Unlocking the leadership potential in Saudi Arabia’s transformation

Saudi Arabia’s Vision 2030 calls for an ambitious process of transformation to diversify the economy, empower citizens and foster a vibrant society and environment for both local and international investors.

It encompasses national strategies to improve quality of life and increase employment, including investment in human capability and the increased participation of women in the workforce.

The Kingdom’s appetite for innovation and the scale of its ambition to become a global investment powerhouse and hub for trade, culture and innovation represents a significant and exciting opportunity.

The rapid transformation of Saudi Arabia under Vision 2030 is more than a shift in economic focus; it is a redefinition of its very identity and role on the global stage.

It encompasses projects that span physical infrastructure, economic diversification, technological advancement and new opportunities in entertainment and tourism. These projects signify not only an economic shift but a cultural one, as they invite global collaboration and innovation.

It is a well-known fact that the success of the next chapter for Saudi Arabia requires sustained investment in human capability and in the people who will drive and realize this transformation. People who are equipped with the right capabilities they need to engage with the country’s needs, challenges and ambitions, and to wisely and boldly drive the changes required, are critical to sustain the momentum of this transformation. They are the foundation for achieving the changes to which the nation aspires.

When it comes to unlocking human potential on a scale that can match the Kingdom’s ambition and bold vision for the future, Saudi Arabia has two significant demographic advantages.

Firstly, two-thirds of its population are under the age of 30, making it one of the youngest countries in the world. In parallel with the continuous development of today’s leaders, Saudi youth will be a powerful driver of change and innovation. Equipped with the right skills, tools and mindset needed to perform to the scale of the Kingdom’s ambition, and on the global stage, Saudi youth are being called on to be the architects of a new socioeconomic landscape. They will contribute new perspectives and ideas and will help their country’s vision progress.

Secondly, the significant number of women now entering the workforce presents the Kingdom with an exciting and invaluable source of skills and perspectives that has already contributed to economic progress and increased productivity. This is helping to further accelerate the Kingdom’s vision for the future.

Over the past five years, London Business School is proud to have supported the transformation and growth of almost 1,000 female Saudi leaders through executive education courses. In the past academic year, we saw a 52 percent year-on-year increase in the participation of Saudi female executives across the portfolio of courses we offer.

The combination of a young population and a growing number of female leaders creates a powerful foundation.

Helen Kerkentzes

Female leaders have unique skills and perspectives that can contribute to shaping a more engaging and motivating organizational culture, significantly enriching people’s environments and improving collaboration, ways of working and outcomes.

Their contributions also help to create psychologically safer environments that lend themselves to great experimentation and can accelerate innovation.

The combination of a young population and a growing number of female leaders creates a powerful foundation for a dynamic future defined by diversity and growth. It also presents an exciting landscape for profound impact, which London Business School is honored to support.

Through our new executive education office in the heart of Riyadh’s prestigious Diriyah city, we are excited to continue our work of more than a decade in the Kingdom, partnering with the government, corporations and family enterprises that are investing in the development of current and emerging talent, including female leaders.

Our approach is deeply collaborative; we work shoulder-to-shoulder with our partners. Firstly, we take the time to understand their context: what they are trying to achieve, the challenges and opportunities they face and what they need. Then we recommend and design with them learning experiences that enable their leaders to achieve individual, team and organizational objectives.

Global, evidence-based insights and international best practice are vitally important to these educational journeys. So are experiential activities, discovery learning in global locations and company visits that push leaders outside their comfort zones and challenge and expand their thinking. Local case studies of transformation and good practice are another key component in the carefully curated learning experiences London Business School delivers.

We are delighted that London Business School faculty are now working with organizations throughout the Kingdom, actively capturing the country’s transformation through an expanding number of case studies. These case studies bring important learning into the London Business School classroom for people in Saudi Arabia and beyond.

People are at the heart of Saudi Arabia’s transformation. As the Kingdom continues to encourage broad participation and to invest in developing current and future leaders with a global mindset and the tools and knowledge they need to succeed, we stand ready to support their journey to the prosperous and innovative future that awaits.

• Helen Kerkentzes is Associate Dean, Executive Education, at London Business School.