Leadership Program on High Performance Governments

Leadership Program on High Performance Governments

Madinah Institute for Leadership & Entrepreneurship (MILE)

Leadership

Program on High

Performance

Governments

May 7th to May 11th 2011

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



Welcome to MILE

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.

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Section 1 – Welcome to MILE

Dr. Mohamed Moustafa MahmoudExecutive Director

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 collaboration with The Saudi e-Government Program (Yesser).

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Program Overview

Section 2 - Our approach

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 each1 hour lunch break2 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

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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 managementconcepts 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

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Section 1 – Welcome to MILE



Categories of Speakers Organizations

Universities

Global Consulting Firms

Regional Case Studies/

Institutes of Public

Administration

Program Contributors

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University of Toronto



Program Schedule for Group 1

DAY DATE

Morning 7:30 – 12:00 Afternoon 1:00- 5:00

GALA DINNERS

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

Friday6th May

2011Inauguration

Saturday7h May

2011

Immunity to Change in Government

by Dr. Robert Kegan, Harvard Kennedy School of Government

Case Study from ME by:Mr. Gavin Maxwell, Head of

Public Sector Consulting

MENA, Accenture

Keynote Speaker:

Governor, SAGIA

Sunday8th May

2011

High Performance Manpower in Government

by Dr. Paul Light, Wagner School of Government, New York University

Case Study from ME by:Mr. James Carty, Partner-

MENA, Public Sector

Consulting, Monitor Group

Monday9th May

2011

Collaboration and Managing Networks

By Dr. David Slyke, Maxell School of Government, Syracuse University

Case Study from ME by:Mr. Jean-Marie Pean,

Chairman-MENA, Bain & Co.

Keynote Speaker :

Minister of International

Development, UK

Tuesday10th May

2011

Operational Excellence , E-Govt, and Performance in Government

by Dr. Andrew Wasser, Carnegie Mellon University

Case Study from ME by:Mr. Jay Doeden, Head of

Public Sector Consulting,

Emerging Markets, Deloitte

Consulting

Wednesday11th May

2011

Developing and Deploying Strategy in Government

By Dr. Tony Dean, School of Public Administration, University of Toronto

Case Study from ME by:Mr. Joern-Carlos Kuntze,

Partner-MENA, Public Sector

Consulting, Oliver Wyman

Graduation and Keynote

Speaker:

Minister of Labor, KSA



DAY` DATE

Morning 7:30 – 12:00 Afternoon 1:00- 5:00

GALA DINNERS

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

Friday6th May

2011Inauguration

Saturday7h May

2011

High Performance Manpower in Government

by Dr. Paul Light, Wagner School of Government, New York University

Case Study from ME by:Mr. Gavin Maxwell, Head of

Public Sector Consulting

MENA, Accenture

Keynote Speaker:

Governor, SAGIA

Sunday8th May

2011

Immunity to Change in Government

by Dr. Robert Kegan, Harvard Kennedy School of Government

Case Study from ME by:Mr. James Carty, Partner-

MENA, Public Sector

Consulting, Monitor Group

Monday9th May

2011

Operational Excellence , E-Govt, and Performance in Government

by Dr. Andrew Wasser, Carnegie Mellon University

Case Study from ME by:Mr. Jean-Marie Pean,

Chairman-MENA, Bain & Co.

Keynote Speaker :


Development, UK

Tuesday10th May

2011

Developing and Deploying Strategy in Government

By Dr. Tony Dean, School of Public Administration, University of Toronto

Case Study from ME by:Mr. Jay Doeden, Head of

Public Sector Consulting,

Emerging Markets, Deloitte

Consulting

Wednesday11th May

2011

Collaboration and managing networks

By Dr. David Slyke, Maxell School of Government, Syracuse University

Case Study from ME by:Mr. Joern-Carlos Kuntze,

Partner-MENA, Public Sector

Consulting, Oliver Wyman

Graduation and Keynote

Speaker:


Program Schedule for Group 2



Program Synopsis

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 incentives weren’t right”; “you can’t teach an old dog new tricks; “maybe I was not actually committed enough to the change in the first place!”. But in too many instances the usual answers are not very good!

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 “immunity to change” -- and what we can do about it. Having spent a lifetime researching the process by which adults gradually develop greater capacities by making previously 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, Harvard Business School Press, 2009), have designed this “new lab for personal learning” in order to incubate similar kinds of development in a briefer period of time.

The session you are about to experience has now been conducted throughout the world, 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 engineers and management students; psychologists and psychiatrists; human resource officers, government leaders, international business consultants, state judges, and 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.

