fostering giftedness and creativity and supporting innovation

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Fostering Giftedness and Creativity and Supporting Innovation June 2007 Presentation of Mawhiba Strategic Plan 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.

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Page 1: Fostering Giftedness and Creativity and Supporting Innovation

Fostering Giftedness and Creativity and Supporting

Innovation

June 2007Presentation of Mawhiba Strategic Plan

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.

Page 2: Fostering Giftedness and Creativity and Supporting Innovation

2

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

Page 3: Fostering Giftedness and Creativity and Supporting Innovation

3

Aspiration and objectives of the project

Source: Letter of proposal

Project objectives

1

2

Develop the long term vision blueprint for the Kingdom and Mawhiba outlining the required infrastructure to foster giftedness and creativity and support innovation

Outline business plan and operational plan to get traction quickly and to implement the vision blueprint

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

Page 4: Fostering Giftedness and Creativity and Supporting Innovation

4

Project plan and timeline

Time-line

~9 weeks ~10 weeks 3–4 weeks

Phase 1: Overall strategy

Phase 3: Business plan and operational plan

Phase 2: Syndication

5-year overall plan

Mawhiba operating model

2-year detailed initiative definition

4

5

6

Deliver-ables

• Saudi situation analysis

• International bench-marking

• Literature research and frameworks

• Key design decisions

• National strategy

• Prioritization of key initiatives

• 2-year detailed initiative definition

• 5-yearoverall plan

Business plan

• Syndicated strategy and national program

• Mawhiba operating model

Operational plan

End ofNovember

End of February

End of March

End of May

Diagnostic and bench-marking

1 2Syndicate strategy

Develop strategy

3

Page 5: Fostering Giftedness and Creativity and Supporting Innovation

5

Outputs

• National strategy• Action plan for next 5 years– Overall implementation plan– Technical planning documents

for the four key initiatives

Inputs

Literature research and frameworksLiterature research and frameworks

• Interviews with senior experts on 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

Saudi situation analysisSaudi situation analysis

International benchmarkingInternational benchmarking

• Broad system benchmarking of over 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

Supporting material

• Literature review (giftedness and creativity frameworks)

• Saudi situation analysis• Synthesis of international

benchmarking• 6 country fact packs

The national strategy has been informed by a thorough review of the giftedness literature, Saudi situation, and international best practice

Page 6: Fostering Giftedness and Creativity and Supporting Innovation

6

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

Page 7: Fostering Giftedness and Creativity and Supporting Innovation

7

The Kingdom of Saudi Arabia is currently facing a unique set of local and international challenges

Challenge is to ensure long-term

competitiveness of Saudi economy

Developments Challenges for Saudi Arabia

Growing youth populationGrowing youth population Increased rate of (youth) unemploymentIncreased rate of (youth) unemployment

Rising emphasis on knowledge-based industries

Rising emphasis on knowledge-based industries

Increasing need for innova-tion and distinctivenessIncreasing need for innova-tion and distinctiveness

Recent admission of U.S.A. to the World Trade Organization

Recent admission of U.S.A. to the World Trade Organization

Increased competitionIncreased competition

International competition for “war for talent” highly skilled personnel

International competition for “war for talent” highly skilled personnel

Major lack of highly skilled personnelMajor lack of highly skilled personnel

Page 8: Fostering Giftedness and Creativity and Supporting Innovation

8

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 and IT

• SAGIA plan for Knowledge Based Industries (KBI)

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

Page 9: Fostering Giftedness and Creativity and Supporting Innovation

9

Mawhiba strategy for fostering giftedness and creativity and supporting innovation

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 • Huge economic growth

and prosperity for the Kingdom

• Contribution of SAR billions to GDP

• Creation of a large number of jobs

Related plans, initiatives, and projects

Implementation requires sufficient number of talented and gifted young leaders

Page 10: Fostering Giftedness and Creativity and Supporting Innovation

10

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

Page 11: Fostering Giftedness and Creativity and Supporting Innovation

11

Mawhiba will focus on fostering giftedness and creativity, thereby supporting the national innovation system

