Fostering Giftedness and Creativity and Supporting Innovation

1. 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.

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

3. Aspiration and objectives of the project Project objectives 1 Develop the long term vision blueprint for the Kingdom and Mawhiba outlining the required infrastructure to foster giftedness and creativity and support innovation 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 2 Outline business plan and operational plan to get traction quickly and to implement the vision blueprint Source: Letter of proposal

4. Project plan and timeline Diagnostic and bench-marking Phase 1: Overall strategy Phase 2: Syndication Phase 3: Business plan and operational plan 1 2 3 5-year overall plan 4 Syndicate strategy Mawhiba operating model 5 Develop strategy 2-year detailed initiative definition 6 Time-line ~9 weeks 3–4 weeks ~10 weeks End ofNovember End of February End of March End of May Deliver-ables • Saudi situation analysis • International bench-marking • Literature research and frameworks • Key design decisions • National strategy • Prioritization of key initiatives • Syndicated strategy and national program • 5-yearoverall plan • Mawhiba operating model • 2-year detailed initiative definition Business plan Operational plan

5. The national strategy has been informed by a thorough review of the giftedness literature, Saudi situation, and international best practice Inputs Literature research and frameworks • Interviews with senior experts on giftedness and innovation • Review of literaturein giftedness, creativity and innovation • Workshops with project team and expert panel to develop frameworks • Feedback from 7 internationally renowned giftedness experts Outputs • National strategy • Action plan for next 5 years • Overall implementation plan • Technical planning documents for the four key initiatives Saudi situation analysis • Comprehensive review of gifted education and innovation in the Kingdom • Over 120 interviews and 15 workshops conducted with domestic stakeholders • Quantitative analysisbased on domestic and international information sources and review of key strategic documents and plans • Assessment of current system and Mawhiba’s performance Supporting material • Literature review (giftedness and creativity frameworks) • Saudi situation analysis • Synthesis of international benchmarking • 6 country fact packs International 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

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

7. 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 innova-tion and distinctiveness Growing youth population Increased rate of (youth) unemployment Challenge is to ensure long-term competitiveness of Saudi economy 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

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

9. 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 Implementation requires sufficient number of talented and gifted young leaders Related plans, initiatives, and projects Mawhiba strategy for 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

11. Mawhiba will focus on fostering giftedness and creativity, thereby supporting the national innovation system Pre-school Primary school Secon-dary school Univer-sity/ tertiary Adult-hood Mawhiba framework for giftedness and creativity Supported elements of the innovation system Vision and objectives A Vision and objectives Interfaces to innovation B System structure Human capital C Environment Policy organizations and governance Policy Parents Gifted/ talented individual Idea generation Society Teachers

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

13. The Mawhiba vision will be realized through three consecutive 5-year plans Focus of following section Level of implementation Phase 3 Mawhiba vision 2022 Phase 2 Phase 1 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

14. Overview of five key Mawhiba initiatives for the next 5 years Agreed priority initiatives Secondary school University/ tertiary Pre-school Adulthood Primary school Linkage between initiatives 1 3 Mawhiba School Partnerships Mawhiba Young Leaders and Scholarship Program 2 Mawhiba Enrichment Programs • Summer programs • After-school programs • Competitions and awards (School to university age) 4 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

15. International experts were positive about the vision blueprint but cautioned on staging and capability building during implementation Joseph Renzulli • Director, National Research Centre on the Gifted and Talented, University of Connecticut “It is an excellent plan and has carefully thought through the issues faced in developing gifted programs for the national system” Robert J. Sternberg • Director, PACE* Center, Yale University “In general, I think it is excellent – much better than the large majority of plans seen” Joyce van Tassel-Baska • Executive Director, Center for Gifted Education, College of William and Mary “The plan is quite comprehensive and visionary. It is smart to look 15 years ahead” Deborah Eyre • Executive Director, National Academy for Gifted and Talented Youth, U.K. “The plan is well designed to meet the needs set out in the situation analysis” Meesook Kim • Director, National Research Centre for Gifted and Talented Education, Korea “The strategic plan is very ambitious. Prioritisation of the initiatives will help to achieve the desired impact” Name Role Quote 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

16. Consultants were also positive about the vision blueprint and stressed the importance of building partnerships to assist with implementation phase 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 Name Role Quote Dr. Osama Majinee • Associate Professor, Consultants and Experts Panel “The proposed vision is strong and directly linked to the future orientationof the development plans in the Kingdom. It covers all ages and stages of the gifted” Dr. Mohammed Al Ansari • Intellectual Assets Management, Saudi Aramco “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” Dr. Khaled Al Noeeser • Dean, Dammam Teachers College “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” Ms. Muna Bahabri • Department head, MOE Gifted Education (Girls’ section) “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” Dr. Eqbal Darandari • Former head of summer program “Congratulations on this distinguished achievement in the preparation of the strategic plan for fostering giftedness and creativity in the Kingdom” Source: Saudi expert feedback

