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Mile Future Of Executive Development At The Muslim And Arab World


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

Published in: Business
  • Dear Dr. Mahmoud:
    As a practitioner, coach and person interested in executive development, I thought your research, development and program implementation were great;
    What I cannot determine is the dergee of interaction the faculty has outside the formal program with attendees, nor the degree to which people are asked to be innovative ina team environment.
    I also do not understan what the leadership success criteria happen to be. How will the students and faculty know certain goals have been reached whih flow form th curriculum?
    Obviously, admission is stringent. I do not know who measures success after the program is completed.

    Again, I am impressed by your preparation, and the program's presentation and goals. I just think more success criteria need to be developed and explores.

    Thank you
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    Your message goes here
  • Please note the social networking media links at the last slide are not active in this display mode. You may wish to visit MILE other medias at the following address:
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  • Dear Friends

    I would like very much to get your contribution to enhance the concepts in this presentation. I welcome your comments, feedback and any additions or corrections. We view this as a strategic initiative that will contribute to enhance Human Capital in our region especially at the highest organization levels.

    Dr. Mohamed Moustafa Mahmoud
    SVP– OD, Savola Group
    Are you sure you want to  Yes  No
    Your message goes here

Mile Future Of Executive Development At The Muslim And Arab World

  1. 1. Leadership Deficit and the Future of Executive and Leadership Development in the Arab and Muslim World<br />Dr. Mohamed M. Mahmoud (3M)<br />Executive Director<br />Madinah Institute for Leadership and Entrepreneurship (MILE)<br />Madinah Knowledge Economic City, Madinah,<br />Kingdom of Saudi Arabia<br /><br />
  2. 2. Leadership Deficit<br />Several reports and statistics shows that shortage of competent emerging leaders is a major constraint for economic and social growth in our region.<br />
  3. 3. Core Challenges in Executive Development<br />
  4. 4. Top Executive Educational <br />Top 100 Business Schools<br />Australia<br />3<br />Australia<br />2<br />Belgium<br />1<br />Belgium<br />1<br />Brazil<br />2<br />Brazil<br />1<br />Canada<br />4<br />China<br />1<br />Canada<br />5<br />Costa Rica<br />1<br />China<br />2<br />Finland <br />1<br />France<br />3<br />France<br />5<br />Singapore<br />2<br />Germany<br />1<br />India<br />1<br />Ireland<br />1<br />Ireland<br />1<br />Italy<br />1<br />Italy<br />1<br />Mexico<br />1<br />Netherlands<br />1<br />Netherlands<br />3<br />South Africa<br />1<br />Norway<br />2<br />Spain<br />4<br />Portugal<br />1<br />Switzerland<br />1<br />South Africa<br />3<br />UK<br />18<br />Spain<br />4<br />USA<br />56<br />Sweden<br />1<br />Switzerland<br />2<br />TOTAL<br />100<br />UK<br />6<br />USA<br />21<br />Non Muslim Countries<br /> 100<br />TOTAL<br />65<br />Muslim or Arab Countries<br /> 0<br />Non Muslim Countries<br /> 65<br />Muslim or Arab Countries<br /> 0<br />Global MBA & Executive Education<br />1- Low Quality of our Business Schools<br />
  5. 5. 2- Lack of Corporate Universities <br />Our cooperates lack the required:<br /> Economies of scale<br />Qualified local training and development resources <br /> Networking and Professional T&D Societies; such as<br />
  6. 6.
  7. 7. Most our local in-house training facilities cater for entry, supervisory and (at most) middle management levels.<br />
  8. 8. Few exceptions<br />3- The Limited Role of Multinational Companies in Developing Local Executives<br />Their benefit is limited only to the “fortunate” few working with them.<br />
  9. 9.
  10. 10. 4- Lack of localized Executive Development Tools and Resources<br />Case studies<br />High quality local training companies who specialize on executive education<br />Business school professors with practical experience<br />Applied business research<br />Executive Professional Associations<br />
  11. 11. A search for “Executive Association” resulted about 54,000 almost non of them in a Muslim or Arab country<br />
  12. 12.
