Royal Academy of Management (Oman)
Solutions:
In 2024, GLOBIS delivered the international immersion module in Japan for 50 Omani participants of the Royal Academy of Management's "Future Leaders Program" (FLP). The initiative focused on building a future-ready, nationwide leadership pipeline aligned with Oman Vision 2040.
This milestone marks a strategic step forward in the GLOBIS-Oman relationship, signaling the start of wide-ranging collaboration across the GLOBIS ecosystem. Through this partnership, GLOBIS is committed to supporting Oman's development across multiple sectors, with the aim to create lasting impact and set a benchmark for meaningful, values-driven international partnerships.
Interviewee:
Mr. Hilal Al-Riyami
Head of National Initiatives, Royal Academy of Management
The Royal Academy of Management (RAM) was formed through the merger of the Institute of Public Administration and the Institute of Capability Development, each with decades of legacy in human capital development. RAM serves as the central coordinator for talent initiatives aligned with Oman Vision 2040.
RAM launched the Future Leaders Program to fulfill two critical mandates: discovering untapped leadership talent and preparing early-career professionals for national roles. As Mr. Al-Riyami shared, “Our key challenge in the R&D phase was talent discovery: what is 'talent,' and what is 'relevant talent' to Oman at this stage?”
Participants were required to be under 35 years of age and possess at least three years of work experience. Out of more than 5,000 applicants, only 50 were selected through a rigorous four-stage process that included psychometric assessments, leadership evaluations, and behavioral interviews. This cohort represented both government and private sectors, maintaining gender parity.
The selected participants were expected to do more than absorb new skills—they were positioned to actively shape their organizations and sectors. RAM created conditions for this by designing real-world leadership projects tied to national priorities like food security and embedding systems-level thinking across public–private lines.
The challenge was to design a program that could change how participants think, what they aspire to, and how to get there.
To meet the complexity and ambition of the Future Leaders Program, RAM adopted a modular program model, with different phases delivered by specialized partners. RAM designed a modular program model, selecting GLOBIS to co-deliver the Japan immersion, given its strong alignment with RAM’s vision.
“We had our own criteria: we wanted a country that could link with us from a cultural and mindset perspective, a country that our participants could relate to but also be challenged by. A country that is advanced and progressive but also very linked to its roots and heritage, because that's how we foresee Oman,” Mr. Al-Riyami noted.
Japan emerged as the right fit, not only because of its deep cultural roots and longstanding ties to Oman, but also for its successful hybrid model that integrates global best practices with the Japanese approach. GLOBIS was selected to co-design and deliver the international immersion module, held in Japan under the title “Foresee the Future.”
The experience included:
● Interactive classroom sessions on foresight, systems thinking, and leadership philosophy
● Visits to prominent Japanese firms including Toyota, Hitachi, and Itochu for discussions with Japanese leaders
● Cultural immersion activities designed to challenge assumptions and encourage reflection
In line with RAM’s design for a high-impact immersion, GLOBIS supported delivery with faculty presence, cultural activities, and logistical engagement. Faculty, consultants, and leadership team members were not only present in the classroom but also deeply engaged in daily interactions, shared meals, and even the smallest logistical details—ensuring a seamless and immersive learning experience.
In Japan, participants explored core leadership values like humility, patience, and precision. These reflections, combined with deeper questions of identity and purpose, led to unique insights into what the future of Oman could look like. Concepts like kokorozashi—a sense of personal mission—resonated strongly throughout the program. Amidst an intense schedule, a guided meditation session offered an unexpected moment of clarity and internal grounding.
Mr. Al-Riyami noted its impact. "For the majority of the audience, that experience was quite enlightening, perhaps because the schedule is very intense, so finding a bit of time to breathe was very important.”
The immersion was not a one-off experience but part of a layered journey. Before the trip, participants engaged in preparatory labs and coaching sessions. On returning, they reflected through structured debriefs and began applying insights to projects within their organizations. The program was structured to create cumulative impact; not just one moment of clarity, but a deep shift in orientation toward leadership.
RAM is leading measurement of the Future Leaders Program across three pillars—mindset and behavior, peer networks, and organizational impact—using 360-degree reviews, coaching, and alumni engagement.
Mindset and behavior: Participants reported changes in how they manage time, navigate pressure, and approach leadership challenges. RAM is conducting pre- and post-program assessments to validate these changes.
“A lot of the participants found the Japan module an eye-opener at different scales: culturally, intellectually, and transformation-wise,” Mr. Al-Riyami noted.
The Japan module prompted a deeper reflection on leadership as a lived value system. Participants repeatedly cited the quiet strength they observed in everyday interactions—how humility, respect, and punctuality showed up not just in boardrooms, but on trains, in service encounters, and in daily life. For many, it was the first time leadership felt less like a title and more like a personal ethic.
