Leadership Program on High Performance Governments

Leadership
Program on High
Performance
Governments

May 7th to May 11th 2011

Leadership Program on High Performance Governments
Madinah Institute for Leadership & Entrepreneurship (MILE)
HPG v3y-Feb 2011

Table of Contents
Page

1 Welcome to MILE 3
2 Our Approach, Program Overview and Program Synopsis 4
3 Our Speakers and Facilitators 14
4 Extended Benefits for Participants 19
5 Join the MILE Experience 21
6 About MILE: Madinah Institute for Leadership & Entrepreneurship 22


Section 1 – Welcome to MILE

Welcome to MILE
I would like to welcome you to Madinah Institute for Leadership and Entrepreneurship (MILE), a
non-profit institution that aims to build leadership and entrepreneurial excellence in the Arab and
Muslim world. MILE is a Savola Group Corporate Social Responsibility initiative founded in
collaboration with Madinah Knowledge Economic City and the Saudi Arabian General Investment
Authority (SAGIA).

MILE provides world class executive education, working with top academic institutions, consulting
organizations and professional groups from around the world. MILE programs delivered in Madinah
offer an exciting and exceptional opportunity for senior high performance individuals to move their
leadership skills to a global level.
After the phenomenal success of MILE first two Programs for Advanced Leadership and
Management, MILE is pleased to announce the launch of its very first program for government and
public sector senior executives; The Leadership Program for High Performance Governments in Dr. Mohamed Moustafa Mahmoud
collaboration with The Saudi e-Government Program (Yesser). Executive Director

Leadership roles with government, boards and agencies, commissions, and state-owned organizations require a unique set of skills. As leaders, priorities, and
stakeholders in the public sector constantly evolve, governments must be agile, responsive and proactive. MILE’s aim is to prepare executives in the
government and public sector for the now fast-paced and changing environment in which they work. We believe that government leaders who incorporate
the best of today’s business practices into their management of public institutions will be able to then translate that knowledge so as to transform their
cities, regions, and countries.

The program combines top quality content, world-class speakers, and live regional case studies. Participants will have the opportunity to expand their
repertoire to include new concepts, approaches and practices. We are delighted to have speakers and facilitators from Harvard Kennedy School of
Government, Carnegie Mellon University, Robert Wagner School of Government - New York University, Maxell School of Government - Syracuse University,
School of Public Administration - University of Toronto, National School of Government-UK, Institute of Public Administration-Singapore, United Nations
Institute of Training and Research for Civil Servants, Dubai School of Government and various professional bodies who will surely contribute towards an
enriching and rewarding program.

We are also pleased to bring leaders from five of the top global management consulting firms (Deloitte, Bain & Company, Oliver Wyman, Monitor Group, and
Accenture) who will discuss government best practices applied with their clients locally and regionally discussing the challenges and strategies adopted to
bring about change.
Leadership Program on High Performance Governments 2
3

Section 2 - Our approach

Program Overview

Program Date : 7 May to 11 May 2011

Venue : Madinah Oberoi Hotel

Location : Madinah – al – Munawarah, Saudi Arabia

# of participants : 2 groups of 35 participants (30 to be sponsored by Yesser & 6 from outside KSA)

Participants mix : Senior Civil Officers

Seating arrangement : 5 participants on 7 round tables

# of total contact hours : 7 hours and 30 minutes per day

Session breaks in a day : 2 coffee breaks of 30 min each
1 hour lunch break
2 prayer breaks of 30 min each

Combined Sessions : Session D and Gala Dinners would be organized for Group 1 and Group 2 to attend
them together

4

Section 1 – Welcome to MILE

Why attend this program?

The public sector is a dynamic and complex environment where there is a continuing demand for the skills and expertise to drive
greater effectiveness, innovation and efficiency. Today’s government and public sector challenges demand strategic, responsible and
ethical executive leadership. The Leadership Development Program on High Performance Governments offers the latest management
concepts and tools, focused on transforming senior civil/ public service executives into leaders. Participants leave with a broader
vision of success and equipped to make the tough decisions required to succeed in today’s global economy.