• Immunity to Change

Module 1:Immunity to Change in Government

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Dr. David SlykeProfessor, Public AdministrationMaxwell School of Citizenship and Public Affairs Syracuse University

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Governments are under increasing pressure to build an accountable, productive, and efficient workforce. Doing so requires an intense focus on adopting and implementing a robust manpower system designed to manage the the increasing uncertainty that surrounds global governance. A robust manpower strategy focuses on four basic components of a high-impact government:

1. the alertness that comes from recruiting and retaining high quality manpower,

2. the agility that comes from up-to-the-minute training, teamwork, and delegation,

3. the alignment that comes from strong leadership, measurement, and a strong link between performance and rewards, and

4. the adaptiveness that resides in creativity, the willingness to take risks, and incentives for imagining new ways of performing old tasks.

Building a robust manpower system involves a series of simple but reinforcing steps that helps workforce understand its obligations as essential elements of a high-impact government.

• The Four Pillars of High Performance

Module 2:The Four Pillars of High Performance in

Government

Dr. Paul Light, Paulette Goddard Professor of Public Service Robert Wagner School of Public Service New York University



Program Synopsis

Governments around the world manage collaboration through public‐private partnerships (PPPs) to:

• Finance• Build• operate, and • maintain public projects.

The record of using PPPs is quite different depending on the countries varying contextual dimensions. As a result of this module, participants will be better equipped to identify, develop, manage, and oversee collaborative and networked partnerships where risk, ownership, and structure are appropriately balanced in a manner in which government‐business‐civil society relationships are productive, effective, and become institutionalized in positive, transparent, and accountable ways. This will mean the development of a range of governance mechanisms to ensure that partnership performance leads to goal‐aligned results. Case studies will be used to reinforce the presentation content and module key topics.

Module Key Topics will cover: • Key success factors of public‐private partnerships• Collaborative management strategies• Risk management and stakeholder engagement• Managing government‐business‐civil society relationships

• The Collaborative Public Manager

Module 3:Managing Collaborative Networks and

Public‐Private Partnerships (PPPs)

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Dr. Robert Kegan, Co-Director, Change Leadership GroupHarvard Kennedy School of GovernmentHarvard University

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Because of its ubiquitous nature, the Internet has become a successful medium for facilitating interaction between businesses, government, suppliers, and the general public. This is a very active area for standards developers as well as system implementers. The registries that are the focus of this Open Forum play important roles in electronic business and some, e.g., XML registries and UDDI are direct results of efforts in this area.

This course presents and demonstrates work underway in the standards community as well as in government and private enterprise organizations. The emphasis on electronic business is expanding the concept of electronic commerce beyond the traditional perceptions of purchasing and paying using standard transaction sets. Implementation of electronic business expands our thinking and opportunities to include the relationships among buyers and sellers, their agents and third parties and takes advantage of the significant process improvement and re-engineering opportunities available through the implementation of electronic business concepts and technologies.

Understanding the strategic opportunities, risks, challenges, and technology limitations is essential to building interesting business models. In this course, participants will learn about technologies used to implement E-commerce, E-business, M-commerce, and E-government solutions, and will analyze several business and government models from both the strategic and technology perspective.

• Successful Performance Improvement Measures

Module 4:Operational Excellence , E-Govt, and

Performance in Government

Dr. Andrew WasserAssociate DeanThe Heinz College’s School of Information Systems and ManagementCarnegie Mellon University



Program Synopsis

We would be touching on:

• Policy• Strategy• Service delivery• Performance management• Accountability and • Measurement.

His session will be based on::

• his experience in leading transformational change in Public sector organizations• International research on public service reforms and • teaching at the executive education level at the University of Toronto.

He will talk about concepts, principles and practice, and lead round-table assignments for seminar participants. Dean will focus on global best practices, with an emphasis on policy capacity, prioritization, and effective delivery. Two internationally recognized case studies will be presented.

• The Four Pillars of High Performance

Module 5:Developing and Deploying Strategy in

Government

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Dr. Tony DeanProfessor, Public AdministrationSchool of Public AdministrationUniversity of Toronto

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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 a number of Middle East countries, including the UAE, Qatar, Kuwait and the Kingdom of Saudi Arabia.

They recognize that the Middle East is a critical and influential participant in the global economy and, as such, represents a critical component of their 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 sustainhigh 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, diversifying sources of income, and creating development of local talent and opportunities for the future generations.