Inte

rfac

es

to in

no

va

tion

Vision and objectivesA

Primary school

Secon-dary school

Univer-sity/ tertiary

Pre-school

Adult-hood

Policy Policy organizations and governance

Parents

Society Teachers

Gifted/talented

individual

System structureB

EnvironmentC

Vision and objectives

Supported elements of the innovation system

Idea generation

Human capital

Mawhiba framework for giftedness and creativity

Page 12: Fostering Giftedness and Creativity and Supporting Innovation

12

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

Page 13: Fostering Giftedness and Creativity and Supporting Innovation

13

The Mawhiba vision will be realized through three consecutive 5-year plans

Mawhiba

vision

2022

Focus of following section

Level of implementation

Phase 1

Phase 2

Phase 3

2007/08 2012/13 2017/18 2022/23

First 5-year plan for Mawhiba

Second 5-year plan for Mawhiba

Third 5-year plan for Mawhiba

Page 14: Fostering Giftedness and Creativity and Supporting Innovation

14

Overview of five key Mawhiba initiatives for the next 5 years Agreed priority initiativesLinkage between initiatives

* Transition always depends on suitability of student against selection criteria set by respective programs

Pre-school Primary schoolSecondary school

University/ tertiary

Adulthood

1Mawhiba School Partnerships

3Mawhiba Young Leaders and Scholarship Program

Mawhiba Enrichment Programs• Summer programs• After-school programs

• Competitions and awards (School to university age)

2

Mawhiba Creative Work Environment Initiative

4

Overarching initiatives

5

Mawhiba Awareness and Communication Initiative

Research and policy unitResearch and policy unit

Programs available at all stages of the lifecycle; no automatic transition

between programs*

Page 15: Fostering Giftedness and Creativity and Supporting Innovation

15

International experts were positive about the vision blueprint but cautioned on staging and capability building during implementation

Source: Expert telephone conferences

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

Name Role Quote

• Director, National Research Centre on the Gifted and Talented, University of Connecticut

Joseph Renzulli “It is an excellent plan and has carefully thought through the issues faced in developing gifted programs for the national system”

• Director, PACE* Center, Yale University

Robert J. Sternberg “In general, I think it is excellent – much better than the large majority of plans seen”

• Executive Director, Center for Gifted Education, College of William and Mary

Joyce van Tassel-Baska “The plan is quite comprehensive and visionary. It is smart to look 15 years ahead”

• Executive Director, National Academy for Gifted and Talented Youth, U.K.

Deborah Eyre “The plan is well designed to meet the needs set out in the situation analysis”

• Director, National Research Centre for Gifted and Talented Education, Korea

Meesook Kim “The strategic plan is very ambitious. Prioritisation of the initiatives will help to achieve the desired impact”

Page 16: Fostering Giftedness and Creativity and Supporting Innovation

16

Consultants were also positive about the vision blueprint and stressed the importance of building partnerships to assist with implementation phase

Source: Saudi expert feedback

Name Role Quote

• Associate Professor, Consultants and Experts Panel

Dr. Osama Majinee “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”

• Intellectual Assets Management, Saudi Aramco

Dr. Mohammed Al Ansari

“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”

• Dean, Dammam Teachers College

Dr. Khaled Al Noeeser

• Department head, MOE Gifted Education (Girls’ section)

Ms. Muna Bahabri

• Former head of summer program

Dr. Eqbal Darandari

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

“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”

“Congratulations on this distinguished achievement in the preparation of the strategic plan for fostering giftedness and creativity in the Kingdom”

“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”

Page 17: Fostering Giftedness and Creativity and Supporting Innovation

17

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

Page 18: Fostering Giftedness and Creativity and Supporting Innovation

18

1 The Mawhiba School Partnerships – Snapshot of overall system

Set standards for Mawhiba School Partnerships, select Schools as Mawhiba Partner Schools, and monitor ongoing compliance