Why attend this program?
• Broader insight of up-to-date government and public sector fundamentals
• Learn how to design, develop, and deploy high performance accountable public services.
• Create an increasingly interoperable, responsive and cost effective government by bridging the gap between strategy and
mission success.
• IKeen understanding of value creation in the government and public sector environment
• identify, evaluate, and disseminate best practices for information technology issues in the public sector.
• Develop a leadership philosophy that is keeping with your values, expectations of your team, and your most critical leadership
objectives.
• Develop quality improvements by using data to identify service delivery weaknesses and to establish working models for
immediate and on-going improvements.
• Increased confidence to make better, more informed decisions at the top
• International peer group network to benchmark skills and experiences
• Enhanced leadership skills, increased confidence and self-awareness
• Deeper awareness of the international culture and economic context

5


Program Contributors

Categories of Speakers Organizations

Universities
University of Toronto

Global Consulting Firms

Regional Case Studies/
Institutes of Public
Administration

6

Program Schedule for Group 1

Morning 7:30 – 12:00 Afternoon 1:00- 5:00
GALA DINNERS
DAY DATE Session A Session B Session C Session D

7:30 am to 9:30 am 10:00 am to 12:00 pm 1:00 pm to 3:00 pm 3:30 pm to 5:00 pm 8:00 pm to 10:00 pm

6th May
Friday Inauguration
2011

Case Study from ME by:
7h May Immunity to Change in Government Mr. Gavin Maxwell, Head of Keynote Speaker:
Saturday
2011 by Dr. Robert Kegan, Harvard Kennedy School of Government Public Sector Consulting Governor, SAGIA
MENA, Accenture

8th May High Performance Manpower in Government Mr. James Carty, Partner-
Sunday
2011 by Dr. Paul Light, Wagner School of Government, New York University MENA, Public Sector
Consulting, Monitor Group

Case Study from ME by: Keynote Speaker :
9th May Collaboration and Managing Networks
Monday Mr. Jean-Marie Pean, Minister of International
2011 By Dr. David Slyke, Maxell School of Government, Syracuse University Chairman-MENA, Bain & Co. Development, UK

10th May Operational Excellence , E-Govt, and Performance in Government Mr. Jay Doeden, Head of
Tuesday Public Sector Consulting,
2011 by Dr. Andrew Wasser, Carnegie Mellon University Emerging Markets, Deloitte
Consulting

Case Study from ME by: Graduation and Keynote
11th May Developing and Deploying Strategy in Government Mr. Joern-Carlos Kuntze, Speaker:
Wednesday
2011 By Dr. Tony Dean, School of Public Administration, University of Toronto Partner-MENA, Public Sector
Consulting, Oliver Wyman Minister of Labor, KSA


Program Schedule for Group 2

Morning 7:30 – 12:00 Afternoon 1:00- 5:00
GALA DINNERS
DAY` DATE Session A Session B Session C Session D

7:30 am to 9:30 am 10:00 am to 12:00 pm 1:00 pm to 3:00 pm 3:30 pm to 5:00 pm 8:00 pm to 10:00 pm

6th May
Friday Inauguration
2011

7h May High Performance Manpower in Government Mr. Gavin Maxwell, Head of Keynote Speaker:
Saturday
2011 by Dr. Paul Light, Wagner School of Government, New York University Public Sector Consulting Governor, SAGIA
MENA, Accenture

8th May Immunity to Change in Government Mr. James Carty, Partner-
Sunday
2011 by Dr. Robert Kegan, Harvard Kennedy School of Government MENA, Public Sector
Consulting, Monitor Group

Case Study from ME by: Keynote Speaker :
9th May Operational Excellence , E-Govt, and Performance in Government
Monday Mr. Jean-Marie Pean, Minister of International
2011 by Dr. Andrew Wasser, Carnegie Mellon University Chairman-MENA, Bain & Co. Development, UK