Accenture goes to great lengths to get to know and serve their clients and understand the local business environment and community—a mission they take very seriously. Their committed Middle East team brings a unique combination of local knowledge and experience with their global presence, industry assets and data, customer friendly approach and years of 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.

• Case study from MENA region

Case Study from MENA Region

Mr. Gavin Maxwell, Head of Public Sector Consulting MENAAccenture Middle East BVUnited Arab Emirates



Program Synopsis

Large public sector organizations—government agencies, multilateral institutions, and non-profits—today face unprecedented management challenges, including entrenched organizational structures, complex stakeholder environments, and shifting regulatory regimes. Problems which result from these challenges have come to define the very meaning of the word “bureaucracy”: slow decision-making, high costs, and resistance to change. In overcoming these challenges, organizations are aiming to transform themselves into High Performance Bureaucracies – highly effective internally with a equally strong external impact on stakeholders and constituents. Senior Monitor partners Josh Lee and Bill Miracky will share insights from their work on High Performance Bureaucracy with government leaders around the world. They will lead a discussion on:

• The meaning of high performance bureaucracy in a rapidly changing world • Typical barriers to high performance in government• Key drivers of high performance in government• Actionable improvement imperatives which can enable change within the

organization

The session will draw on insights derived from the survey conducted as part of the preparation for the MILE Leadership Program on High Performance Governments and the presenters will illustrate their discussion with examples from Monitor’s wide experience in 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 ways that are most important to them. The firm offers a range of services—advisory, capability-building and capital services— designed to unlock the challenges of achieving sustainable growth. Monitor’s High-Performance Bureaucracy™ practice works with leaders of government and public service organizations across the globe to identify precise mechanisms for these leaders to drive real change and improve the performance of their organizations –and ultimately, to have a greater positive impact on the constituents they serve.

• Case study on High Performance Bureaucracy from MENA region


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Dr. William MirackySenior Partner Co-heads , National Economic Development and Security practiceMonitor Group

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With 85 years of uninterrupted presence in the Middle East, Deloitte has played a vital role in the growth of the region to date. They are also very much a part of its future. Deloitte has identified the Middle East as a priority market that represents superior growth opportunities. As such, their firms are operating in 15 countries and employing more than 2400 professionals, have been targeted for major investment. This is accompanied by a focused strategy of expansion in key business areas and a continued emphasis on recruiting and retaining the most talented 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 consecutive years, and a headcount that has increased by 50 percent.

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 innovation of a worldwide firm with local knowledge and industry expertise, their people offer powerful business solutions that help their clients excel. To address the growing market needs, they have expanded their specialized professional services in the Middle East, leveraging their local and global talent in areas such as Financial Advisory Services, Enterprise Risk Services and 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 financial services, as well as major sectors such as oil and gas, the public sector and the Gulf region’s sovereign wealth funds. Their Middle East knowledge centers are a testament to their specialized capabilities in strategic services and industries.

Powering these initiatives are their people, who, every day in every one of their member firms, strive to be the standard of excellence and, in so doing, to help their clients excel. With their 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 talent. In 2009, Deloitte & Touche (M.E.) received recognition as a Best Employer in the Middle East from global human resources consulting firm Hewitt Associates, the only professional services firm in the region to receive this accolade.



Mr. Omar Al-SharifDirector, Public Sector ConsultingDeloitteSaudi Arabia



Program Synopsis

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 implementation. Without the ability to cascade the top 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.



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Mr. Joern-Carlos KuntzePartner-Public Sector ConsultingOliver Wyman (MENA)United Arab Emirates

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Oliver Wyman Integrated Strategy Development Methodology

Embedding with

operational systems and

processes drives:

Accountability for

performance at the working

levels of the organization

Execution tracking of key

implementation milestones

Budget rationalization

decisions based on

strategic impact

Comprehensive coverage

delivers:

Strategic objectives that

address all parts of the

organization

Distinct areas of focus

which complement, but do

not overlap

Implementation via internal

capacity build-up leads to:

Increased buy-in and

ownership of strategy plan

within operations

Ability to drive strategy

execution from within and

ensure sustainability of change

improvement initiatives

Cascading the Strategy

creates:

A ‘line of sight’ between the

strategic objectives and the

activities of the organization

The opportunity for the

operational teams to make

a linear link to the strategy

Cascaded to

create ‘Line-of-Sight’

visibility

Embedded with

Performance, Program

Management

and Budgeting

Implementation

via internal Capacity

Build-up

Approach

Comprehensive

and Exclusive coverage of the

entire Organization

Oliver Wyman

Integrated Philosophy

The module covers key topics:• Common Pitfalls and reasons for strategy execution failures• Critical success factors towards effective strategy deployment:

