Given the state of rapid transformation in the global economy and the growing dependence on technological innovation, the ability to effectively implement change has become a core organizational competency.
Faced with increasing internal and external pressures, organizations now need to deal with the fallout of the COVID-19 pandemic by embracing flexibility, investing in innovation, and managing change to thrive. Leading Strategic Change program delivered in partnership with the Rotman School of Management is thoughtfully customized to the realities of the MENA region.
The program will help identify broad changes happening globally, promote an understanding of the change management process with a MENA lens, and provide tools to help execute effective change. The opportunity to interact and learn from others in different industries, sectors and countries will also be extremely valuable in understanding regional and global challenges.
4 days Program that will help you understand the increased urgency for change and the way to do it.
Changing global landscape and rise of the digital economy
Implications of changes for government and business in the MENA region
Examples of change from MENA and guest speaker
Change Management process
Role of the leader in change management process
Case studies from MENA and guest speaker
Application of change in the region
Driving changes within government and private sector
Case studies with guest speaker
Group breakouts on case project
Designing for change: design-led innovation
Innovation matrix and types
Innovative leadership and mindsets
Understand the increased urgency for change in the global landscape, headwinds and opportunities.
Develop an understanding of the Change Process, why 70 percent of change initiatives fail, and how to plan for success
Explore Organizational innovation processes and critical frameworks and models to design strategic and impactful change
Experience change in action: Case studies from the Middle East region
Mid-level executives who are involved in change management initiatives or are about to embark on change management initiatives within their organizations
Walid Hejazi is an Associate Professor of International Business, Economic Analysis and Policy, and Academic Director, at the Rotman School of Management.
Upon successful completion of the program,
ROTMAN SCHOOL OF MANAGEMENT
grants a digital certificate of completion
A Certificate of Completion: digital
A one-year online subscription to the award-winning Rotman Management Magazine
Access to the latest news, thought leadership and more from Rotman Executive Programs
A referral discount to provide to friends & family
Access to relevant webinars hosted by the Rotman School
25% discount off of additional eligible Executive Programs
Executive Director Corporate Development at Salam International Investments Ltd.
A performance-driven, top level, executive professional with an impressive background covering Corporate Management, Strategic Planning, Human Resources Management, Corporate Marketing and Communication, Business Development and Information Technology Management. Possesses proven track record of over twenty four years of leadership and experience. Skilled at managing mammoth projects, with unparallel experience in Change Management. Adept at leading entrepreneurial startups, utilizing vast experience of the Regional markets.
Dr. Mohamad Hamade
Chief Executive Officer of Amanat Holdings
A wealth of experience in the healthcare and education sectors across the Middle East, USA and India. As Chief Executive Officer of Amanat Holdings, Dr. Hamade defines and implements the firm’s investment strategy. To date, he has driven the growth of Amanat’s education and healthcare portfolio to a total investment of USD c. 800 million including a divestment of USD c. 100 million in 2021 .
Dr. Hamade has led Amanat’s VC Strategy, positioning the company as a leader in the digitalization of both sectors. As a member of the board of directors of Amanat’s investee companies, Dr. Hamade also leads on growth and value creation initiatives across the portfolio.
Ergham Al Bachir,
Founder and Managing partner of Organisation LAB and leadership expert with DHR.
A strategic HR expert in sovereign wealth fund and investment holding companies with more than 20 years of HR experience and leadership development.
Ergham has an in-depth knowledge of strategic HR practices and transformation and leadership consulting and advisory. Previously experience for large size sovereign wealth funds, an investment holding companies, with portfolio companies in financial services, energy, education, healthcare, and executive search firms, amongst other sectors.
Business Enablement Leader for MENA Tax at EY
A Chartered Fellow of the CIPD and holder of a master’s degree in Human Resource Management. She is a Social Style and Versatility certified instructor and a High Performing Teams certified consultant.
At EY, she plays a critical role in defining and executing MENA Tax strategic priorities. She leads transformational cross-functional strategic initiatives, and drives process, content and business impact for complex internal projects.
Prior to her role in business strategy and transformation, Hiba was a talent strategy consultant working for regional and multinational companies including EY, Jacobs and G4S.
“This program is brought to you by Mexeen Executive Education in partnership with Rotman School of Management.
This is one of several signature programs that Mexeen is co-developing with world-class universities to bring regional context and relevance to the learning intervention. The program is designed based on a set of activities that aim to pull insights from the market including pre-program surveys and focus group discussions with key executives from the GCC. This input is used to build business case studies and feed program development, giving participants the edge they need when dealing with their change management initiatives in the local context.
This program is recommended for organizations that want to have a more concentrated discussion on what it means to do change in the GCC context and what it takes for the 30% of initiatives to succeed. While the principles of change management are well-known and established, the key to successful change management lies in understanding the true regional challenges and cultural associations that hinder progress and often cause failure.