

Project Objectives: Develop smart city infrastructure that is a key enabler to maximize productivity and create an advanced environment where innovation will flourish.

Create a superior urban environment to attract Madinah’s residents, visitors and knowledge workers to live and work in this city.

Establish an economically viable Knowledge Based Industrial community in Madinah Establish a central business district for Madinah with state of the art facilities and infrastructure.

Create a tourist destination supported by world-class hospitality establishments and outstanding retail facilities.

Fact Sheet: 30 Billion Riyals (USD 8 Bill) of aggregate investment

20 Thousand new job opportunities

150 Thousand people living in the city

30 Thousand visitors

1200 Shops

30 Thousand residential units

4,8 Million Sq. m. of land

8Million Sq. m. of built up areas


PROGRAM FOR ADVANCED LEADERSHIP & MANAGEMENT

SPONSORS

Media Sponsor Dinner Sponsor

Strategic Partners

Live Case Studies

18 PALMJanuary 15-28 , 2010 www.mile-madinah.com

Saudi Business Center, 8th Floor

Madinah Road P.O. Box 14455, Jeddah 21424, Kingdom of Saudi ArabiaTel: +966 2 – 616 5577 Ext. 2166 www.mile-madinah.com [email protected]