"The Ultra Productive Leader" by AverrÖes Executive Education A certificate course using case studies & simulations from Harvard Business School by Dr. Zeeshan Qader BBA, MBA, MS, Ph.D. - Award-winning trainer having international experience in USA, Europe, and Pakistan.

1. 2nd -4th NOVEMBER, GLORIA HOTEL DUBAI

2. Principal Instructor
Coming from Nakka Kahut a small village of a few thousand people from
Tehsil Talagang (Punjab), Dr. Qader secured global distinction in Physics
during his O-levels and did his A-levels on Scholarship. In 2003 secured
a position in the prestigious BBA Management Information Systems (MIS)
at IBA Karachi. Afterwards he secured 700 GMAT and Top 0.03 Percentile
in GAT (Pakistani GRE) to get both French Government and Higher
Education Commission Pakistan Scholarships. He did MBA Change &
Innovation and MS General Management in one year from IAE-Aix
Graduate School of Management (Kellog Affiliate) with distinction in both
degree programs. His final educational achievement was to get “Très
Honorable Avec Félicitations du Jury,” meaning "Very Honorable, with
Committee Praise equivalent to Gold Medal", the highest academic
distinction awarded in the French academic University System.
During his teaching tenure at KEDGE Business School Marseille, France
(Grande Ecolé) he taught American, German, French, Belgian, Indian,
Spanish, Moroccan, Italian, Brazilian, Colombian and Swedish students
at the MBA and BBA level with exceptionally high 4.7/5 student
evaluations. The Grandes Écoles are highly selective and prestigious
institutions and their graduates often dominate the private and public
sectors of French society.
Dr. Qader was an early adopter of Bitcoin with investments going back to
2011, he is often consulted by Bitcoin Magazine. He’s taught at IBA
Karachi, NUST Business School, NUST School of Social Sciences, NUST
School of Arts & Design, MAJU, CUST, UoL and COMSATS with
excellent student reviews. In Summer 2016 he took the Entrepreneurial
route and created AverrÖes Advanced Analytics which serviced Louis
Vuitton, TAG Heuer, Telenor Group and Volkswagen. Later AverrÖes
Advanced Analytics was sold for a very considerable amount and that
money was invested in 32 Tech Startups like the NLP AI Research
Program at MIT Lincoln Laboratory.
Dr. Qader has also developed 3 experimental forms of Human Level
Artificial Intelligence for Johns Hopkins Psychology lab in collaboration
with ARPA. Now his passion project is to transfer those hard-earned
skills to Pakistani CEOs through AverrÖes Executive Education. Together
we will make Pakistan the #1 Entrepreneurial Country in the world by
2030.

3. Day 1: 2nd
Nov 2018.
2:30pm - 6:30pm.
Ultra-Productivity for Modern CEOs.
In brief Ultra-Productivity is all about maximizing your time to productivity ratio. It feels incredible when you leave the office after
Ultra-Productive day. With the right approach, you can make this happen every day. You don’t need to work longer or even do
more—you just need to work smarter. Imagine yourself leading an Ultra-Productive office which outperforms and outcompetes
all your competitors with east. An office where there are no delays, no excuses and only results. With this course you can make
that dream a lucrative reality.
“Time is really the only capital that any human being has, and the only thing he can’t afford to lose.”—Thomas Edison
On the first day, we will provide you with an in-depth understanding of Ultra-Productivity and how to transfer this knowledge to
your employees. This approach has been proven to boost output in teams by up-to 700%. Ultra-Productivity is a must have skill
for any effective business leader. In this session we will cover the following basics:
1. How to create an environment in which workflow is streamlined.
2. How to use the (10+2)*5 formula and it’s complete understanding.
3. Real-Life Case: How Dr. Zeeshan Qader became ultra-productive.
4. Natural productivity cycles and how you can harness them.
5. How can you can set goals you will always achieve.
6. Managing breaks to recuperate for yourself and your team.
7. What your decision-making says about your productivity level.
After this session you will be able to solve business problems in one go, without having to revisit them repeatedly. Your schedule
will become efficient so that you won’t have to make a single phone call or write and email after stepping out of the office. Youwill
be able to set agendas of meetings without useless interference and feedback which wastes your precious time.

