Leadership Deficit and the Future of Executive and Leadership Development in

the Arab and Muslim World

Dr. Mohamed M. Mahmoud (3M)Executive Director

Madinah Institute for Leadership and Entrepreneurship (MILE)Madinah Knowledge Economic City, Madinah,

Kingdom of Saudi Arabiamile@madinahkec.com

Leadership DeficitSeveral reports and statistics shows that shortage of competent emerging leaders is a major constraint for economic and social

growth in our region.

Core Challenges in Executive Development

1- Low Quality of our Business Schools Global MBA & Executive EducationTop Executive Educational

Australia 3Belgium 1Brazil 2Canada 4China 1Costa Rica 1Finland 1France 5Germany 1Ireland 1Italy 1Mexico 1Netherlands 3Norway 2Portugal 1South Africa 3Spain 4Sweden 1Switzerland 2UK 6USA 21TOTAL 65

Non Muslim Countries 65Muslim or Arab Countries 0

Australia 2Belgium 1Brazil 1Canada 5China 2France 3Singapore 2India 1Ireland 1Italy 1Netherlands 1South Africa 1Spain 4Switzerland 1UK 18USA 56TOTAL 100

Top 100 Business Schools

Non Muslim Countries 100

Muslim or Arab Countries 0

2- Lack of Corporate Universities

Our cooperates lack the required:• Economies of scale• Qualified local training and development

resources • Networking and Professional T&D Societies;

such as

Most our local in-house training facilities cater for

entry, supervisory and (at most) middle

management levels.

3- The Limited Role of Multinational

Companies in Developing Local Executives

Their benefit is limited only to the “fortunate” few working with them.

Few exceptions

4- Lack of localized Executive

Development Tools and Resources

• Case studies• High quality local training companies who

specialize on executive education• Business school professors with practical

experience• Applied business research• Executive Professional Associations

A search for “Executive

Association” resulted about 54,000 almost non of them in

a Muslim or Arab country

5- Some Limitations of International Executive Development Programs

(A) Irrelevance of some topics to our local needs specially case studies

(B) High cultural irrelevancy(C) High profile networking opportunities however mostly

irrelevant for future business benefit(D) Problematic accessibility; difficulty of obtaining visas(E) Long travel time and associated jet lag(F) Not affordable for most managers; check the

following cost survey

Attending Executive Development program at top Business Schools, is a source of very rich experience;

However there are major limitations such as:

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University Program

Duration

DaysTuition in USD

Tuition in SR

Accommodat

ion Total Cost

Cost per day

Harvard Business School Advanced Management Program 40 60,000 225,000   225,000 5,625INSEAD International Executive Program 30 54,129 202,985 11,250 214,235 7,141Harvard Business School General Management Program 20 55,000 206,250   206,250 10,313Stanford Graduate School of Business

The Stanford Executive Program 30 54,000 202,500   202,500 6,750

Wharton University of Pennsylvania

Advanced Management Program 25 50,000 187,500   187,500 7,500

INSEAD Advanced Management Program 20 41,802 156,756 7,500 164,256 8,213INSEAD The Challenge of Leadership(COL) Program 19 42,510 159,413 7,125 166,538 8,765London Business School Senior Executive Program 20 38,901 145,878   145,878 7,294Harvard Business School Program for Leadership Development 10 37,500 140,625   140,625 14,063London Business School Accelerated Development Program 20 35,500 133,125   133,125 6,656Oxford SAID Business School The Saudi Oxford Advanced Management Program 15 32,500 121,875   121,875 8,125Oxford SAID Business School The Oxford High performance Leadership Program 15 32,500 121,875   121,875 8,125Ashridge Business School Advanced Management Program 12 26,400 99,000   99,000 8,250Oxford SAID Business School The Oxford Advanced Management & Leadership

Program15 25,200 94,500   94,500 6,300

Oxford SAID Business School The Oxford in Organisational Leadership 15 25,200 94,500   94,500 6,300Wharton University of Pennsylvania

Executive Development Program 12 24,750 92,813   92,813 7,734

London Business School Emerging Leaders Program 15 24,500 91,875   91,875 6,125Stanford Graduate School of Business

Executive Program for Growing Companies 9 20,000 75,000   75,000 8,333

Ashridge Business School Senior Executive Program 9 17,800 66,750   66,750 7,417INSEAD The Leadership Transition(LT) Program 7 13,887 52,075 2,625 54,700 7,814Ashridge Business School Developing Business & Leadership Skills 10 13,500 50,625   50,625 5,063Wharton University of Pennsylvania