• Ensuring comprehensive organizational coverage with mutually exclusive strategic objectives

• Effective cascading of the objectives to create line-of-sight visibility for the working teams

• Embedding of the strategy into the operating systems, i.e. performance measurement, program management, and budgeting, and

• Ensuring buy-in and internal capacity building approaches to ensure effective execution

• Strategy Planning and Execution Framework and Process

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Strengthening leadership bench

Section 3Our speakers and facilitators

Dr. Robert Kegan

Harvard Kennedy School of

Government

Dr. Essam Al-Rubaian

International Institute of

Administrative Sciences

Mr. David Waung

Commonwealth Association for

Public Administration and

Management

Dr. Paul Light

Robert Warner School of Public

Service, New York University

Dr. David Slyke

Maxwell School of Government

Syracuse University

Dr. Hassan Abbas

SIPA, Columbia University

Dr. Winston Sutherland

National School of Government, UK

Dr. Tony Dean

School of Public Administration,

University of Toronto

HE Engr. Adil Fakieh


Mr. Ahmed Kamal

United Nations Institute of Training

and Research for Civil Servants

Mr. Roger Tan

Institute of Public Administration

and Management, Singapore

HE Amr A. Dabbagh

Saudi Arabian General Investment

Authority

Dr. William Miracky

Monitor Group

Mr. Jean-Marie Pean

Bain & Company

HE Shahid Malik


Development, UK

Mr. Andrew Wasser

Carnegie Mellon University

Dr. Tarik Yousef

Dubai School of Government

Mr. Joern-Carlos Kuntze

Oliver Wyman



HE Engr Adel

FakiehMinister of Labour

Government of Saudi

Arabia

HE Amr DabbaghGovernorSAGIA

Dr. Essam Sa’ad Al-RubaianRegional Head-MENA, International Institute of Administrative Sciences

Dr. Robert KeganMeehan Professor of Professional DevelopmentHarvard Kennedy School of GovernmentHarvard University, USA

Section 3 – Our Speakers and Facilitators

HE Shahid MalikEx-Minister of International Development, UK



Professor Andrew WasserAssociate Dean

Heinz School of ISCarnegie Mellon University, USA

Dr. Hassan Abbas Quaid-e-Azam ProfessorSIPA, Columbia University, USAHarvard Kennedy School of Government, USA

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Dr. Paul C LightPaulette Goddard Professor of Public ServiceWagner School of Public ServiceNew York University, USA

Dr. David SlykeProfessor of Public AdministrationBirkhead-BurkheadProfessor of Teaching ExcellenceMaxwell School of Public Affairs, Syracuse University, USA

Professor Tony DeanProfessor of Public AdministrationUniversity of Toronto, Canada



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Mr. Joern-Carlos KuntzePartner-MENAPublic Sector Consulting PracticeMonitor Group

Mr. David WaungExecutive Director & CEOCommonwealth Association for Public Administration & Management

Dr. Tariq YousefFounding Dean Dubai School of Government, United Arab Emirates

Dr. William MirackySenior PartnerNational Economic Development and Security Practice

Mr. Chadi N. MoujaesPrincipal of Booz & Company


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Dr. Winston SutherlandPrincipal OD ConsultantNational School of Government, United Kingdom

Mr. Ahmed KamalAmbassador and Senior Fellow,United Nations Institute of Training and Research for Civil Servants, USA

Mr. Roger TanDirector, Institute of Public Administration and Management, Singapore



Extended benefits for participants

Section 4– Extended benefits for participants

Discover your Learning JourneyAll program participants will be invited to complete an online assessment to identify their Learning Style. Before the program, participant will receive a personalized Learning Style Report, this will help learn faster and choose the most effective tools and methods of learning. A learning consultant will be available during the program for personal coaching.

Executive 2.0MILE will organize a complimentary crash course on leveraging web 2.0 technologies for the modern senior executive. This can help participants and their Ministries/ agencies improve their search engine listings and rankings and create a wider network for collaboration through social media channels.

Executive Coaching by Talent QExecutive Coaching helps the best professionals get even better. Primarily future-focused, executive coaching targets techniques and insights that make a positive and profound difference to personal effectiveness. Talent Q, a global consulting firm, will offer each participant an online assessments using a unique ability testing system, along 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 Alumni of this program will receive complimentary access to:

• Short “Sharpen your Executive Saw” workshop sessions.