School selection

Some classes for gifted and talented students

Pre-school to Grade 3 Grade 4 to 12

Common program for all students

Common Classes for all students

• Students admitted into gifted programs following selection process in Grades 4 and 7

• Schools must have incentive systems in place to manage leader performance

• Mechanisms must exist to ensure socio-economically disadvantaged students are not excluded from gifted programs

Mawhiba School Partnerships

Funding model

Provide funds to Mawhiba Schools, directly or indirectly through student/teacher funding

Design curricula for giftedness and creativity nurturing programs and helps schools implement these programs

Curricula design

Student selection and testing

Develop and administer intelligence and creativity tests to select students for Mawhiba Schools

Mawhiba teacher and prin-cipal recruitment and training

• Train teachers to teach gifted classes at Mawhiba Schools (including emphasis on creativity)

• Train principals to lead Mawhiba Schools

Support for parents of Mawhiba students to assist with the transition process and to keep them engaged in their children's’ education

Parental support unit

Page 19: Fostering Giftedness and Creativity and Supporting Innovation

19

Competitions and awards• Covering grades 1 to 12 and beyond that university age for

selected competitions and awards• Free access for all students

What the future will look like – Enrichment programs in 2022 and role of Mawhiba for first 5 years

* Faculty will assess performance of students and discuss retention with students/parents/teachers as appropriate

Source: International benchmarking; team analysis

Primary school Secondary school

1Grades

Enrichment programs

Summer programs as ‘flagship’ of

enrichment programs in first 5 years

4 7 10 12

Role of Mawhiba (first 5 years)

• React and support

• Drive and improve

• React and support

• Programs will be open to all students (from both Mawhiba and non-Mawhiba schools)

• Selection will be made from pool of students who passed Stage 1 of Mawhiba tests

• Programs can also build on one another – e.g., after-school programs lead to participation in a national competition

After-school programs• Covering Grades 4-12• Admission interest-based, retention

performance-based*

Summer programs• Covering Grades 4-12• Admission based on student ability and

motivation

2

Page 20: Fostering Giftedness and Creativity and Supporting Innovation

20

• Courses on variety of topics; e.g.,– Language courses– Entrepreneurship

courses– Research seminars with

experts in relevant fields

Skill-building programs

• Internship opportunities at top Saudi and international companies during summer vacation

• Online job portal• Career information

sessions

Internships Mentorships

Scholarships

Mawhiba Young Leaders and Scholarship Program – Snapshot of overall system

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

3

• Professors in a relevant course of study at the student’s university or industry professional acts as a mentor

• Regular interactions in one-on-one and group meetings

• Scholarships to study at top international universities

• Assistance with university applications

Page 21: Fostering Giftedness and Creativity and Supporting Innovation

21

Mawhiba Creative Work Environment Initiatives – Current view is to raise awareness and share best practices on nurturing creativity in the workplace

4

Potential activities

Raise awareness

Description

• Disseminate information about the value of creativity

• Provide links and resources to general information on how to cultivate creativity

• Offer diagnostic tools to assess climate for creativity

Coordinate/develop best practice material

• 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

Conduct training and workshops

• Assist and support application of best practice material – Deliver training modules– Devise action plan for companies to improve

climate for creativity based on diagnostic results

Potential target group – employees/ companies

• Understand value of creativity in the workplace

• Learn how to use creativity to drive performance

Potential need

• Companies act as role model for other organizations

• Employees take creativity practices back to their home

Potential influence of target group

• Private sector companiesStake-holders

Assess-ment

• Provides context in which to apply and practice new skills

• Potential for cost savings provides strong incentives for profit-driven corporate to participate

Page 22: Fostering Giftedness and Creativity and Supporting Innovation

22

A communication strategy is vital to align stakeholders around the vision statement