10th May Developing and Deploying Strategy in Government Mr. Jay Doeden, Head of
Tuesday Public Sector Consulting,
2011 By Dr. Tony Dean, School of Public Administration, University of Toronto Emerging Markets, Deloitte
Consulting

Case Study from ME by: Graduation and Keynote
11th May Collaboration and managing networks Mr. Joern-Carlos Kuntze,
Wednesday Speaker:
2011 By Dr. David Slyke, Maxell School of Government, Syracuse University Partner-MENA, Public Sector
Consulting, Oliver Wyman Minister of Labor, KSA



Program Synopsis
Module 2:
Module 1:
The Four Pillars of High Performance in
Immunity to Change in Government
Government
Dr. David Slyke Dr. Paul Light,
Speaker

Professor, Public Administration Paulette Goddard Professor of Public Service
Maxwell School of Citizenship and Public Affairs Robert Wagner School of Public Service
Syracuse University New York University
Why is it so difficult for us to bring about changes in ourselves and our work settings which
we genuinely intend? There are a host of usual answers: “lack of self-discipline”; “the Governments are under increasing pressure to build an accountable, productive, and
incentives weren’t right”; “you can’t teach an old dog new tricks; “maybe I was not actually efficient workforce. Doing so requires an intense focus on adopting and implementing a
committed enough to the change in the first place!”. But in too many instances the usual robust manpower system designed to manage the the increasing uncertainty that
answers are not very good! surrounds global governance. A robust manpower strategy focuses on four basic
components of a high-impact government:
In this fast-moving, experiential, and interactive workshop, Harvard professor Robert Kegan
will invite each of us to make use of our own experience to explore the concept of an 1. the alertness that comes from recruiting and retaining high quality manpower,
“immunity to change” -- and what we can do about it. Having spent a lifetime researching
Module Description

the process by which adults gradually develop greater capacities by making previously 2. the agility that comes from up-to-the-minute training, teamwork, and delegation,
invisible dynamics observable and engage-able, Kegan and his colleague Lisa Lahey (How
the Way We Talk Can Change the Way We Work, Jossey-Bass, 2001; Immunity to Change, 3. the alignment that comes from strong leadership, measurement, and a strong link
Harvard Business School Press, 2009), have designed this “new lab for personal learning” in between performance and rewards, and
order to incubate similar kinds of development in a briefer period of time.
4. the adaptiveness that resides in creativity, the willingness to take risks, and incentives
The session you are about to experience has now been conducted throughout the world, for imagining new ways of performing old tasks.
with all manner of professional groups: bankers and beer-makers; K-12 and university
educators and administrators; CEOs and the CIA; physicians and firefighters; software Building a robust manpower system involves a series of simple but reinforcing steps that
engineers and management students; psychologists and psychiatrists; human resource helps workforce understand its obligations as essential elements of a high-impact
officers, government leaders, international business consultants, state judges, and government.
attorneys.

Participants should come expecting to have a good time while doing some hard and
valuable introspective work. The process Kegan and Lahey have built emphasizes safety in
the process of personal discovery. Participants are not required to make any of their work
public, and are encouraged to set the pace that works best for them throughout the
workshop.
Book

• Immunity to Change • The Four Pillars of High Performance
9


Program Synopsis
Module 3: Module 4:
Managing Collaborative Networks and Operational Excellence , E-Govt, and
Public‐Private Partnerships (PPPs) Performance in Government
Dr. Robert Kegan, Dr. Andrew Wasser
Speaker

Co-Director, Change Leadership Group Associate Dean
Harvard Kennedy School of Government The Heinz College’s School of Information Systems and Management
Harvard University Carnegie Mellon University
Governments around the world manage collaboration through public‐private partnerships
(PPPs) to: Because of its ubiquitous nature, the Internet has become a successful medium for
• Finance facilitating interaction between businesses, government, suppliers, and the general public.
• Build This is a very active area for standards developers as well as system implementers. The
• operate, and registries that are the focus of this Open Forum play important roles in electronic business
• maintain public projects. and some, e.g., XML registries and UDDI are direct results of efforts in this area.