NIDA/Wharton Leadership Program 5 12,504 46,889   46,889 9,378

Harvard Business School High Leadership Potential Program 5 11,500 43,125   43,125 8,625Stanford Graduate School of Business

Executive Program in Leadership 5 11,000 41,250   41,250 8,250

London Business School High Performance People Skills for Leaders 5 10,700 40,125   40,125 8,025Harvard Business School Leadership for Senior Executives 4 10,500 39,375   39,375 9,844Harvard Business School The Corporate Leader Program 5 9,750 36,563   36,563 7,313London Business School Essentials for Leadership 5 9,700 36,375   36,375 7,275Wharton University of Pennsylvania

Leading Organizational Change 4 7,450 27,938   27,938 6,984

Ashridge Business School Accelerating Management Effectiveness 5 6,100 22,875   22,875 4,575INSEAD Learning to Lead (LLD) Program 3 5,526 20,724 1,125 21,849 7,283London Business School Coaching for Performance 2 4,000 15,000   15,000 7,500

Average 13 25,760 96,599 97,524 7,717

SR 225,000 for 8 weeks at HBS

SR 14,063Highest cost per day

SR 4,575Lowest cost per day

SR 7,717 = US$ 2,060average cost per day

6- Unsustainable National Leadership

Development Initiatives Recently few local leadership development initiatives have been

launched. They all reflect very noble intentions and strategic vision of their sponsors. They also managed to partner with top-

quality partners.

However they are

Batch Processing

Very Expensive

Large portion of the cost goes to paying for the brand (stamp)

No-long term investment “Opex not Capex”

Non-sustainable

A Proposed Model

MILE

• Non-profit institution that aims at building leadership and entrepreneurial excellence in the Arab and Muslim world.

• Initiated as a Savola Group’s CSR Programs and grew to be a collaborative initiative aims to attract the contributions and support of many other companies, academic institutions, research & consulting organizations and professional groups.

• To be located at the heart of the Muslim & Arab World

Madinah Knowledge Economic City

to become the premier executive, and entrepreneurship education provider in

the Arab and Muslim World

MILE Vision

KPI

To be ranked among the top 100 Global Executive Education Providers in 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 in being a role model in applying the most

advanced and ethical management practices

MILE Mission

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Collaboration

Leveraging ICT

Holistic

Life-long

Sustainability

Role Modeling

Localized

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Collaboration

Leveraging ICT

Localized

Holistic

Life-long

Sustainability

Role Modeling

Collaboration with Key Stakeholders

Multinationals

Local Universities

Arab/MuslimBusiness

Professors

Leading GlobalBusinessSchools/Trainers

Founders(CSR)

ConsultingFirms

Multinationals

Local Universities

Arab/MuslimBusiness

Professors

Leading GlobalBusinessSchools/Trainers

Founders(CSR)

ConsultingFirms

MILE seek to identify a win-win relationship with

all its stakeholder groups by identifying

• what is it for

MILE• what is in it for

each group

Collaboration with Key Stakeholders

Multinationals

Local Universities

Arab/MuslimBusiness

Professors

Leading GlobalBusinessSchools/Trainers

Founders(CSR)

ConsultingFirms

In addition to Savola Group, MILE will seek the contribution of major local

organizations; e.g.

MILE can offer:1. A cost-effective CSR project to achieve the highest

return on investment2. An opportunity to give their executives a priority in

benefiting from MILE’s services3. Developing case studies and applied research for the

sponsor company4. Publicizing donors logos in all of MILE’s publications

CSR Founders can offer:1. Financial contribution to the endowment2. Guarantee participation in MILE programs

Founders(CSR)

Collaboration with Key Stakeholders

Multinationals

Local Universities

Arab/MuslimBusiness

Professors

Leading GlobalBusinessSchools/Trainers

Founders(CSR)

ConsultingFirms

Leading Business Schools can offer:1. Cutting-edge content, case studies and lecturers2. Access to on-line resources.3. Cross listing of joint programs

Leading Business Schools/Trainers

MILE can offer:1. A channel through which Business Schools can

offer and promote their programs2. The opportunity to participate in joint research3. Offering joint programs of interest to multinational

executives who are/plan doing business in our region.