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

4 Build reputation of Mawhiba as a national strategic organization

Objectives of the communication strategy

5

3 Raise the awareness on giftedness, talents, and creativity among all stakeholders and the entire society

Page 23: Fostering Giftedness and Creativity and Supporting Innovation

23

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

Page 24: Fostering Giftedness and Creativity and Supporting Innovation

24

Key success factors for implementation of Mawhiba key initiatives

Description

Set of clear objectivesSet of clear objectives

• Be clear about objectives and resulting key design features of each initiative

Source: Expert interviews

Stringent HR partner selectionStringent HR partner selection

• 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

Stakeholder support Stakeholder support

• 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)

Monitor and supportMonitor and support

• 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

Get practical quicklyGet practical quickly

• Quickly launch pilots for initiatives to test and refine concept design in co-operation with implementation partners

• Scale up quickly to achieve broad coverage

Use partnershipsUse partnerships• Establish partnerships with international and national organizations to bring in

experience and implementation support

Page 25: Fostering Giftedness and Creativity and Supporting Innovation

25

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

Page 26: Fostering Giftedness and Creativity and Supporting Innovation

26

Scenarios for outcome targets

For each of the initiatives, three different scenarios are considered – realization of scenarios will depend on availability of funding

Number of participants in programs

High

Medium

Low

Source: International benchmarking; expert interviews

2017/2018

2012/2013

2007/2008

2022/2023

High scenario

Medium scenario

Low scenario

Target For

Mawhiba

Page 27: Fostering Giftedness and Creativity and Supporting Innovation

27

Year 5 outcome targets for the first three Mawhiba initiatives

Number of students in programs

Source: International Benchmarking

YEAR 5 TARGETS

Mawhiba School Partnership

Mawhiba Enrichment Program

Mawhiba Young Leaders and Scholarship program

Low

8,500

Medium

13,600

High

4,500 6,600 9,000

3,000 5,000 8,000

1,000 2,000 3,000

20,000Total

Focus on the following

Focus on the following

1

2

3

Page 28: Fostering Giftedness and Creativity and Supporting Innovation

28

Approximately 28,000 students will benefit from Mawhiba programs within the first 5 yearsNumber of students in programs

* 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

Mawhiba School Partnership

Mawhiba Enrichment Program

Mawhiba Young Leaders and Scholarship program

2007/08

2,000

2008/09

4,050

2009/10

0 550 1,700

2,000 3,000 4,000

0 500 1,000

6,700Total

2010/11

4,500

4,500

1,500

10,500

2011/12

6,600

5,000

2,000

13,600

MEDIUM CASE

1

2

3

Grand total2007/08–2011/12

7,150*

18,500**

2,500***

~28,000

Page 29: Fostering Giftedness and Creativity and Supporting Innovation

29

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

* Assuming average Saudi family size of 5.6** Including regular students being taught in parallel with Mawhiba students at Mawhiba partner schools

All family members of affected students*

Total number of students affected**

Number of students in Mawhiba

programs

~28,000

~50,000

~280,000

Page 30: Fostering Giftedness and Creativity and Supporting Innovation

30

Mawhiba’s two other initiatives will also have significantimpact in Saudi Arabia

Source: International Benchmarking

Mawhiba Creative Work Environment Initiative

Mawhiba Awareness and Communication Initiative

Description and scope of impact

• 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

4

5

Page 31: Fostering Giftedness and Creativity and Supporting Innovation

31

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

Page 32: Fostering Giftedness and Creativity and Supporting Innovation

32

Mawhiba will orchestrate the initiatives but rely on its network of partners for program delivery

Role of Mawhiba

Concept developmentConcept development

• Co-ordinate with domestic and international partners to finalize design issues

• May have to take the lead if no single partner is able to play this role

Program deliveryProgram delivery

• Commission program delivery by set of implementation partners• Set performance targets with implementation partners• Manage implementation partners against these targets

Sponsorship/ fundingSponsorship/ funding

• Communicate funding needs to potential sponsors• Secure funding for initiatives• Allocate resources among the various initiatives

Communi-cation/ awareness raising

Communi-cation/ 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