The record of using PPPs is quite different depending on the countries varying contextual This course presents and demonstrates work underway in the standards community as well
dimensions. As a result of this module, participants will be better equipped to identify, as in government and private enterprise organizations. The emphasis on electronic
Module Description

develop, manage, and oversee collaborative and networked partnerships where risk, business is expanding the concept of electronic commerce beyond the traditional
ownership, and structure are appropriately balanced in a manner in which perceptions of purchasing and paying using standard transaction sets. Implementation of
government‐business‐civil society relationships are productive, effective, and become electronic business expands our thinking and opportunities to include the relationships
institutionalized in positive, transparent, and accountable ways. This will mean the among buyers and sellers, their agents and third parties and takes advantage of the
development of a range of governance mechanisms to ensure that partnership significant process improvement and re-engineering opportunities available through the
performance leads to goal‐aligned results. Case studies will be used to reinforce the implementation of electronic business concepts and technologies.
presentation content and module key topics.
Understanding the strategic opportunities, risks, challenges, and technology limitations is
Module Key Topics will cover: essential to building interesting business models. In this course, participants will learn
• Key success factors of public‐private partnerships about technologies used to implement E-commerce, E-business, M-commerce, and E-
• Collaborative management strategies government solutions, and will analyze several business and government models from both
• Risk management and stakeholder engagement the strategic and technology perspective.
• Managing government‐business‐civil society relationships
Book

• The Collaborative Public Manager • Successful Performance Improvement Measures
10


Program Synopsis
Module 5:
Developing and Deploying Strategy in Case Study from MENA Region
Government
Dr. Tony Dean Mr. Gavin Maxwell,
Speaker

Professor, Public Administration Head of Public Sector Consulting MENA
School of Public Administration Accenture Middle East BV
University of Toronto United Arab Emirates

We would be touching on: Accenture has for some years provided services to clients in the Middle East and as a part of
their ongoing commitment to continue to do so, they have established business presences in
• Policy a number of Middle East countries, including the UAE, Qatar, Kuwait and the Kingdom of
• Strategy Saudi Arabia.
• Service delivery
• Performance management They recognize that the Middle East is a critical and influential participant in the global
• Accountability and economy and, as such, represents a critical component of their
• Measurement. global strategy. Their mission and goal is to assist and support quality corporations in the
Middle East to continue to grow and to achieve and sustain
Module Description

His session will be based on: high performance. This is consistent with the vision and strategies of the Middle East
: countries that aim to ensure optimization and utilization of the country’s resources,
• his experience in leading transformational change in Public sector organizations diversifying sources of income, and creating development of local talent and opportunities for
• International research on public service reforms and the future generations.
• teaching at the executive education level at the University of Toronto.
Accenture goes to great lengths to get to know and serve their clients and understand the
He will talk about concepts, principles and practice, and lead round-table assignments for local business environment and community—a mission they take very seriously. Their
seminar participants. Dean will focus on global best practices, with an emphasis on policy committed Middle East team brings a unique combination of local knowledge and experience
capacity, prioritization, and effective delivery. Two internationally recognized case studies will with their global presence, industry assets and data, customer friendly approach and years of
be presented. experience working with leading companies around the world.

