_*Summary:*_

Introduction:

what and how they worked

why was the customer expectation changing
What was MAF’s existing strategy and what they focused to change

Entrepreneurial mindset:

New ventures, Majid’s first large scale mall of 85$ million investment
Sole shareholder of MAF group
Nor executive position neither in BOD

The case of change:

Customer orientation and expectation were changing

Majid’s step towards catering this change, steering committee
Cultural transformations, rewiring the organization

The leadership institute:

MAF leadership model Exhibit 5

Leadership institute: induction and leadership development Exhibit 6

Performance Management:

Performance metric Exhibit 7a

universal “good” performance rather each employee has its own meaning/understanding of “good”
performance
sample employee KPI table Exhibit 7b
guidance on how to evaluate employee performance

The school of Analytics and Technology:

MAF excels in building malls, hotels etcetera but customer is changing to online
introduction of technology
need to be prominent digitally same as physically
60-person team formed, named center of excellence, focus in tech, data and analytics agenda

Think Group:

People weren’t realizing power of organization

top 5% were conduction business on their own
Little changes, group sharing platform, workplace, retail server to group server
Choosing to work with other MAF companies rather than external firms
different key performance indices KPIs

Organizational Health Index:

MAF’s OHI survey in 2015, score was 57, in bottom third quartile
lacked leadership, accountability, and capabilities
65 in 2016
71 in 2017 progress on communicating the group’s vision to the whole organization.
focus on innovation instead of operational and financial discipline
74 in 2018 more improved OHI
authoritative style still dominant but shift toward consultative and supporting styles

Focus on customer experience:

Environment changed radically

technology intervened, shift to digital era
Mitchell explains: service, ambiance, the food, the team , these combinations make MAF projects
different from watching Netflix at home or having same rides of Disneyland in other theme parks
Carrefour introduced scan & go tech in 12 out of 15 markets
comparison to Ali Baba’s family mart, all u need is an app. Whether online or offline, its your wallet and
all-in-one app.
a platform made for data collection and maintaining customer relationship data from across group

Looking forward / conclusion:

45000 employees in 2019 compared to 20000 employees in 2015

diverse assets, business across multiple markets
requires access to dependable, stable, and diversified sources of capital.
Innovation is required, todays’ idea has a shelf life of 3,4 years. Meanwhile generate new idea
innovating the existing
Changing mindset of thousands of employees was not an easy task
old top-down approach changed to grass-root, bottom-up approach,
complexity in taking a decision, ask one then to discuss with other then get approved from other created
complexity and speed Is critical

Assignment:

1. Introduction (AI)
2. Changes:

i) Customer expectation and entrepreneurial mindset of Majid (SM)

ii) Leadership and performance metric (MAF)
iii) Technology and think group (SAK)
iv) Organization health index and customer experience (KS)

3. Conclusion (AI)