4. Day 2: 3rd
Nov 2018
9am -12pm.
On this day we shall cover two HBS Cases on Leadership and one Advanced Simulation to refine and hone your leadership
skills.
HBS Case #1: Leadership at Starbucks, Howard Schultz & Charisma.
Authors: Nancy F. Koehn, Kelly McNamara, Nora N. Khan, Elizabeth Legris.
Starbucks Coffee Company: Transformation and Renewal analyzes the turnaround and reconstruction of Starbucks Coffee
Company from 2008 to 2014 as led by CEO and co-founder Howard Schultz. The case offers executives and students an
opportunity to examine in depth how Schultz and his team saved Starbucks from near-collapse, by both executing a deep,
comprehensive return to its core values and, at the same time, investing in a range of new products, customer experiences and
organizational capabilities designed to make the company fit for enduring success in a turbulent global economy. Set against
the backdrop of the Great Recession, the case also considers the impact of unprecedented important shifts in consumer
spending and confidence as well as new competitive forces on Starbucks' transformation. The case concludes by examining
Schultz's own leadership journey, the lessons he learned personally during Starbucks transformation, and how he is using these
lessons-within Starbucks and on the national stage-to redefine the roles and responsibilities of a public corporation in the 21st
century. Based on extensive interviews conducted with Schultz and other Starbucks executives conducted from 2011 to 2014,
the case offers a range of vital lessons on leadership, organizational transformation, restructuring, strategy, innovation,
entrepreneurial vision, and customer service.
Learning Objective
To help executives and students analyze and understand in depth how Howard Schultz and his team saved and transformed
Starbucks Coffee Company from 2008-2014 by both executing a deep, comprehensive return to its core values and, at same
time, investing in a range of new products, customer experiences and organizational capabilities designed to make the company
fit for enduring success in a turbulent global economy. The powerful lessons from this study apply to a wide range of leaders and
organizations in the turbulent global economy of the 21st century.
Major Skills: Leadership, Growth, Retail, Decision making, Entrepreneurship, Leadership development, Change
management, Risk, Values, Transformations, Products, Turnarounds, Strategy, Uncertainty.

5. Day 2: 3rd
Nov 2018
1pm - 4pm.
HBS Leadership Simulation #1: Organizational Behavior, Judgment in a Crisis.
Designer: Michael A. Roberto.
This case is the winner of the 2015 International Serious Play Bronze Award. In this single-player simulation, students play the
role of a product manager at Matterhorn Health, a medical device manufacturer. The company recently launched the
“GlucoGauge” blood glucose monitor, the company's most expensive product development effort to date. In spite of vigorous
pre-release testing, there are problems reported by customers almost immediately after launch. Throughout the simulation,
students will use a series of desktop applications to receive communications from their colleagues about the problem at hand.
They will receive a barrage of information through various channels - email, video messages, voicemail messages, and instant
message chats - requesting that they determine the root cause of the issue and make recommendations on how Matterhorn can
get ahead of this problem.
From Michael A. Roberto, the co-author of Leadership and Team Simulation: Everest V2 and Columbia's Final Mission, this
simulation explores issues related to human judgment and decision making during a crisis. It is appropriate for courses on
organizational behavior, principles of management, leadership, and managerial decision making.
Learning Objective
1.To provide leaders with an understanding of several factors which impair judgment and decision-making.
2.To give leaders an opportunity to practice how managers should respond in a crisis situation,.
3.Specifically handling a crisis pertaining to a safety or quality concern about a new product.
4.To analyze the validity of conventional approaches to root cause analysis that many managers employ.
Major Skills: Organizational behavior, Crisis management, Behavioral economics, Cognitive framing, Root cause analysis,
Sunk-cost fallacy, Decision making, Decision theory, Heuristics, Leadership, Psychology, Product management, Social
psychology, Cognitive psychology, Anchoring effect, Strategy.