Accenture is a global management consulting, technology services and outsourcing company.
Combining unparalleled experience, comprehensive capabilities across all industries and
business functions, and extensive research on the world's most successful companies,
Accenture collaborates with clients to help them become high-performance businesses and
governments. Accenture provides consistent delivery through one global culture using more
than 186,000 people serving clients in over 120 countries. Its a US$21.6 billion (FY2010)
business Value to their clients.
Book

• The Four Pillars of High Performance • Case study from MENA region
11


Program Synopsis

Case Study from MENA Region Case Study from MENA Region

Dr. William Miracky Mr. Omar Al-Sharif
Speaker

Senior Partner Director, Public Sector Consulting
Co-heads , National Economic Development and Security practice Deloitte
Monitor Group Saudi Arabia
Large public sector organizations—government agencies, multilateral institutions, and non- With 85 years of uninterrupted presence in the Middle East, Deloitte has played a vital role in the
profits—today face unprecedented management challenges, including entrenched growth of the region to date. They are also very much a part of its future. Deloitte has identified
organizational structures, complex stakeholder environments, and shifting regulatory regimes. the Middle East as a priority market that represents superior growth opportunities. As such, their
Problems which result from these challenges have come to define the very meaning of the firms are operating in 15 countries and employing more than 2400 professionals, have been
word “bureaucracy”: slow decision-making, high costs, and resistance to change. In targeted for major investment. This is accompanied by a focused strategy of expansion in key
overcoming these challenges, organizations are aiming to transform themselves into High business areas and a continued emphasis on recruiting and retaining the most talented
Performance Bureaucracies – highly effective internally with a equally strong external impact professionals from the region and other countries to serve Middle East companies. The figures
already speak for themselves with impressive revenue growth of over 25% for the past three
on stakeholders and constituents. Senior Monitor partners Josh Lee and Bill Miracky will share
consecutive years, and a headcount that has increased by 50 percent.
insights from their work on High Performance Bureaucracy with government leaders around
the world. They will lead a discussion on:
Module Description

Their clients benefit from the breadth and diversity of our resources in helping them manage their
growth and broaden their presence in the global economy. Combining the global insight and
• The meaning of high performance bureaucracy in a rapidly changing world innovation of a worldwide firm with local knowledge and industry expertise, their people offer
• Typical barriers to high performance in government powerful business solutions that help their clients excel. To address the growing market needs,
• Key drivers of high performance in government they have expanded their specialized professional services in the Middle East, leveraging their local
• Actionable improvement imperatives which can enable change within the and global talent in areas such as Financial Advisory Services, Enterprise Risk Services and
organization International Tax Services. They have also continued to play a pivotal role in serving the region’s
high-growth industry sectors such as tourism, hospitality and leisure, construction, telecoms and
The session will draw on insights derived from the survey conducted as part of the financial services, as well as major sectors such as oil and gas, the public sector and the Gulf
preparation for the MILE Leadership Program on High Performance Governments and the region’s sovereign wealth funds. Their Middle East knowledge centers are a testament to their
presenters will illustrate their discussion with examples from Monitor’s wide experience in specialized capabilities in strategic services and industries.
government change programs within the MENA region and beyond. Monitor works with the
world’s leading corporations, governments and social sector organizations to drive growth in Powering these initiatives are their people, who, every day in every one of their member firms,
ways that are most important to them. The firm offers a range of services—advisory, strive to be the standard of excellence and, in so doing, to help their clients excel. With their
capability-building and capital services— designed to unlock the challenges of achieving people representing the backbone of their organization and their ambassadors to their clients and
markets, they believe in making Deloitte in the Middle East the most sought after organization for
sustainable growth. Monitor’s High-Performance Bureaucracy™ practice works with leaders of
talent. In 2009, Deloitte & Touche (M.E.) received recognition as a Best Employer in the Middle East
government and public service organizations across the globe to identify precise mechanisms
from global human resources consulting firm Hewitt Associates, the only professional services firm
for these leaders to drive real change and improve the performance of their organizations – in the region to receive this accolade.
and ultimately, to have a greater positive impact on the constituents they serve.
Book

• Case study on High Performance Bureaucracy from MENA region • Case study from MENA region
12