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

18. The Mawhiba School Partnerships – Snapshot of overall system 1 Mawhiba School Partnerships Pre-school to Grade 3 Grade 4 to 12 Common program for all students Some classes for gifted and talented students Funding model Provide funds to Mawhiba Schools, directly or indirectly through student/teacher funding 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 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 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 Curricula design Design curricula for giftedness and creativity nurturing programs and helps schools implement these programs 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

19. What the future will look like – Enrichment programs in 2022 and role of Mawhiba for first 5 years 2 Primary school Secondary school 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 Role of Mawhiba (first 5 years) Grades 1 4 7 10 12 Enrichment programs • 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 • Drive and improve • React and support Competitions and awards • Covering grades 1 to 12 and beyond that university age for selected competitions and awards • Free access for all students Summer programs as ‘flagship’ ofenrichment programs in first 5 years * Faculty will assess performance of students and discuss retention with students/parents/teachers as appropriate Source: International benchmarking; team analysis

20. Mawhiba Young Leaders and Scholarship Program – Snapshot of overall system 3 Skill-building programs Internships Mentorships • Internship opportunities at top Saudi and international companies during summer vacation • Online job portal • Career information sessions • 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 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 • Courses on variety of topics; e.g., • Language courses • Entrepreneurship courses • Research seminars with experts in relevant fields • Scholarships to study at top international universities • Assistance with university applications Source: International benchmarking

21. Mawhiba Creative Work Environment Initiatives – Current view is to raise awareness and share best practices on nurturing creativity in the workplace 4 Potential target group – employees/ companies Potential activities Description Potential need • Understand value of creativity in the workplace • Learn how to use creativity to drive performance Raise awareness • 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 Potential influence of target group • Companies act as role model for other organizations • Employees take creativity practices back to their home 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 Stake-holders • Private sector companies 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 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

22. A communication strategy is vital to align stakeholders around the vision statement 5 Objectives of the communication strategy 1 Secure stakeholder support to endorse the strategy and contribute to the implementation phase 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” Create awareness, understanding, and excitement about participation in Mawhiba programs 2 Raise the awareness on giftedness, talents, and creativity among all stakeholders and the entire society 3 4 Build reputation of Mawhiba as a national strategic organization

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

24. Key success factors for implementation of Mawhiba key initiatives Description 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) Set of clear objectives • Be clear about objectives and resulting key design features of each initiative Use partnerships • Establish partnerships with international and national organizations to bring in experience and implementation support Stringent 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 Get 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 Monitor 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 Source: Expert interviews

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

26. For each of the initiatives, three different scenarios are considered – realization of scenarios will depend on availability of funding High scenario Medium scenario Low scenario High Medium Low Scenarios for outcome targets Number of participants in programs Target For Mawhiba 2007/2008 2012/2013 2017/2018 2022/2023 Source: International benchmarking; expert interviews

27. Year 5 outcome targets for the first three Mawhiba initiatives 1 Mawhiba School Partnership 2 Mawhiba Enrichment Program 3 Mawhiba Young Leaders and Scholarship program YEAR 5 TARGETS Number of students in programs Low Medium High 4,500 6,600 9,000 3,000 5,000 8,000 1,000 2,000 3,000 13,600 20,000 Total 8,500 Focus on the following Source: International Benchmarking

28. Approximately 28,000 students will benefit from Mawhiba programs within the first 5 years 1 Mawhiba School Partnership 2 Mawhiba Enrichment Program 3 Mawhiba Young Leaders and Scholarship program MEDIUM CASE Number of students in programs Grand total 2007/08–2011/12 2007/08 2008/09 2009/10 2010/11 2011/12 0 550 1,700 4,500 6,600 7,150* 3,000 4,000 4,500 5,000 18,500** 2,000 500 1,000 1,500 2,000 2,500*** 0 Total 2,000 4,050 6,700 10,500 13,600 ~28,000 * 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

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 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

30. Mawhiba’s two other initiatives will also have significantimpact in Saudi Arabia 4 Mawhiba Creative Work Environment Initiative 5 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 Source: International Benchmarking

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

32. Mawhiba will orchestrate the initiatives but rely on its network of partners for program delivery Role of Mawhiba Concept 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 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 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