4. Facilitate internship opportunities for their MBA students in local corporations.

5. Development of case studies for local companies

Example of Business School whom MILE approached to

explore collaboration opportunities:

Collaboration with Key Stakeholders

Multinationals

Local Universities

Arab/MuslimBusiness

Professors

Leading GlobalBusinessSchools/Trainers

Founders(CSR)

ConsultingFirms

Consulting Firms can offer:1. Adding to MILE intellectual capital a documentation

of real-life case studies2. Educating participants on the state-of-the-art

management consulting techniques3.Having senior consultants offer Webinars or

moderate MILE’s blogs.

ConsultingFirms

MILE can offer:1. An opportunity to present their experiences and

capabilities2. An opportunity to display the portfolio of their

products and services3. An opportunity to offer a community service and

have their logo displayed

Collaboration with Key Stakeholders

Multinationals

Local Universities

Arab/MuslimBusiness

Professors

Leading GlobalBusinessSchools/Trainers

Founders(CSR)

ConsultingFirms

MILE can offer:1. An opportunity to serve their original home countries

and contribute to their development2. An opportunity for Muslims to visit Makah and have

a short stay in Madinah3. An opportunity to enrich their business network4. An opportunity to conduct applied research on local

organizations5. An opportunity to develop local case studies

Arab/Muslim Business Professors can offer:1. Faculty members who understand or appreciate

local values, culture and traditions2. Offer Webinars or moderate MILE’s blogs3. Faculty who place a special value for visiting or

working in Madinah

Muslin/Arab Business Professors

Dr. Jamal Badawi• Egyptian born Muslim Canadian professor in Saint Mary’s University in Halifax, Nova Scotia.

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

• Authored several books and articles on Islam

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

• Founder/chairman of the Islamic Information Foundation

• Guest Scholar at The American Learning Institute for Muslims

Dr. Akbar Ali Khan

• established Centre for Government Studies at the BRAC University

• visiting professor• chairman of the Regulatory Reform Commission to modernize old and ineffective laws in Bangladesh.

• Books include ‘History of Bangladesh’ where he explored the historical and social emergences of Bangladesh as well as the growth of Islam in the country. In his economy related book "Porarthoporotar Orthoniti" (tr. Economics of Other minding), he expressed the complex aspects of economic phenomenon in the lucid, unorthodox style of J.K. Galbraith.

Dr. Mahmoud El-Gamal

• Chair, Department of Economics, Rice University, Houston, Texas.

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

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

• Was an Economist, Middle East Department, in the International Monetary Fund, Washington, DC.

Dr. Rafik Beekun• Professor of Management and Strategy

and Co-Director, Center for Corporate Governance and Bus: Ethic at University of Nevada.

• Rafik Beekun’s Specialties: Business ethics, governance, corporate strategy, international management, and the link between spirituality and management.

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

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

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

• He ran for the State Assembly for the State of Nevada, and has served as president of the Republican Men's Club of Northern Nevada.

Omar Besbes Operations and Information Management

Wharton School, University of Penn

Waheed Hussain Legal Studies and Business Ethics

Harvard

Wasim AzharMarketing

Marketing, U. of California, Berkley

Naeem Zafar Entrepreneurship

University of California, Berkley

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Collaboration with Key Stakeholders

Multinationals

Local Universities

Arab/MuslimBusiness

Professors

Leading GlobalBusinessSchools/Trainers

Founders(CSR)

ConsultingFirms

MILE can offer :1. Skills and knowledge transfer to local

faculty2. Encouraging and supporting local

business professors to develop local case studies

3. Coordination between academic research and the business community

Local Universities can offer:1. Local professors can act as tutors and

supervise follow up activities2. Developing local capabilities

LocalUniversities

Collaboration with Key Stakeholders

Multinationals

Local Universities

Arab/MuslimBusiness

Professors

Leading GlobalBusinessSchools/Trainers

Founders(CSR)

ConsultingFirms

MILE will seek the contribution of major multi-national corporations ; e.g.

MILE can offer:1. Contribute to MILE intellectual capital through

their Corporate Universities. 2. An opportunity to offer a community service and

have their logo displayed in MILE publications3. Have their managers enroll in MILE’s programs4. Opportunity to sponsor events or offer

scholarship for participation in MILE’s programs.