  13. 13. 5- Some Limitations of International Executive Development Programs<br />Attending Executive Development program at top Business Schools, is a source of very rich experience;<br />However there are major limitations such as:<br />Irrelevance of some topics to our local needs specially case studies<br />High cultural irrelevancy<br />High profile networking opportunities however mostly irrelevant for future business benefit<br />Problematic accessibility; difficulty of obtaining visas<br />Long travel time and associated jet lag<br />Not affordable for most managers; check the following cost survey<br />
  14. 14. SR 225,000 for 8 weeks at HBS<br />SR 14,063<br />Highest cost per day<br />SR 4,575<br />Lowest cost per day<br />SR 7,717 = US$ 2,060<br />average cost per day<br />14<br />
  15. 15. 6- Unsustainable National Leadership Development Initiatives<br />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.<br />
  16. 16. However they are<br />Batch Processing<br />Very Expensive<br />Large portion of the cost goes to paying for the brand (stamp)<br />No-long term investment “Opex not Capex”<br />Non-sustainable<br />
  17. 17. A Proposed Model<br />
  18. 18. MILE<br />Non-profit institution that aims at building leadership and entrepreneurial excellence in the Arab and Muslim world.<br />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.<br />To be located at the heart of the Muslim & Arab World<br />Madinah Knowledge Economic City<br />
  19. 19.
  20. 20.
  21. 21. KPI<br />MILE Vision<br />to become the premier executive, and entrepreneurship education provider in the Arab and Muslim World<br />To be ranked among the top 100 Global Executive Education Providers in 2020<br />
  22. 22. MILE will achieve its vision through building an effective collaborative network; leveraging information technology; offering relevant holistic life-long developmental services; ensuring sustainability and continuous development of intellectual capital; and striving in being a role model in applying the most advanced and ethical management practices<br />MILE Mission<br />
  23. 23. Role Modeling<br />Sustainability<br />Life-long<br />Holistic<br />Collaboration<br />Leveraging ICT<br />7 Strategic Themes<br />Localized<br />
  24. 24. Role Modeling<br />Sustainability<br />Life-long<br />7 Strategic Themes<br />Holistic<br />Localized<br />Collaboration<br />Leveraging ICT<br />
  25. 25. Collaboration with Key Stakeholders<br />Founders<br />(CSR)<br />Leading Global<br />Business<br />Schools/<br />Trainers<br />Multinationals<br />Consulting<br />Firms<br />Local <br />Universities<br />Arab/Muslim<br />Business<br />Professors<br />
  26. 26. Founders<br />(CSR)<br />Leading Global<br />Business<br />Schools/<br />Trainers<br />Multinationals<br />Consulting<br />Firms<br />Local <br />Universities<br />Arab/Muslim<br />Business<br />Professors<br />MILE seek to identify a win-win relationship with all its stakeholder groups by identifying<br /><ul><li>what is it for MILE
  27. 27. what is in it for each group</li></li></ul><li>Collaboration with Key Stakeholders<br />Founders<br />(CSR)<br />Leading Global<br />Business<br />Schools/<br />Trainers<br />Multinationals<br />Consulting<br />Firms<br />Local <br />Universities<br />Arab/Muslim<br />Business<br />Professors<br />In addition to Savola Group, MILE will seek the contribution of major local organizations; e.g.<br />
  28. 28. Founders<br />(CSR)<br />CSR Founders can offer:<br />Financial contribution to the endowment<br />Guarantee participation in MILE programs <br />MILE can offer:<br />A cost-effective CSR project to achieve the highest return on investment<br />An opportunity to give their executives a priority in benefiting from MILE’s services<br />Developing case studies and applied research for the sponsor company<br />Publicizing donors logos in all of MILE’s publications<br />
  29. 29. Collaboration with Key Stakeholders<br />Founders<br />(CSR)<br />Leading Global<br />Business<br />Schools/<br />Trainers<br />Multinationals<br />Consulting<br />Firms<br />Local <br />Universities<br />Arab/Muslim<br />Business<br />Professors<br />
  30. 30. Leading <br />Business <br />Schools/<br />Trainers<br />Leading Business Schools can offer:<br />Cutting-edge content, case studies and lecturers<br />Access to on-line resources.<br />Cross listing of joint programs<br />MILE can offer:<br />A channel through which Business Schools can offer and promote their programs<br />The opportunity to participate in joint research<br />Offering joint programs of interest to multinational executives who are/plan doing business in our region.<br />Facilitate internship opportunities for their MBA students in local corporations. <br />Development of case studies for local companies<br />
  31. 31. Example of Business School whom MILE approached to explore collaboration opportunities:<br />
  32. 32.