Program Synopsis

Case Study from MENA Region

Mr. Joern-Carlos Kuntze
Speaker

Partner-Public Sector Consulting
Oliver Wyman (MENA)
United Arab Emirates
The Oliver Wyman Integrated Strategy Development Methodology applies lessons learned from strategy implementation work within the GCC Public
Sector to address strategy failure factors and incorporates keys elements for successful strategy Integrated Strategy Developmentthe ability to cascade the top
Oliver Wyman implementation. Without Methodology
level strategy into the organization, the power of strategy to unlock the potential of the organization remains untapped. Now, through more than a
decade of work with the GCC Government leadership, Oliver Wyman has discovered how to overcome this challenge. The module will discuss common
pitfalls and discusses critical success factors to ensure effective execution. Comprehensive coverage Cascading the Strategy
delivers: creates:
The module covers key topics:  Strategic objectives that  A ‘line of sight’ between the

• Common Pitfalls and reasons for strategy execution failures address all parts of the
organization
strategic objectives and the
activities of the organization
Organization

• Critical success factors towards effective strategy deployment:  Distinct areas of focus Comprehensive Cascaded to  The opportunity for the
and Exclusive create
which complement, but do operational teams to make
coverage of the ‘Line-of-Sight’
• Ensuring comprehensive organizational coverage with not overlap entire Organization visibility a linear link to the strategy

mutually exclusive strategic objectives
• Effective cascading of the objectives to create line-of-sight
Oliver Wyman
Integrated
Philosophy
visibility for the working teams Embedding with
operational systems and
• Embedding of the strategy into the operating systems, i.e. Implementation via internal Implementation Embedded with processes drives:
capacity build-up leads to: via internal Performance,  Accountability for
performance measurement, program management, and  Increased buy-in and
Capacity Program performance at the working
Build-up Management levels of the organization
budgeting, and ownership of strategy plan
within operations
Approach and Budgeting
 Execution tracking of key
• Ensuring buy-in and internal capacity building approaches  Ability to drive strategy implementation milestones
execution from within and  Budget rationalization
to ensure effective execution ensure sustainability of change decisions based on

• Strategy Planning and Execution Framework and Process improvement initiatives strategic impact
Case

• Case study from MENA region

13

Dr. Robert Kegan Dr. Essam Al-Rubaian
International Institute of
Section 3 Harvard Kennedy School of
Government Administrative Sciences

Our speakers and Dr. Paul Light
Robert Warner School of Public
Service, New York University
Mr. David Waung
Commonwealth Association for
Public Administration and

facilitators Dr. David Slyke
Management
Dr. Hassan Abbas
Maxwell School of Government SIPA, Columbia University
Syracuse University
Dr. Tony Dean Dr. Winston Sutherland
School of Public Administration, National School of Government, UK
University of Toronto

HE Engr. Adil Fakieh Mr. Ahmed Kamal
Minister of Labor, KSA United Nations Institute of Training
and Research for Civil Servants
HE Amr A. Dabbagh Mr. Roger Tan
Saudi Arabian General Investment Institute of Public Administration
Authority and Management, Singapore

Dr. William Miracky Mr. Jean-Marie Pean
Monitor Group Bain & Company

HE Shahid Malik Mr. Andrew Wasser
Minister of International Carnegie Mellon University
Development, UK

Dr. Tarik Yousef Mr. Joern-Carlos Kuntze
Dubai School of Government Oliver Wyman

Strengthening leadership bench

Section 3 – Our Speakers and Facilitators

HE Engr Adel HE Amr Dabbagh HE Shahid Malik Dr. Essam Sa’ad Al- Dr. Robert Kegan
Fakieh Governor Ex-Minister of Rubaian Meehan Professor of
Minister of Labour SAGIA International Regional Head-MENA, Professional
Government of Saudi Development, UK International Institute of Development
Arabia Administrative Sciences Harvard Kennedy
School of Government
Harvard University,
USA