6. Day 2: 3rd
Nov 2018
4:30pm - 7:30pm.
HBS Case #2: Leadership Lessons from BlackBerry
Authors: Deborah Himsel, Andrew C. Inkpen.
The launch of BlackBerry by Research in Motion (RIM) in 1999 laid the foundation for the development of smartphones. The
next decade was a period of spectacular growth for RIM, making its two co-CEOs billionaires. At the end of 2007 the company
had a market capitalization of more than $60 billion. Sales peaked at almost $20 billion in 2011. In 2016, sales were $2.2
billion, and the company had lost money for four straight years. With the market capitalization having fallen to $4 billion by
August 2016, the survival of BlackBerry (the company changed its name from RIM to BlackBerry) was uncertain.
Learning Objective:
This case can be used for several teaching purposes. The case can be used to illustrate the process of innovation and the
linkages between strategy, competitive advantage, and innovation. BlackBerry created a unique product and for a few years
occupied a competitive position with no rivals. The company established a competitive advantage based on product
differentiation and saw BlackBerry become one of the most recognizable and valuable global brands. Unfortunately, the success
could not be sustained once competitors, and particularly Apple, entered the smartphone market. After many attempts to
change its strategy, BlackBerry eventually was forced to exit the hardware market. In a marketing class the case could be used
to illustrate the challenges of being a pioneer versus a follower. The case can also be used to focus on leadership and building a
culture of adaptability and change, especially in a successful organization. Initially the yin and yang of Lazaridis and Balsillie's
complementary approaches led to innovation and growth. Rapid growth, distraction from lawsuits and increased competition,
highlighted a fundamental lack of strategy, vision, reactive leadership and hierarchical, undisciplined, soiled, arrogant
organization culture. The case can also highlight some of the fundamental leadership differences between Lazaradis/Balsillie
and Steve Jobs, especially as it relates to vision, customer focus and simplicity of message.
Major Skills: Leadership, International business, Innovation, Change management, Competitive strategy, Strategy,
Smartphones.

7. Day 3: 4th
Nov 2018
9am - 12pm
On this day we shall cover two HBS Cases on Leadership and one Advanced Simulation to refine and hone your leadership
skills.
HBS Case #3: Elon Musk & Tesla, Inc.
Authors: Frank T. Rothaermel, David R. King.
The case is set in October 2017 and the case protagonist is Elon Musk, co-founder and CEO of Tesla, Inc., one of the first fully
integrated sustainable energy and transportation companies. The case focuses on the electric vehicle segment of the business
(formerly known as Tesla Motors Inc. prior to the 2016 acquisition of SolarCity, a solar energy company). The case begins by
Elon Musk reviewing the latest production data for the newly introduced Model 3. Musk had promised that Tesla would build
1,500 vehicles of its newest car model in the third quarter of 2017, and then ramping up production to 5,000 Model 3 vehicles
per week in the fourth quarter (for a total of 65,000 cars). The reality: the maker of all-electric vehicles barely managed to build
260 vehicles of the new Model 3 in the entire third quarter. The poor result is a huge disappointment. The case then goes on to
look at Musk's new strategy introduced for the company in 2016 ("Master Plan, Part Deux") to continue the pursuit of its vision
"to accelerate the advent of sustainable energy." In 2017, Tesla, Inc. boasted a market capitalization of some $60 billion, an
appreciation of more than 1,300 percent over its initial public offering price in 2010 (Exhibit 1 in the case). Indeed, Tesla had
become the most valuable American car maker, ahead of both, GM and Ford.
Learning Objective
Vision, mission, and values; Strategic leadership; External and internal analyses; Functional strategy, esp. operations
management; Business models; Competitive strategy; Innovation and technology strategy; Platform strategy and network
effects; Learning curve; Organizational culture and structure.
Major Skills: Leadership, Mission statement, Innovation, Technology, Operations management, Vision, Organizational
structure, Competitive strategy, Learning curves, Organizational culture, Values, Business models, Platforms, Network effects,
Analytics, Strategy.