“You hear about Japan,” Mr. Al-Riyami said, “but when you deal with the individual, you feel that humbleness.” These observations left a lasting impression—shaping how participants now think about presence, accountability, and the tone they set as leaders.
Professional network: Participants continue to engage beyond the program, forming peer circles, launching collaborative projects, and advising each other across sectors. They've created group channels to share resources, offer feedback, and help troubleshoot organizational challenges.
"We have noticed that the 50 participants now share contacts, work on joint projects, and inform their entities about what other entities are doing in terms of specific projects. The network and platform the program created for these 50 participants did wonders for them; they became more than participants; they became friends and colleagues. For us, building that inclusive platform for them was a key success criterion."
Organizational impact: Participating organizations have begun reporting increased initiative and self-leadership from their FLP alumni. A second round of 360-degree feedback is planned six months after the program to capture longer-term effects.
Ultimately, the cultural connections and insights that participants gained stood out the most. “I think one of the interesting elements was as simple as dealing with Japanese people on a day-to-day basis... That's where the 'aha moments' came from,” he says.
RAM views the Future Leaders Program as a pilot for a larger national strategy. The modular, partner-driven model has proven scalable, and the Japan immersion confirmed the value of global exposure in leadership development. Plans are underway to strengthen alumni engagement and to introduce additional sector-specific leadership programs across Oman.
The RAM-GLOBIS collaboration demonstrates how RAM strategically leverages global expertise like GLOBIS to enrich Oman’s leadership pipeline. This includes potential collaboration with GLOBIS University, corporate programs, and leadership initiatives, creating a model for value-aligned international partnerships that can be replicated across multiple sectors and programs.
"I feel both partners have learned a lot in terms of understanding the other person's point of view, background, culture, and others. And I think building on that partnership and making sure that we invest in it is what matters most moving forward."
He believes the long-term success of any global engagement lies in its relevance and reciprocity. Reflecting RAM’s mandate, Hilal emphasized that any collaboration must ensure in-country value for Oman. "I think any collaboration you do in Oman, always keep in mind, 'What's in it for Oman? How can we give to Oman?' I think the element of in-country value is a very, very important one."
The experience of bringing 50 future leaders to Japan, watching them absorb, question, and transform, has left a lasting impression. As bilateral ties between Oman and Japan deepen, educational collaborations like this promise enduring value.
Mr. Al-Riyami affirmed the program's potential: "I truly believe it is replicable. The model we implemented for the Future Leaders Program can definitely be applicable to other programs, keeping in mind that the journey requires consistency, curiosity, and commitment."
With this conviction, RAM is poised to remain at the forefront of leadership evolution in Oman, continuously refining its pioneering approach to cultivate a new generation of visionary leaders ready to shape the nation's future.
"It was a true honor to be invited by the Royal Academy of Management to reflect on what defines relevant talent for Oman, and to explore this through the lens of Japan together with the 50 participants of the Future Leaders Program. This initiative was not only a journey of leadership development, but also a reflection of partnership between Oman and Japan - fostering mutual learning and strengthening ties for the future.
These young leaders came to Japan carrying both pride and responsibility at a national level, and they demonstrated unwavering determination to maximize every opportunity for growth. Immersed in diverse and often unfamiliar experiential learning moments, they were challenged to rethink their perspectives and approaches. Yet, they consistently responded with humility and curiosity, embracing the new and unfamiliar while reciprocating the support they received - not only learning from others but also teaching and inspiring those around them.
While Oman and Japan may appear distant in geography and culture, this program revealed how deeply aligned they are at the level of values. The genuine connections formed during this journey mark only the beginning. I felt truly humbled to witness this unfolding throughout the program, and I am confident that these Omani leaders, guided by their strong kokorozashi, will go on to create a lasting impact as they drive their nation forward and shape positive change beyond their borders.”
“What struck me most throughout this collaboration was the passion and potential of the young Omani leaders. Their willingness to question, to reflect deeply, and to connect purpose with practice reminded me of the essence of kokorozashi, a personal mission that goes beyond individual success to create value for society.
As a Japanese facilitator, I was humbled to see how everyday aspects of Japan, such as trains running on time, the quiet respect in daily interactions, and the patience in craft, were received as profound lessons on leadership. It made me realize that what we often take for granted in our own culture can become a source of deep inspiration for others.
For me personally, this program was not only about delivering content but also about building a bridge of trust and mutual learning between Oman and Japan. I am convinced that the future of leadership will be shaped not by solitary efforts but by partnerships grounded in values, humility, and long-term vision.
I am truly grateful to have walked part of this journey with RAM and the participants, and I look forward to continuing to co-create meaningful impact together.”
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