Multinationals can offer:1. Contribution to MILE programs in the form of

speakers or case studies.2. Access to knowledge resources available at

MNC’s Corporate Universities 3. Sponsoring of MILE’s events and participants.

Multinationals

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Collaboration

Leveraging ICT

Localized

Holistic

Life-long

Sustainability

Role Modeling

Social Networking

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www.mile-madinah.com

Monitoring traffic at our web sites

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Collaboration

Leveraging ICT

Localized

Holistic

Life-long

Sustainability

Role Modeling

Localization

– Develop local case studies– Produce documentary of successful local business

leaders– Provide guidance to invited speakers on areas of

adjustments needed in their training tools and materials to suite local requirements

– Develop the skills of local university business professors in offering Executive Education programs

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Collaboration

Leveraging ICT

Localized

Holistic

Life-long

Sustainability

Role Modeling

MILE holistic approach to executive

education is rooted in the worldview of

human nature• Speakers• Training Techniques• Assessment• Books and References

• Healthy Food• Medical Checkup• Exercise

• Networking• Emotional Intelligence• 360 Strength Finder• Teambuilding• Trust building

• Leading by values• Visit to holy cities• Spiritual Intelligence

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Collaboration

Leveraging ICT

Localized

Holistic

Life-long

Sustainability

Role Modeling

Pre-program Program Post-programEvaluation and N

ext Steps

Readings

Profiling:

360 self-assessment

Personality

Ethicometer

Week One Week Two

Personal Development Plan

Peer & Mentor Networks

Monthly webcasts

Work-based Project

Online learning resources

Executive Education is not an

event

NETWORKING

• MILE Community Network• Alumni Networks• Access to consultants/executive

education experts/speakers

WEB-BASED LEARNING

• Leadership Simulations• Research and tools• Personal Development Plans• Webinars

EDUCATION AND APPLICATION• Executive/Leadership Development• Assessment Centre• Conferences• Benchmarking• Best practices sharingdatabase

SUPPORT• Newsletters•Online resources•Executive Coaching

FormalInformal

Learn

wit

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rou

pLearn

alo

ne

INTEGRATED LEARNING

MILE Development Tool Kit

Post-Program Continuous Learning

Executive Coaching

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Collaboration

Leveraging ICT

Localized

Holistic

Life-long

Sustainability

Role Modeling

– Proper corporate governance– Sound business model to ensure making the best

use of the endowment fund– Forging long term win-win collaborations with

multiple stakeholders

Sustainability

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Collaboration

Leveraging ICT

Localized

Holistic

Life-long

Sustainability

Role Modeling

MILE aspires to be a role model through employing best management practices and adhering to the highest

standards of business ethics.

Role Modeling

Spiritual SerenityProfessional and Business Development

High Quality Life

MILE:A unique location: a unique experience

On January 2010, MILE offered its first pilot

Executive Education Program to examine the validity of

our assumptions and practicability of its 7

strategic themes.

Program for Advanced Leadership & Management

(PALM)January 15-28, 2010

Madinah, Jeddah, Saudi Arabia

PALM Program Week One:

PALM Program Week Two:

PALM Philosophy for Integrated Self Development

Mental Spiritual

SocialPhysical

PALM Development Focus

• Competitiveness and Strategic Business Decisions – Dr. Tarek Selim

• Executive Decision Making– Dr. Paul Schoemaker• Value Building and Growth Organization in a Time of

Uncertainty - A.T. Kearney• Creating Value Through Successful Mergers -

McKinsey & Company• Corporate Finance Strategy - The Globecon Group

Management

• Developing Executive Strategy Leadership - TTM Associates

• The Islamic Guide to Develop Emotional Spiritual Quotient – Dr. Ary Agustian

• Great Leaders; Leading in Turbulent Times - Franklin Covey

• Self-Development Strategies - YSC

Leadership

University Professors

(Theory, Conceptual Franmwork)

Consultants(Live Case Studies)

Practitioners

(Role Models,Practical Insight)

Professional Trainers

(Professional Skills)

