Transcript Mawhiba Strategic Plan Presentation

Fostering Giftedness and
Creativity and Supporting
Innovation
Presentation of Mawhiba Strategic Plan
June 2007
This report is solely for the use of client personnel. No part of it may be
circulated, quoted, or reproduced for distribution outside the client
organization without prior written approval from McKinsey & Company.
This material was used by McKinsey & Company during an oral
presentation; it is not a complete record of the discussion.
Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
2
Aspiration and objectives of the project
Project objectives
Long-term aspiration
To develop a well-functioning
infrastructure to foster
giftedness and creativity and
support innovation in Saudi
Arabia along the entire life
cycle of a person
Source:
Letter of proposal
1
Develop the long term vision blueprint for
the Kingdom and Mawhiba outlining the
required infrastructure to foster
giftedness and creativity and support
innovation
2
Outline business plan and operational
plan to get traction quickly and to
implement the vision blueprint
3
Project plan and timeline
Phase 1:
Overall strategy
1
2
Diagnostic
and benchmarking
Timeline
Phase 2:
Syndication
3
End of
November
• International
benchmarking
• Literature
4 5-year overall plan
Syndicate strategy
5 Mawhiba operating model
Develop
strategy
~9 weeks
Deliver- • Saudi
ables
situation
analysis
Phase 3:
Business plan and operational plan
6 2-year detailed initiative definition
3–4 weeks
End of
End of
February
March
• Key design
decisions
• National
strategy
• Syndicated
strategy and
national
program
~10 weeks
End of
May
• 5-year
overall plan
• Mawhiba
operating
model
• 2-year
detailed
initiative
definition
• Prioritization
of key
initiatives
Business plan
Operational plan
research and
frameworks
4
The national strategy has been informed by a thorough review of the
giftedness literature, Saudi situation, and international best practice
Inputs
• Interviews with senior experts on
Literature research
and frameworks
•
•
•
•
Saudi situation
analysis
•
•
•
giftedness and innovation
Review of literature in giftedness,
creativity and innovation
Workshops with project team and expert
panel to develop frameworks
Feedback from 7 internationally
renowned giftedness experts
Comprehensive review of gifted
education and innovation in the Kingdom
Over 120 interviews and 15
workshops conducted with domestic
stakeholders
Quantitative analysis based on
domestic and international
information sources and review of key
strategic documents and plans
Assessment of current system and
Mawhiba’s performance
• Broad system benchmarking of over
International
benchmarking
Outputs
• National strategy
• Action plan for next 5 years
– Overall implementation plan
– Technical planning documents
for the four key initiatives
Supporting material
• Literature review (giftedness and
•
•
•
creativity frameworks)
Saudi situation analysis
Synthesis of international
benchmarking
6 country fact packs
20 countries and 90 institutions
• In-depth benchmarking of more than
20 giftedness and innovation
institutions in Malaysia, Singapore,
Korea, Switzerland, Finland and the U.K.
through 2-week trip
5
Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
6
The Kingdom of Saudi Arabia is currently facing a unique set of local and
international challenges
Developments
Challenges for Saudi Arabia
Rising emphasis on
knowledge-based
industries
Increasing need for innovation and distinctiveness
Growing youth
population
Increased rate of (youth)
unemployment
Recent admission of
U.S.A. to the World
Trade Organization
Increased competition
International competition
for “war for talent” highly
skilled personnel
Major lack of highly skilled
personnel
Challenge is to
ensure long-term
competitiveness of
Saudi economy
7
To address these challenges, several initiatives are under way
Implementation of many
national plans and initiatives
• Eigth national development plan
• King Abdullah University of
Science and Technology
• Industry strategy 2020
• Economic cities
• National plan for Science and
Technology
• National plan for communication
Anticipated outcome in
case of success
• Huge economic growth and
prosperity for the Kingdom
• Contribution of SAR billions
to GDP
• Creation of a large number
of jobs
and IT
• SAGIA plan for Knowledge
Based Industries (KBI)
8
The Mawhiba strategic plan aims to support the success of these national
plans and initiatives to face the challenges of the Kingdom
Implementation of many strategic plans,
projects, and initiatives
Implementation
requires sufficient
number of talented and
gifted young leaders
Related plans,
initiatives, and
projects
• Huge economic growth
and prosperity for the
Kingdom
• Contribution of SAR
billions to GDP
• Creation of a large
number of jobs
Mawhiba strategy
for fostering
giftedness and
creativity and
supporting
innovation
9
Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
10
Mawhiba will focus on fostering giftedness and creativity,
thereby supporting the national innovation system
Mawhiba framework for giftedness and creativity
A Vision and objectives
Supported