  33. 33.
  34. 34.
  35. 35.
  36. 36.
  37. 37.
  38. 38. Collaboration with Key Stakeholders<br />Founders<br />(CSR)<br />Leading Global<br />Business<br />Schools/<br />Trainers<br />Multinationals<br />Consulting<br />Firms<br />Local <br />Universities<br />Arab/Muslim<br />Business<br />Professors<br />
  39. 39. Consulting<br />Firms<br />Consulting Firms can offer:<br /> Adding to MILE intellectual capital a documentation of real-life case studies<br /> Educating participants on the state-of-the-art management consulting techniques<br />Having senior consultants offer Webinars or moderate MILE’s blogs.<br />MILE can offer:<br />An opportunity to present their experiences and capabilities<br />An opportunity to display the portfolio of their products and services<br />An opportunity to offer a community service and have their logo displayed<br />
  40. 40. Collaboration with Key Stakeholders<br />Founders<br />(CSR)<br />Leading Global<br />Business<br />Schools/<br />Trainers<br />Multinationals<br />Consulting<br />Firms<br />Local <br />Universities<br />Arab/Muslim<br />Business<br />Professors<br />
  41. 41. Muslin/Arab <br />Business <br />Professors<br />Arab/Muslim Business Professors can offer:<br />Faculty members who understand or appreciate local values, culture and traditions<br />Offer Webinars or moderate MILE’s blogs<br />Faculty who place a special value for visiting or working in Madinah<br />MILE can offer:<br />An opportunity to serve their original home countries and contribute to their development<br />An opportunity for Muslims to visit Makah and have a short stay in Madinah<br />An opportunity to enrich their business network<br />An opportunity to conduct applied research on local organizations<br />An opportunity to develop local case studies<br />
  42. 42. Dr. Jamal Badawi<br /><ul><li>Egyptian born Muslim Canadian professor in Saint Mary’s University in Halifax, Nova Scotia.
  43. 43. Well-known author, activist, preacher and speaker on Islam and Muslims.
  44. 44. Authored several books and articles on Islam
  45. 45. Researched, designed and presented a 352-segment television series on Islam, shown in many local TV stations in Canada and the US and in other countries as well.
  46. 46. Founder/chairman of the Islamic Information Foundation
  47. 47. Guest Scholar at The American Learning Institute for Muslims</li></li></ul><li>Dr. Akbar Ali Khan<br /><ul><li>established Centre for Government Studies at the BRAC University
  48. 48. visiting professor
  49. 49. chairman of the Regulatory Reform Commission to modernize old and ineffective laws in Bangladesh.
  50. 50. 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. </li></li></ul><li>Dr. Mahmoud El-Gamal<br /><ul><li>Chair, Department of Economics, Rice University, Houston, Texas.
  51. 51. Chaired Professor of Islamic Economics, Finance, and Management, and Professor of Economics and Statistics, Rice University, Houston, Texas.
  52. 52. Was Scholar in Residence, U.S. Department of Treasury, Washington, DC.
  53. 53. Was an Economist, Middle East Department, in the International Monetary Fund, Washington, DC.</li></li></ul><li>Dr. Rafik Beekun<br /><ul><li>Professor of Management and Strategy and Co-Director, Center for Corporate Governance and Bus: Ethic at University of Nevada.
  54. 54. RafikBeekun’s Specialties: Business ethics, governance, corporate strategy, international management, and the link between spirituality and management.