Dr. Jean-Luc KastnerHead of the Learning

skills lab of the Stonfield Institute of Human Dynamics - Paris

Dr. John H. Fleming Principal & Chief

Scientist, Gallup Consulting

Dieter RoelenPartner, Mckinsey

& company

Bahjat El-DarwichePartner,

Booz & company

Rafael ViñasSenior instructor,

Globcon

Ali BouhouchSenior Consulting

Partner, FranklinCovey

Zohair Eloudghiri Chief Executive Officer

- Foods Sector, Savola Group

Dr. Walid A. FitahiCEO,Chairman Medical Center – Jeddah, KSA

Faisal A. AbdallaVice President, Abdul Latif Jameel Retail

Dr. Paul ShowemakerWharton School,

University of Pennsylvania

Dr. Tarek H. SelimAssociate professor of economics at the

American University in Cairo

PALM Learning Tools

Personal Profiling Lectures

Case Studies Books

Social Networking

Games & Simulations

Strength Mirror

One-to-one Feedback

My Strengths’ Mirror

The objectives are:

• To focus on positive attribute rather than negative

• To help individuals realize their potential

• To sharpen participants’ observation skills

• To improve participants’ skill in providing feedback at the workplace

PLUS

Com

ple

men

tary

B

ooks

The Learning Log

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

Profiling Assessments

The Learning Style

Brain Dominance Survey

PALM Philosophy for Integrated Self Development

MentalSpiritua

l

SocialPhysical

Historical Sites Field Visits & Optional Umrah Trip

Masjid Al Nabawi Uhud Saqeefah Banu Sa’dah Masjid Qiblatain and Khandaq Masjid Quba Masjid Al-Haram

PALM Philosophy for Integrated Self Development

Mental Spiritual

SocialPhysical

Gala Dinners

Gala Dinner 1Blue Ocean Strategy – Dr. Tarek Selim, AUCHost: Knowledge Economic City

Gala Dinner 2The Challenge of Going from Local to Global Eng. Zouhair Eloudghiri

Host: Savola Food

Gala Dinner 3Trust, The Success ElementDr. Walid Fitahi, Founder and CEOHost: International Medical Center

Gala Dinner 4Peripheral VisionDr. Paul Schoemaker, Wharton School, U. of Penn.Host: Local Young Presidents Organization (YPO)

Gala Dinner 5Group Social Event, Oriental Dinner and Folk Dance

PALM Philosophy for Integrated Self Development

Mental Spiritual

SocialPhysical

Aerobics and Mid-day

StretchingFree Medical

CheckupHealthy Eating

Participant DistributionBy Industry of Work

Finance, 5

FMCG, 20

General Consulting, 1

Manufacturing, 1

Education, 2

Medical, 1

Packaging, 2

Steel Trading, 2

Real Estate, 10

Telecommunication, 2

Services, 8

Construction, 2

Participant DistributionBy Academic Qualification

Participant DistributionBy Years of Experience

Participant Age DistributionBy Age

Avg. Age41

20191817161514131211109876543210

<35 35-39 40-50

50>

Age Group

NationalitiesParticipant Distribution by Work Location

Egypt, 2

Iran, 2

Lebanon, 1

Malaysia, 1Morrocco, 1

Netherlands, 1Pakistan, 2

Saudi Arabia, 41

South Africa, 2

UAE, 3 Canada, 1 USA, 1

PALM Participants’ Employers

Post Program Evaluations

Overall Rating

I belie

ve th

e progra

m enhanced m

y leadersh

ip skills

The progra

m was a

n excelle

nt inve

stment

I would re

commend th

e progra

m to others

I would parti

cipate fu

ture M

ILE pro

grams

0

1

2

3

4

585% 85% 88% 88%

Stro

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Agr

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Dis

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Testimonials

“The diversity of participants & their expressions added great value to the program”Ahmed SheikhManaging Director, Regent Business SchoolSouth Africa

“Excellent combination of participants, disciplines & venue”Mohammad Naeem WaziriChief Financial OfficerPMDC, Saudi Arabia

“Cross cultural teams, interactive discussions, group tasks. It was both a spiritual and professional re-awakening”Muhammad Nadim BaigChief Operating OfficerIFFCO Pakistan

“Chance to network with businessmen – opportunity to learn About the business culture of Saudi Arabia and beyond. The executives who spoke were great!!”Hoossam S. MalekBooth School of Business, Chicago UniversityBCP Securities, U.S.A

“I am confident that MILE will be able to achieve its vision of becoming one of the top 100 global providers in executive education not in ten years, but in five years”Gerrit MastenbroekChief Executive OfficerTNT Logistics EuropeNetherland

Thank you and we need everybody’s support

www.mile-madinah.com