Dr. Paul C Light Dr. David Slyke Professor Tony Professor Andrew Dr. Hassan Abbas
Paulette Goddard Professor of Public Dean Wasser Quaid-e-Azam Professor
Professor of Public Administration Professor of Public SIPA, Columbia
Associate Dean
Service Birkhead-Burkhead Administration University, USA
Heinz School of IS
Wagner School of Public Professor of Teaching University of Toronto, Harvard Kennedy School
Carnegie Mellon
Service Excellence Canada of Government, USA
University, USA
New York University, Maxwell School of Public
USA Affairs, Syracuse
University, USA

16


Dr. Tariq Yousef Mr. David Waung Mr. Joern-Carlos Mr. Chadi N. Dr. William Miracky
Founding Dean Executive Director & CEO Senior Partner
Kuntze Moujaes National Economic
Dubai School of Commonwealth Partner-MENA Principal of Booz & Development and Security
Government, United Association for Public Public Sector Consulting Company Practice
Arab Emirates Administration & Practice
Management Monitor Group

17


Dr. Winston Mr. Roger Tan Mr. Ahmed Kamal
Sutherland Director, Institute of Ambassador and Senior
Principal OD Consultant Public Administration Fellow,
National School of and Management, United Nations Institute
Government, United Singapore of Training and Research
Kingdom for Civil Servants, USA

18

Section 4– Extended benefits for participants

Extended benefits for participants

Executive Coaching by Talent Q Executive 2.0
Executive Coaching helps the best professionals get even MILE will organize a complimentary crash course on
better. Primarily future-focused, executive coaching targets leveraging web 2.0 technologies for the modern senior
techniques and insights that make a positive and profound executive. This can help participants and their Ministries/
difference to personal effectiveness. Talent Q, a global agencies improve their search engine listings and rankings and
consulting firm, will offer each participant an online create a wider network for collaboration through social media
assessments using a unique ability testing system, along channels.
with a one-on-one coaching session to discuss participant’s
profile in detail. Coaches will be scheduled during the
program for a limited number of participants on a first
come, first serve” basis

Post-Event Continuous Development Resources Discover your Learning Journey
Alumni of this program will receive complimentary access All program participants will be invited to complete an online
to: assessment to identify their Learning Style. Before the
program, participant will receive a personalized Learning Style
• Short “Sharpen your Executive Saw” workshop Report, this will help learn faster and choose the most
sessions. effective tools and methods of learning. A learning consultant
• Online webinar series. will be available during the program for personal coaching.
• MILE newsletter on global economic, political, and
technological trends.
• Special discount to valuable learning resources.

19

Section 4– Extended benefits for participants

Extended benefits for participants

Free Medical Check-up by International Medical Center Gala Dinners
(IMC) Three gala dinners will be held, each with a keynote
MILE believes that executive develop should address all presentation by a prominent speaker from the Government.
four aspects of personal development: intellectual, These events offer participants an excellent platform to
physical, emotional and spiritual. IMC has generously network with prominent local and regional businessmen and
extended an opportunity to all participants to have a senior civil/ public service executives.
medical checkup during the program along with nutrition
and dietary advice.
Successful Executive Handbook Mindtools
This handbook is an indispensable reference for all Mindtools teach practical, proven skills which provide high
executives. With more than one million copies in print, this personal effectiveness, good leadership, career success-and
handbook is a trusted favourite with leaders in even happiness.
fortune500, global 1000 companies, ministries and
government agencies.

KnowledgeWorld on Public Sector trends and benchmarks 5 Best-selling Books
MILE would provide you soft copies of industry and MILE would provide you 5 best selling books authored and
functional specific “thought leadership publications and signed by the speakers who we bring from various top ranked
research on Public Sector/ Civil Service Reforms; High universities.
Performance Governments, etc” by various Global
Management Consulting Firms.

20

Section 5– Join the MILE experience

Join the MILE experience.......