  55. 55. He is a Charter member of the Minaret Business Association, a global networking association of Muslim CEOs globally, and a member of the board of
  56. 56. He has also served two terms as President of the Association of Muslim Social Scientists of North America, as a member of the MajlisShura of the Islamic Society of North America, and as a member of the Board of Advisors of the North American Islamic Trust.
  57. 57. He has published several books including one on Islamic Business Ethics.
  58. 58. 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.</li></li></ul><li>
  59. 59. Omar Besbes<br />Operations and Information Management<br />Wharton School, University of Penn<br />WaheedHussain<br />Legal Studies and Business Ethics<br />Harvard<br />Wasim Azhar<br />Marketing<br />Marketing, U. of California, Berkley<br />NaeemZafar<br /> Entrepreneurship <br />University of California, Berkley<br />
  60. 60. 48<br />
  61. 61.
  62. 62. Collaboration with Key Stakeholders<br />Founders<br />(CSR)<br />Leading Global<br />Business<br />Schools/<br />Trainers<br />Multinationals<br />Consulting<br />Firms<br />Local <br />Universities<br />Arab/Muslim<br />Business<br />Professors<br />
  63. 63. Local Universities can offer:<br />Local professors can act as tutors and supervise follow up activities<br />Developing local capabilities<br />Local<br />Universities<br />MILE can offer :<br />Skills and knowledge transfer to local faculty<br />Encouraging and supporting local business professors to develop local case studies<br />Coordination between academic research and the business community<br />
  64. 64. Collaboration with Key Stakeholders<br />Founders<br />(CSR)<br />Leading Global<br />Business<br />Schools/<br />Trainers<br />Multinationals<br />Consulting<br />Firms<br />Local <br />Universities<br />Arab/Muslim<br />Business<br />Professors<br />MILE will seek the contribution of major multi-national corporations ; e.g.<br />
  65. 65. Multinationals can offer:<br />Contribution to MILE programs in the form of speakers or case studies.<br />Access to knowledge resources available at MNC’s Corporate Universities <br />Sponsoring of MILE’s events and participants.<br />Multinationals<br />MILE can offer:<br />Contribute to MILE intellectual capital through their Corporate Universities. <br />An opportunity to offer a community service and have their logo displayed in MILE publications<br />Have their managers enroll in MILE’s programs<br />Opportunity to sponsor events or offer scholarship for participation in MILE’s programs.<br />
  66. 66. Role Modeling<br />Sustainability<br />Life-long<br />7 Strategic Themes<br />Holistic<br />Localized<br />Collaboration<br />Leveraging ICT<br />
  67. 67. Social Networking<br />
  68. 68. 56<br /><br />
  69. 69.
  70. 70.
  71. 71. Monitoring traffic at our web sites<br />
  72. 72. Role Modeling<br />Sustainability<br />Life-long<br />7 Strategic Themes<br />Holistic<br />Localized<br />Collaboration<br />Leveraging ICT<br />
  73. 73. Localization<br />Develop local case studies<br />Produce documentary of successful local business leaders<br />Provide guidance to invited speakers on areas of adjustments needed in their training tools and materials to suite local requirements<br />Develop the skills of local university business professors in offering Executive Education programs<br />
  74. 74.