8. Day 3: 4th
Nov 2018
1pm - 4pm
HBS Leadership Simulation #2: Challenges of Mount Everest.
Designers: Michael A. Roberto; Amy C. Edmondson
This award-winning simulation uses the dramatic context of a Mount Everest expedition to reinforce student learning in group
dynamics and leadership. Students play one of 5 roles on a team of climbers attempting to summit the mountain. During each
round of play they must collectively discuss whether to attempt the next camp en route to the summit. Ultimately, teams must
climb through 5 camps in 6 simulated days totaling approximately 1.5 actual hours of seat time. Team members analyze
information on weather, health conditions, supplies, goals, and hiking speed, and determine how much of that information to
communicate to their teammates. Along the journey, the team must also make decisions in response to 3 hidden challenges
which affect their ascent, hiking speed, health, and overall success.
Version 3 retains the same core experience and learning objectives while featuring key improvements for students and faculty.
This includes a new design and layout, new team challenges, new team assignment options (including the ability to work in
pairs), new instructions and videos, and better usability across devices.
Learning Objective
This simulation helps the Leader, build, participates in and manages effective teams in difficult conditions and also teaches:
1. How teams can streamline and improve the way the collaborate on making critical decisions.
2. How opposing interests and asymmetric information affect team dynamics.
3. How leaders shape team decision-making and performance in competitive and time-sensitive situations.
4. How teams and leaders make tradeoffs in challenging environments, especially when there is a tradeoff between term gains
and long term profitability.
5. How cognitive biases and competing personal goals impede the macro objectives.
Major Skills: Organizational behavior, Decision making, Leadership, Group dynamics, Strategy, Leading teams.

9. Day 3: 4th
Nov 2018
4:30pm - 7:30pm
HBS Case #4: GE Under the Jack Welch's Leadership.
Author: Christopher A. Bartlett.
GE is faced with Jack Welch's impending retirement and whether anyone can sustain the blistering pace of change and growth
characteristic of the Welch era. After briefly describing GE's heritage and Welch's transformation of the company's business
portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six
of Welch's major change programs: The "Software" Initiatives, Globalization, Redefining Leadership, Stretch Objectives,
Service Business Development, and Six Sigma Quality.
Learning Objective
To expose students to GE's revitalization efforts, including corporate strategy development, transformational change
management and leadership, and corporate renewal.
Major Skills: Leadership, Leadership development, Succession planning, Goals, Infrastructure, Change management,
Organizational development, Operations management, Business policy, Executives, Information management, Organizational
culture.
8:15pm -9:00pm
Distribution of Certificates: “The Ultra-Productive Leader”
Congratulations, you have now learned the essential skills that every Ultra-Productive Leader requires to better manage his or
her time. You will now be able to get the most out of your team and from previous iterations of this program, boost your
productivity by up-to 700%. The biggest complaint of every business leader is the lack of output from their subordinates and
this certificate course has been specifically designed to help you overcome this

10. Accommodation & Event Partner
GLORIA HOTEL DUBAI.
T: +971 4 399 6666 / 800-Gloria (456742)
F: +971 4 399 6000
E: info@gloriahotelsdubai.com
Opposite Internet City Metro Station -
‫د‬‫بي‬ - ‫ز‬‫ا‬‫يد‬ ‫ا‬‫لش‬‫ي‬‫خ‬ ‫ش‬‫ارع‬
453C+7R Dubai - United Arab Emirates.
www.gloriahoteldubai.com

11. THE COMPLETE PACKAGE INCLUDES
1. Complementary Gifts.
2. 14 Day Visa for UAE.
3. Stay at a Luxury Hotel.
4. Pick & Drop from Airport.
5. Breakfast, Lunch & Dinner.
6. Certificate of AverrÖes EE.
7. Return Ticket from your City.
8. Exclusive City Tour of Dubai.
9. Premium Networking Opportunity.