Criteria Program Investment
This program is available only to senior civil/ public service • Program investment is US$ 4,750 (almost 35% of
leaders holding Director and Deputy Director General/ comparable average program fees). This fee is
Secretary General/ Deputy Minister positions. We would subsidized by the Knowledge Economic City and
also welcome high impact, fast track potential leaders who inclusive of the fllowing:
have more than 15-18 years experience in roles of • Full accommodation for 1 week at the 5-star Oberoi
Hotel in Madinah including all meals and coffee breaks.
increasing responsibilities. • Three online assessments: Talent Q, Learning Style, and
We would run parallel two separate groups with number of Transformation in Government.
seats limited to 35 (7 groups of 5 individuals) for each • Three gala dinners with role models from government.
group. • Medical check-up at IMC Mobile Clinic (optional)

Applications will be reviewed by the Admission Committee
to assess eligibility.

21

Section 6 – About MILE

The immense leadership deficit that our region suffers from (the demand side) is coupled with major
limitation of our local training and education institutions in offering the needed development support
required to upgrade the leadership and management capabilities of our senior executives (the supply side)
both in public and private sectors. Below are the reasons of major limitations at the supply side:

Aim
To contribute to economical and social development of our region through empowering current and emerging leaders with the
right set of knowledge and competencies. MILE also seeks to be establish a platform that facilitate effective networking and
knowledge sharing among executives at private and public sectors.

MILE adopts a business model that ensures sustainability and provision of high quality, affordable and relevant life-long
development opportunities to our future leaders.

Our Destination
To become the premier executive, and entrepreneurship education provider in the Arab and Muslim world and beyond.

Our Journey
MILE contributes to executive education and development through effective collaboration, up to date information technology,
relevant and holistic life-long developmental services, sustainability, and continuous development of intellectual capital. Our goal
is to be a role model in applying the most advanced and ethical management practices.

KPI for 2020
To be ranked among the top 50 Global Executive Education Providers by 2020

22


The MILE Advantage: Our unique 7 Strategic Themes

Operating Model

Role Modeling
Leveraging ICT

Development
Collaboration

Sustainable
Localized &
Relevant

Learning
Life-long
Holistic

23


MILE Leadership: Global Academic Advisory Council for Public Sector Program

Dr. Robert Kegan Dr. Tarik Yousef Ms. Maha Taibah
Harvard Kennedy School of Dean, Dubai School of Government Head of Education Sector
Government Saudi Arabian General Investment
Authority
Dr. Winston Sutherland Dr. Bassil Yaghi Dr. Tommy Wier
National School of Government, UK Partner, Public Sector Consulting Head of Leadership Development
PricewaterhouseCoopers Solution, Kenexa MENA
Dr. David Wuang Dr. Dalia Mujahid Mr. Jean-Marie Pean
CEO, Commonwealth Association of Advisor to Obama Administration, Chairman-MENA, Bain & Company
Public Administration & Management Director-MENA, Gallup Consulting

Dr. Hassan Abbas Dr. Essam Al-Rubaian Mr. Gassan Al-Kibsi
SIPA, Columbia University Regional Head, International Institute of Partner, McKinsey & Co., MENA
Administrative Sciences

Dr. Thomas Gais Datuk Dr. Mohamed Ghazali Mr. Roger Tan
Director, Rockefeller Institute of Ex- Head of Organization Development, Institute of Public Administration
Government, State University of New York Islamic Development Bank and Management, Singapore
Dr. Ali Salmi Mr. Kirk-Dale Mcdowellrose
Professor Ahsan Iqbal (Alumnus Wharton 85)
Ex-Minister of Public Sector Reforms, Partner Performance Improvement,
ex-Federal Minister of Education, Pak
Govt of Egypt KPMG
HE Shahid Malik Ms. Toni Samuel Mr. Ahmed Kamal
Minister of International Executive Director, American Society for United Nations Institute of Training
Development, UK Public Administration and Research for Civil Servants

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Leadership Program on High Performance Governments

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