  75. 75. Role Modeling<br />Sustainability<br />Life-long<br />7 Strategic Themes<br />Holistic<br />Localized<br />Collaboration<br />Leveraging ICT<br />
  76. 76. MILE holistic approach to executive education is rooted in the worldview of human nature<br /><ul><li>Speakers
  77. 77. Training Techniques
  78. 78. Assessment
  79. 79. Books and References
  80. 80. Leading by values
  81. 81. Visit to holy cities
  82. 82. Spiritual Intelligence
  83. 83. Healthy Food
  84. 84. Medical Checkup
  85. 85. Exercise
  86. 86. Networking
  87. 87. Emotional Intelligence
  88. 88. 360 Strength Finder
  89. 89. Teambuilding
  90. 90. Trust building</li></li></ul><li>Role Modeling<br />Sustainability<br />Life-long<br />7 Strategic Themes<br />Holistic<br />Localized<br />Collaboration<br />Leveraging ICT<br />
  91. 91. Executive Education is not an event<br /> Pre-program Program Post-program<br /><ul><li>Readings
  92. 92. Profiling:
  93. 93. 360 self-assessment
  94. 94. Personality
  95. 95. Ethicometer</li></ul>Week One Week Two<br /><ul><li>Personal Development Plan
  96. 96. Peer & Mentor Networks
  97. 97. Monthly webcasts
  98. 98. Work-based Project
  99. 99. Online learning resources</li></ul>Evaluation and Next Steps <br />
  100. 100. EDUCATION AND APPLICATION<br />NETWORKING<br />•<br />Executive/Leadership Development<br />•<br />MILE Community Network<br />•<br />Assessment Centre<br />•<br />Alumni Networks<br />Learn with group<br />•<br />Conferences<br />•<br />Access to consultants/executive <br />•<br />Benchmarking<br />education experts/speakers <br />•<br />Best practices sharing<br />database<br />INTEGRATED <br />LEARNING<br />WEB<br />-<br />BASED<br />LEARNING<br />SUPPORT<br />•<br />Leadership Simulations<br />•<br />Newsletters<br />•<br />Research and tools<br />•<br />Online resources<br />Learn alone<br />•<br />Personal Development Plans<br />•<br />Executive Coaching<br />•<br />Webinars<br />Informal<br />Formal<br />MILE Development Tool Kit<br />
  101. 101. Post-Program Continuous Learning<br />
  102. 102. Executive Coaching<br />
  103. 103. Role Modeling<br />Sustainability<br />Life-long<br />7 Strategic Themes<br />Holistic<br />Localized<br />Collaboration<br />Leveraging ICT<br />
  104. 104. Sustainability<br />Proper corporate governance<br />Sound business model to ensure making the best use of the endowment fund<br />Forging long term win-win collaborations with multiple stakeholders<br />
  105. 105. Role Modeling<br />Sustainability<br />Life-long<br />7 Strategic Themes<br />Holistic<br />Localized<br />Collaboration<br />Leveraging ICT<br />
  106. 106. Role Modeling<br />MILE aspires to be a role model through employing best management practices and adhering to the highest standards of business ethics.<br />
  107. 107. Professional and Business Development<br />Spiritual Serenity<br />High Quality Life<br />MILE:A unique location: a unique experience<br />
  108. 108. On January 2010, MILE offered its first pilot Executive Education Program to examine the validity of our assumptions and practicability of its 7 strategic themes.<br />
  109. 109. Program for Advanced Leadership & Management(PALM)January 15-28, 2010Madinah, Jeddah, Saudi Arabia<br />
  110. 110.
  111. 111. PALM Program Week One:<br />
  112. 112. PALM Program Week Two:<br />
  113. 113. PALM Philosophy for Integrated Self Development<br />
  114. 114. PALM Development Focus<br />
  115. 115. Faisal A. Abdalla<br />Vice President, Abdul LatifJameel Retail <br />Dr. John H. Fleming<br /> Principal & Chief <br />Scientist, <br />Gallup Consulting<br />Dr. Tarek H. Selim<br />Associate professor of economics at the American University in Cairo<br />Dr. Paul Showemaker<br />Wharton School,<br />University of Pennsylvania<br />Dieter Roelen<br />Partner, Mckinsey & company<br />Bahjat El-Darwiche<br />Partner, <br />Booz & company<br />ZohairEloudghiri<br />Chief Executive Officer - Foods Sector, Savola Group<br />Rafael Viñas<br />Senior instructor,<br />Globcon<br />Dr. Jean-Luc Kastner<br />Head of the Learning skills lab of the Stonfield Institute of Human Dynamics - Paris<br />Ali Bouhouch<br />Senior Consulting Partner,<br />FranklinCovey<br />Dr. Walid A. Fitahi<br />CEO,Chairman Medical Center – Jeddah, KSA<br />