• Online webinar series.• MILE newsletter on global economic, political, and

technological trends.• Special discount to valuable learning resources.

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Extended benefits for participants

MindtoolsMindtools teach practical, proven skills which provide high personal effectiveness, good leadership, career success-and even happiness.

Gala DinnersThree gala dinners will be held, each with a keynote presentation by a prominent speaker from the Government. These events offer participants an excellent platform to network with prominent local and regional businessmen and senior civil/ public service executives.

Free Medical Check-up by International Medical Center (IMC)MILE believes that executive develop should address all four aspects of personal development: intellectual, physical, emotional and spiritual. IMC has generously extended an opportunity to all participants to have a medical checkup during the program along with nutrition and dietary advice.

Successful Executive Handbook This handbook is an indispensable reference for all executives. With more than one million copies in print, this handbook is a trusted favourite with leaders in fortune500, global 1000 companies, ministries and government agencies.

5 Best-selling BooksMILE would provide you 5 best selling books authored and signed by the speakers who we bring from various top ranked universities.

KnowledgeWorld on Public Sector trends and benchmarks MILE would provide you soft copies of industry and functional specific “thought leadership publications and research on Public Sector/ Civil Service Reforms; High Performance Governments, etc” by various Global Management Consulting Firms.

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Section 4– Extended benefits for participants



Join the MILE experience.......

Section 5– Join the MILE experience

CriteriaThis program is available only to senior civil/ public service leaders holding Director and Deputy Director General/ Secretary General/ Deputy Minister positions. We would also welcome high impact, fast track potential leaders who have more than 15-18 years experience in roles of

increasing responsibilities.We would run parallel two separate groups with number of seats limited to 35 (7 groups of 5 individuals) for each group.

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

Program Investment • Program investment is US$ 4,750 (almost 35% of

comparable average program fees). This fee is subsidized by the Knowledge Economic City and inclusive of the fllowing:

• Full accommodation for 1 week at the 5-star Oberoi Hotel in Madinah including all meals and coffee breaks.

• Three online assessments: Talent Q, Learning Style, and Transformation in Government.

• Three gala dinners with role models from government.• Medical check-up at IMC Mobile Clinic (optional)

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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:

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Section 6 – About MILE

AimTo 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 DestinationTo become the premier executive, and entrepreneurship education provider in the Arab and Muslim world and beyond.

Our JourneyMILE 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 2020To be ranked among the top 50 Global Executive Education Providers by 2020



The MILE Advantage: Our unique 7 Strategic ThemesC

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MILE Leadership: Global Academic Advisory Council for Public Sector Program

Ms. Maha Taibah

Head of Education Sector

Saudi Arabian General Investment

Authority

Dr. Bassil Yaghi

Partner, Public Sector Consulting

PricewaterhouseCoopers

Dr. Tommy Wier

Head of Leadership Development

Solution, Kenexa MENA

Mr. Jean-Marie Pean

Chairman-MENA, Bain & Company

Mr. Gassan Al-Kibsi

Partner, McKinsey & Co., MENA

Mr. Roger Tan

Institute of Public Administration

and Management, Singapore

Mr. Kirk-Dale Mcdowellrose

Partner Performance Improvement,

KPMG

Mr. Ahmed Kamal

United Nations Institute of Training

and Research for Civil Servants

Dr. Tarik Yousef

Dean, Dubai School of Government

Dr. Robert Kegan

Harvard Kennedy School of

Government

Dr. Winston Sutherland

National School of Government, UK

Dr. Dalia Mujahid

Advisor to Obama Administration,

Director-MENA, Gallup Consulting

Dr. David Wuang

CEO, Commonwealth Association of

Public Administration & Management

Dr. Hassan Abbas

SIPA, Columbia University

Dr. Essam Al-Rubaian

Regional Head, International Institute of

Administrative Sciences

Datuk Dr. Mohamed Ghazali

Ex- Head of Organization Development,

Islamic Development Bank

Dr. Thomas Gais

Director, Rockefeller Institute of

Government, State University of New York

Dr. Ali Salmi

Ex-Minister of Public Sector Reforms,

Govt of Egypt

Professor Ahsan Iqbal (Alumnus Wharton 85)

ex-Federal Minister of Education, Pak

HE Shahid Malik


Development, UK

Ms. Toni Samuel

Executive Director, American Society for

Public Administration

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Leadership Program on High Performance Governments

Documents

Transcript of Leadership Program on High Performance Governments