The Challenge
Abu Dhabi is both a capital city and an Emirate. With a population of approaching four million people, it is home to some of the largest sovereign wealth funds in the world. The country’s visionary leadership is set on a future that moves away from a reliance on oil and gas, in a rapidly changing world. ADQ and its 25+ portfolio companies are working to support this agenda and the country’s ambitious Abu Dhabi Vision 2030, to move to a broader skill- and knowledge-based economy.
There was a need to accelerate formal succession planning for middle managers who are critical to drive ADQ’s growth whose mandate aligns with strategic government priorities. After assessing business programmes across the world, Head of Portfolio People Strategy, Alyazia Almazrouie selected London Business School for its bespoke approach. The school’s emphasis on building adaptability and agility through collaborative co-working – a commitment to working with people – was fundamental to her choice.
Summarised, the challenge was formulated across three strategic levels:
- Talent impact: Build a robust pipeline of top talent at middle management level
- ADQ strategic portfolio: Support the strategy to build sustainable high performing businesses across ADQ’s portfolio companies
Societal impact: Develop future leaders who will help contribute to Abu Dhabi’s current and future prosperity.
The Approach
In answering the challenge, the critical tasks were to instil confidence, inspire and enthuse a large group of managers and provide practical take-aways for use in the real world. An intended, secondary benefit was that participants would, in turn, become catalysts for change through their own changed behaviour, thanks to profound learning about leadership and how to demonstrate success. This was an educational programme designed to drive momentum.
In the docking stages of what became a structured, three-year programme, robust working practice balanced precision with flexibility. Every phase, with its modules and associated workshops, had to be proved fit for purpose. Every participant was to be encouraged towards face-to-face encounters. Team working was integral. This principle was cemented into the partnership from Day One. The 100 people taking part were to meet course leaders and their colleagues in person at least 25 times.
The three levels to the programme were devised between the school and ADQ. ‘Talent Impact’ identified stellar individuals as future leaders; second, there was an imperative to strengthen the strategic portfolio of workable propositions to fuel growth in Abu Dhabi businesses; thirdly, a societal transition ‘road map’ had to be developed for the generation charged with making Vision 2030 a reality.
Implementation
The Learning and Development initiative was launched as ‘Game Changers’ in 2021, the 50th anniversary of the United Arab Emirates. The school expanded the 50 original places to accommodate 100 participants after more than 1,000 employees across the group companies applied to take part. Representing 15 of ADQ’s portfolio companies, they were each put through a stringent vetting and application process, from completing cognitive tests of numerical, verbal and reasoning skills to undergoing tough 90-minute interviews. From cardiologists to engineers, the diversity of occupations was immensely promising.
Those selected for the ‘Game Changers’ segment, were inducted into ways of working not so much about partnership as full integration. London Business School and ADQ’s agendas became one and the same. An adherence to remaining one team, with frequent design sprints and absolute clarity of communication was embraced by all, whether trainer or trainee. Mixed learning – the tripartite development of ‘sense makers’, ‘meaning makers’ and ‘agility enablers’ – was encouraged to cross fertilise team plays. Instead of a reliance on buzzwords, clear expressions became bywords for better business.
In the event, the arrival of covid pivoted much of the first year’s activity, centred on soft skills, online. Turning challenge to advantage, an online launch meant it was able to be more impactful by including not only participants but line managers, CEOs and CHROs. As in-person meetings returned in Year Two and Three, groupings were slimmed to a maximum of 50, usually limited to 33 with break-out and tutor groups of five. Encouraging feedback from across the full group made it clear that reciprocity, that sense of giving back to ADQ and Abu Dhabi, had landed as an individual responsibility. Intentional ‘high involvement processing’ in the learning experience was delivering dividends.
After an initial emphasis on soft skills, London Business School evolved the course to focus on future technologies, how to manage disruption (covid being a perfect real world test case) and how, in Year Three, to prepare for and accelerate change in a post hydrocarbon world concerned with sustainability. Constant feedback was welcomed. The programme was adapted when required. Between physical meetings, a rolling schedule of webinars kept the topics and alive and oxygenated across the cohort.