  116. 116. PALM Learning Tools<br />
  117. 117. My Strengths’ Mirror<br />The objectives are:<br />To focus on positive attribute rather than negative<br />To help individuals realize their potential <br />To sharpen participants’ observation skills<br />To improve participants’ skill in providing feedback at the workplace<br />
  118. 118. Plus<br />Complementary Books<br />
  119. 119. The Learning Log<br />Designed for each <br />participant to log ‘key’ learning and actions that he/she plans to execute upon returning to his/her office.<br />
  120. 120. Profiling Assessments<br />Brain Dominance<br /> Survey<br />The Learning Style<br />
  121. 121. PALM Philosophy for Integrated Self Development<br />
  122. 122. Historical Sites Field Visits & Optional Umrah Trip<br /><ul><li>Masjid Al Nabawi
  123. 123. Uhud
  124. 124. Saqeefah Banu Sa’dah
  125. 125. Masjid Qiblatain and Khandaq
  126. 126. Masjid Quba
  127. 127. Masjid Al-Haram</li></li></ul><li>PALM Philosophy for Integrated Self Development<br />
  128. 128. Gala Dinners<br />Gala Dinner 2<br />The Challenge of Going from Local to Global <br /> Eng. Zouhair Eloudghiri <br />Host: Savola Food<br />Gala Dinner 1<br />Blue Ocean Strategy – Dr. Tarek Selim, AUC<br />Host: Knowledge Economic City<br />Gala Dinner 3<br />Trust, The Success Element<br />Dr. Walid Fitahi, Founder and CEO<br />Host: International Medical Center<br />Gala Dinner 5<br />Group Social Event, <br />Oriental Dinner and Folk Dance<br />Gala Dinner 4<br />Peripheral Vision<br />Dr. Paul Schoemaker, Wharton School, U. of Penn.<br />Host: Local Young Presidents Organization (YPO)<br />
  129. 129. PALM Philosophy for Integrated Self Development<br />
  130. 130. Aerobics and Mid-day Stretching<br />Healthy Eating<br />Free Medical Checkup<br />
  131. 131. Participant Distribution<br />By Industry of Work<br />Education, 2<br />Construction, 2<br />Finance, 5<br />Services, 8<br />Telecommunication, 2<br />FMCG, 20<br />Steel Trading, 2<br />Real Estate, 10<br />Medical, 1<br />Packaging, 2<br />Manufacturing, 1<br />General Consulting, 1<br />
  132. 132. Participant Distribution<br />By Academic Qualification<br />
  133. 133. Participant Distribution<br />By Years of Experience<br />
  134. 134. Participant Age Distribution<br />By Age<br />20<br />19<br />18<br />17<br />16<br />15<br />14<br />13<br />12<br />11<br />10<br />9<br />8<br />7<br />6<br />5<br />4<br />3<br />2<br />1<br />0<br />Avg. Age<br />41<br /> <35 35-39 40-50 50><br />Age Group<br />
  135. 135. Nationalities<br />Participant Distribution by Work Location<br />
  136. 136. PALM Participants’ Employers<br />
  137. 137. Post Program Evaluations<br />Overall Rating<br />Strongly Agree<br />Strongly Disagree<br />
  138. 138. Testimonials<br />“The diversity of participants & their expressions added great <br />value to the program”<br />Ahmed Sheikh<br />Managing Director, Regent Business School<br />South Africa<br />“Excellent combination of participants, disciplines &<br /> venue”<br />Mohammad Naeem Waziri<br />Chief Financial Officer<br />PMDC, Saudi Arabia<br />“Cross cultural teams, interactive discussions, group tasks. <br />It was both a spiritual and professional re-awakening”<br />Muhammad Nadim Baig<br />Chief Operating Officer<br />IFFCO Pakistan<br />
  139. 139. “Chance to network with businessmen – opportunity to learn <br />About the business culture of Saudi Arabia and beyond. The <br />executives who spoke were great!!”<br />Hoossam S. Malek<br />Booth School of Business, Chicago University<br />BCP Securities, U.S.A<br />“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”<br />Gerrit Mastenbroek<br />Chief Executive Officer<br />TNT Logistics Europe<br />Netherland<br />
  140. 140. Thank you and we need everybody’s support<br /><br />