elements of the
innovation system
Vision and objectives
B System structure
Preschool
Primary
school
Secondary
school
University/
tertiary
Adulthood
Policy organizations
Policy
and governance
Parents
Gifted/
talented
individual
Society
Interfaces to innovation
C Environment
Human
capital
Idea
generation
Teachers
11
Mawhiba Vision 2022
To be a creative society with a critical
mass of gifted and talented young leaders
who are innovative, highly educated and
well-trained to support the sustained
growth and prosperity of the Kingdom
Source:
Team analysis
12
The Mawhiba vision will be realized through
three consecutive 5-year plans
Focus of following
section
Level of implementation
Phase 3
Mawhiba
Phase 2
vision
2022
Phase 1
2007/08
2012/13
First 5-year
plan for
Mawhiba
2017/18
Second 5-year
plan for
Mawhiba
2022/23
Third 5-year
plan for
Mawhiba
13
Overview of five key Mawhiba initiatives for the next 5 years
Agreed priority
initiatives
Linkage between
initiatives
Pre-school
Primary school
Secondary
school
1
University/
tertiary
Adulthood
3
Mawhiba School Partnerships
2
Mawhiba Young Leaders and Scholarship
Program
Mawhiba Enrichment Programs
• Summer programs
• After-school programs
4
• Competitions and awards (School to university age)
Mawhiba Creative
Work Environment
Initiative
Programs available at all stages of the
lifecycle; no automatic transition
between programs*
Overarching initiatives
5
Mawhiba Awareness and Communication Initiative
Research and policy unit
Research and policy unit
*
Transition always depends on suitability of student against selection criteria set by respective programs
14
International experts were positive about the vision blueprint but
cautioned on staging and capability building during implementation
Name
Role
Quote
Joseph Renzulli
• Director, National Research
“It is an excellent plan and has carefully thought through
the issues faced in developing gifted programs for the
national system”
Centre on the Gifted and
Talented, University of
Connecticut
Robert J. Sternberg
• Director, PACE* Center, Yale
University
Joyce van Tassel-Baska
• Executive Director, Center for
Gifted Education, College
of William and Mary
Deborah Eyre
• Executive Director, National
Academy
for Gifted and Talented Youth,
U.K.
Meesook Kim
• Director, National Research
Centre for Gifted and Talented
Education, Korea
“In general, I think it is excellent – much better than the
large majority of plans seen”
“The plan is quite comprehensive and visionary. It is
smart to look 15 years ahead”
“The plan is well designed to meet the needs set out in
the situation analysis”
“The strategic plan is very ambitious. Prioritisation of the
initiatives will help to achieve the desired impact”
Experts were cautious about implementation
• Emphasised importance of staging to avoid over extending at the beginning
• Draw on international expertise initially, but keep an eye on internal capability building in KSA in the
medium to long term
Source:
Expert telephone conferences
15
Consultants were also positive about the vision blueprint and stressed the
importance of building partnerships to assist with implementation phase
Name
Role
Quote
Dr. Osama Majinee
• Associate Professor,
“The proposed vision is strong and directly linked to the
future orientation of the development plans in the
Kingdom. It covers all ages and stages of the gifted”
Consultants and
Experts Panel
Dr. Mohammed Al
Ansari
• Intellectual Assets
Dr. Khaled Al Noeeser
• Dean, Dammam
Management, Saudi
Aramco
Teachers College
Ms. Muna Bahabri
• Department head, MOE
Gifted Education (Girls’
section)
Dr. Eqbal Darandari
• Former head of summer
program
“This document is one of the pre-eminent reports that I
have ever seen tackling the refurbishment of the Kingdom’s
Innovation and Giftedness Program”
“The procedural steps and research efforts on the preparation
of the plan by the team indicate that the output will be great
and rekindles the hope that the expectations will be
materialized”
“We agree with the conclusions of the study that the
educational process needs provision of suitable curriculum,
competent teachers and a good educational environment…
The field is in need of such proposals”
“Congratulations on this distinguished achievement in the
preparation of the strategic plan for fostering giftedness and
creativity in the Kingdom”
Experts were cautions about implementation
• Partnership with other organisations in KSA is crucial
• Define roles and responsibilities of Mawhiba clearly
• Develop giftedness expertise within KSA to gain execution capabilities
Source:
Saudi expert feedback
16
Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
17
1 The Mawhiba School Partnerships – Snapshot of overall system
Student selection and
testing
School selection
Develop and administer
intelligence and creativity
tests to select students for
Mawhiba Schools
Set standards for Mawhiba
School Partnerships, select
Schools as Mawhiba Partner
Schools, and monitor
ongoing compliance
Mawhiba School Partnerships
Curricula design
Design curricula for
giftedness and creativity
nurturing programs and helps
schools implement these
programs
