The Strategy That Stalled

Two years into an ambitious growth strategy, a diversified group has met 23% of its milestones and revenue is flat. The CEO wants a strategic leadership programme for the top 150 leaders.

The requestClaim

Our 2030 strategy is right. The board approved it, the market supports it. But two years in we've delivered a quarter of the milestones. Our leaders run today's business well, but they don't think strategically. I want a strategic leadership programme for our top 150.

From Dr. Saleh Al-Manea, Group Chief Executive Officer

Organisation: Al-Manara Group

Sector: Diversified holding: cement, logistics, food, real estate and a technology venture
Size: 14,000 employees; SAR 9bn revenue

Two years ago the group launched 'Manara 2030' to grow revenue 40% through new consumer and digital businesses. A Strategy Management Office tracks 40 initiatives; business-unit CEOs keep control of their budgets.

Strategic priorities

Grow group revenue 40% by 2030, a third from new segments
Launch a direct-to-consumer food brand
Keep group EBITDA margin above 18%

Who you can interview

Dr. Saleh Al-Manea
Group Chief Executive Officer
Omar Al-Shehri
Chief Strategy Officer
Hessa Al-Tuwaijri
Group Chief Financial Officer
Fahad Al-Rajhi
CEO, Cement Business Unit
Maha Al-Qurashi
CEO, Food Business Unit
Yasser Al-Amoudi
Head of the Strategy Management Office