• Train teachers to teach gifted
classes at Mawhiba Schools
(including emphasis on
creativity)
• Train principals to lead
Grade 4 to 12
Common program for
all students
Some classes for gifted
and talented students
Funding model
Common Classes for
all students
Provide funds to Mawhiba
Schools, directly or indirectly
through student/teacher
funding
• Students admitted into gifted programs following
•
Mawhiba teacher and principal recruitment and training
Pre-school to Grade 3
•
selection process in Grades 4 and 7
Schools must have incentive systems in place to
manage leader performance
Mechanisms must exist to ensure socioeconomically disadvantaged students are not
excluded from gifted programs
Parental support unit
Support for parents of
Mawhiba students to assist
with the transition process
and to keep them engaged in
their children's’ education
Mawhiba Schools
18
2 What the future will look like – Enrichment programs in 2022
and role of Mawhiba for first 5 years
Primary school
Grades
1
• Programs will be open
•
•
Secondary school
4
Enrichment
programs
Role of
Mawhiba
(first 5
years)
7
10
After-school programs
• Covering Grades 4-12
• Admission interest-based, retention
performance-based*
12
to all students (from
both Mawhiba and
non-Mawhiba schools)
Summer programs
Selection will be made
• Covering Grades 4-12
from pool of students
• Admission based on student ability and
who passed Stage 1
motivation
of Mawhiba tests
Programs can also
build on one another –
e.g., after-school
Competitions and awards
programs lead
• Covering grades 1 to 12 and beyond that university age for
to participation in a
selected competitions and awards
national competition
• Free access for all students
*
Faculty will assess performance of students and discuss retention with students/parents/
teachers as appropriate
Source:
International benchmarking; team analysis
• React and
support
• Drive and
improve
• React and
support
Summer programs
as ‘flagship’ of
enrichment programs
in first 5 years
19
3 Mawhiba Young Leaders and Scholarship Program – Snapshot of
overall system
Internships
Mentorships
• Internship opportunities at
• Professors in a relevant course
top Saudi and
international companies
during summer vacation
• Online job portal
• Career information
sessions
of study at the student’s
university or industry
professional acts as a mentor
• Regular interactions in one-onone and group meetings
Skill-building programs
• Courses on variety of
topics; e.g.,
– Language courses
– Entrepreneurship
courses
– Research seminars with
experts in relevant fields
Source:
International benchmarking
Mawhiba Young Leaders
and Scholarship Program
• Applications are open to all
students entering final year
of high school
• Selection based on
academic performance,
personal essays, and
interviews
Scholarships
• Scholarships to study at top
international universities
• Assistance with university
applications
20
4 Mawhiba Creative Work Environment Initiatives – Current view is to
raise awareness and share best practices on nurturing creativity in
the workplace
Potential target group – employees/
companies
Potential
need
Potential
activities
• Understand value of
•
creativity in the workplace
Learn how to use creativity
to drive performance
Description
• Disseminate information about the value
Raise
awareness
•
•
Potential
influence of
target group
• Companies act as role
Stakeholders
• Private sector companies
Assessment
• Provides context in which
•
•
model for other
organizations
Employees take creativity
practices back to their
home
to apply and practice new
skills
Potential for cost savings
provides strong incentives
for profit-driven corporate
to participate
Coordinate/
develop best
practice
material
of creativity
Provide links and resources to general
information on how to cultivate creativity
Offer diagnostic tools to assess climate for
creativity
• Share material on international best practices to
improve climate for creativity
• Adapt best practice material to KSA context
• Organize conferences to facilitate best-practice
sharing among companies
• Assist and support application of best practice
Conduct
training and
workshops
material
– Deliver training modules
– Devise action plan for companies to improve
climate for creativity based on diagnostic
results
21
5 A communication strategy is vital to align stakeholders around
the vision statement
Objectives of the communication strategy
Vision statement 2022
“To be a creative society with
a critical mass of gifted and
talented young leaders who
are innovative, highly
educated and well-trained to
support the sustained growth
and prosperity of the
Kingdom”
1 Secure stakeholder support to endorse
the strategy and contribute to the
implementation phase
2 Create awareness, understanding, and
excitement about participation in Mawhiba
programs
3 Raise the awareness on giftedness, talents, and
creativity among all stakeholders and the entire
society
4 Build reputation of Mawhiba as a national
strategic organization
22
Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
23
Key success factors for implementation of Mawhiba key initiatives
Description
Stakeholder
support
Set of clear
objectives
• Ensure continuous support of top political leadership
• Involve all critical stakeholders early on (e.g., important to have continuous support of
government leadership)
Have stakeholders contribute to the process to create sense of ownership
Create incentives for them to participate (e.g., reputational benefits)
•
•
• Be clear about objectives and resulting key design features of each initiative
• Establish partnerships with international and national organizations to bring in experience
Use partnerships
Stringent HR
partner selection
Get practical
quickly
Monitor and
support
Source:
and implementation support
• Select the right mix of skill profiles and backgrounds to staff project teams in particular for pilot
phase (e.g., project management experience more valued at project team level compared to
expertise in giftedness)
Importance of strong top team to organize and motivate subsidiary teams
Need to have implementation top team in place prior to partner selection
Importance of school leadership and teachers to implement successfully at school level
•
•
•
• Quickly launch pilots for initiatives to test and refine concept design in co-operation with
implementation partners
• Scale up quickly to achieve broad coverage
• Ensure full transparency of implementation in schools by using standardized reports
• Have project staff member on the ground to ensure swift response
– Understand what is happening in schools
– Make corrections in coordination with central project management as soon as issues are
realized
Expert interviews
24
Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
25
For each of the initiatives, three different scenarios are considered –
realization of scenarios will depend on availability of funding
High
Medium
Low
Scenarios for outcome targets
Number of participants in programs
High scenario
Medium scenario
Target
For
Mawhiba
Low scenario
2007/
2008
Source:
2012/
2013
2017/
2018
2022/
2023
International benchmarking; expert interviews
26
Year 5 outcome targets for the first three Mawhiba initiatives
YEAR 5 TARGETS
Number of students in programs
Low
1
Medium
High
4,500
6,600
9,000
3,000
5,000
8,000
Mawhiba Young
Leaders and
Scholarship program
1,000
2,000
3,000
Total
8,500
13,600
20,000
Mawhiba School
Partnership
2
Mawhiba Enrichment
Program
3
Focus on the
following
Source:
International Benchmarking
27
Approximately 28,000 students will benefit from
Mawhiba programs within the first 5 years
MEDIUM CASE
Number of students in programs
2007/08 2008/09 2009/10 2010/11 2011/12
1
Grand total
2007/08–2011/12
0
550
1,700
4,500
6,600
7,150*
2,000
3,000
4,000
4,500
5,000
18,500**
0
500
1,000
1,500
2,000
2,500***
2,000
4,050
6,700
10,500
13,600
~28,000
Mawhiba School
Partnership
2
Mawhiba Enrichment
Program
3
Mawhiba Young
Leaders and
Scholarship program
Total
*
6,600 students in 2011/12 plus additional 550 Grade 10 entrants from 2008/09
** Assuming non-overlapping participants over the years
*** Assuming average length of scholarship program of 3 years
Source:
International benchmarking
28
Considering all students at Mawhiba partner schools and their families, up
to 280,000 people will be affected by Mawhiba programs in the first 5 years
All family members of
affected students*
Total number of
students affected**
Number of
students in Mawhiba
programs
~28,000
~50,000
~280,000
*
**
Assuming average Saudi family size of 5.6
Including regular students being taught in parallel with Mawhiba students at Mawhiba partner schools
29
Mawhiba’s two other initiatives will also have significant
impact in Saudi Arabia
Description and scope of impact
4
Mawhiba Creative
Work Environment
Initiative
5
Mawhiba Awareness
and Communication
Initiative
Source:
International Benchmarking
• Improve the creative environment at major Saudi
corporations through a series of targeted offerings
• Scope of impact: thousands of company employees
and the millions of customers receiving better
products and services
• Spread awareness in the general public on the issues
of giftedness, creativity, and on Mawhiba’s offerings
for gifted and talented students
• Scope of impact: millions of Saudi citizens nationwide
30
Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
31
Mawhiba will orchestrate the initiatives but rely on its network
of partners for program delivery
Role of Mawhiba
• Co-ordinate with domestic and international partners to finalize design
Concept
development
issues
• May have to take the lead if no single partner is able to play this role
Program
delivery
• Commission program delivery by set of implementation partners
• Set performance targets with implementation partners
• Manage implementation partners against these targets
Sponsorship/
funding
• Communicate funding needs to potential sponsors
• Secure funding for initiatives
• Allocate resources among the various initiatives
Communication/
awareness
raising
• Approach key stakeholder groups to seek feedback and buy-in
• Co-ordinate communication and awareness campaign for initiatives
Domestic and international
partners to be engaged in
program delivery
32