Performance Magazine, the flagship business publication of The KPI Institute, announces the release of its highly anticipated government edition, featuring the 2025 Government Services Index (GSI)—a comprehensive benchmark assessing the performance of public sector institutions worldwide.

Produced by The KPI Institute’s Publications team, the GSI evaluates overall strategic effectiveness, service delivery, digital readiness, and citizen engagement across governments. It serves as an essential reference for understanding how public institutions are adapting to global challenges while striving to deliver better outcomes.

Expanding on these findings, the government edition of Performance Magazine provides strategic, data-backed insights into how governments are navigating complex demands, from rising citizen expectations and fiscal constraints to the pace of digital transformation. Through the lens of strategy and performance management, this special issue highlights which countries are leading, where progress is uneven, and what practices are driving measurable success.

The In-Depth section unpacks key findings from the GSI, offering analysis of regional and international trends in government performance and innovation. The Interviews section features insights from reputable public sector leaders, while Ask Our Experts delivers actionable guidance from The KPI Institute’s subject matter experts on achieving results in high-stakes environments.

This edition is a must-read for government professionals, policy strategists, and performance leaders seeking to understand what works and how to lead change. 

Performance Magazine Issue No. 35, 2025 – Government Edition is available now as a free digital download at the TKI Marketplace. For readers who prefer a print version, hard copies can be ordered via Amazon.

The integration of sustainability into strategy has moved from a peripheral concern to a defining aspect of organizational strategy. In its fourth edition, The KPI Institute’s State of Strategy Management Practice – 2025 MENA Report reflects this trend alongside its wider analysis of strategy management practices. 

Findings indicate that 74% of professionals reported that sustainability is part of their organization’s strategic plan this year—a 10-percentage-point increase from 2024. The report attributes the overall rise to heightened investor demands, shifting consumer behavior, and growing global and regional pressure on environmental, social, and governance (ESG) standards.

Expanding on this finding, the report includes insights from Mohummed Haris, head of corporate strategy in the automotive industry, who shared that his organization’s sustainability strategy is guided by a broader vision that “brings with it expectations around specific reporting standards, whether it be International Financial Reporting Standards (IFRS) or certain KPIs.” He added that the organization aims to become a process-driven entity, aligning its strategy with the Public Investment Fund (PIF) Sustainability Framework, the United Nations (UN) Global Compact standards, and Saudi Arabia’s national net-zero ambitions.

Sector-specific data highlights how the integration of sustainability into strategy varies across industries. Retail demonstrates the strongest commitment, with 100% of respondents confirming sustainability as part of their strategic planning process. Manufacturing and energy follow closely at 75%, driven by strict regulatory frameworks and scrutiny from global markets. 

Meanwhile, the report shows banking as the least aligned, with half of the respondents stating that sustainability is not part of their strategy. The healthcare and engineering sectors also show majority agreement, but 18% and 16% of respondents disagreed, respectively, which indicates that sustainability is not yet fully integrated into their strategy. The report’s findings show that stronger integration could be achieved by setting “clearer policy mandates or improved understanding of how sustainability impacts long-term performance in those sectors.”

In the report’s Recommendations for Best Practices section, Teodora Gorski, Managing Director – MENA at The KPI Institute, recommends embedding sustainability into the core of strategy design by integrating ESG priorities into strategic themes, KPI frameworks, and initiative portfolios. She further advises extending accountability beyond ESG teams by assigning executive ownership, tracking business unit contributions, and aligning sustainability goals with investment and board-level reporting.

The 2025 report shows that despite the growing momentum gained due to certain industries making bold strides toward sustainability, some remain cautious. To uncover the full picture, download the State of Strategy Management Practice – 2025 MENA Report, which features a refined survey design, broader regional coverage, and expert interviews that bring practical, real-world context to the findings. Access the report here.

The new year presents new opportunities for growth, learning, and improvement. With evolving trends and rising performance expectations, professionals must continue to strengthen their strategy and performance capabilities. 

The KPI Institute’s 2026 Learning Lineup equips participants with practical tools to enhance strategy execution, performance governance, and KPI management. Programs are delivered through live virtual classrooms, face-to-face courses across Europe, the Middle East, Africa, and Southeast Asia, and self-paced eLearning—offering flexible, accessible, and digital-first learning experiences.

Each program is grounded in rigorous global frameworks and standards, promoting ethical performance management, strategic alignment, and long-term value creation. With globally recognized certification and accreditation offerings, participants gain credibility and practical skills to elevate performance management maturity across their organizations.

Key offerings in the 2026 learning lineup include two new courses: Certified Training Professional, which is designed to strengthen organizational training and development by guiding participants through a structured instructional design approach; and Certified AI Enablement Professional, which equips professionals with the skills to harness Artificial Intelligence (AI) to streamline tasks, save time, and enhance the quality of work and outcomes.

Explore the full 2026 course lineup in detail and plan your professional development by accessing the course calendar below:

• Live Online courses 2026: https://kpiinstitute.org/Live_Online_Training_Courses_2026_Calendar_a.pdf
• Face-to-Face courses 2026 – EMEA: https://kpiinstitute.org/MENA_UK_Training_Courses_2026_Calendar.pdf
• Face-to-Face courses 2026 – SEA: https://kpiinstitute.org/SEA_Training_Courses_2026_Calendar.pdf

Looking ahead, The KPI Institute continues to advance strategy and performance management practices, expand research-driven insights, and strengthen global partnerships to help organizations and professionals deliver sustainable impact and measurable results. 

In line with this commitment, The KPI Institute is strengthening its presence in Saudi Arabia by opening a dedicated hub and delivering accelerated training programs that feature more flexible delivery formats. These enhancements provide greater accessibility and convenience without compromising the depth, interactivity, or quality that define The KPI Institute’s globally recognized certifications. 

With The KPI Institute’s flexible 2026 learning options, professionals can plan their development with ease. Ready to elevate your performance and strategy skills? Explore the full scheduled course calendar, browse monthly programs, and register today through the TKI Marketplace to advance your skills and drive measurable impact.

As 2026 begins, The KPI Institute strengthens its role as a global authority in performance management, enabling organizations to achieve sustainable, measurable results. Anchored in research excellence and responsible governance, The KPI Institute focuses on long-term value creation worldwide.

The 2026 portfolio of premium training and certification programs builds critical capabilities in strategy execution, performance governance, and KPI management through flexible delivery formats that expand access and support digital-first learning.

In 2025, research and thought leadership remain central to The KPI Institute’s strategic priorities. Through research initiatives and publications—such as the 2025 Global Trends Brief, State of Strategy Management Practice – 2025 MENA Region, Government Services Index 2025, and the quarterly Performance Magazine—The KPI Institute provides evidence-based insights that enable organizations to embed performance discipline into decision-making processes, strengthen governance frameworks, and align execution with long-term strategic and sustainability objectives.

The consultancy division supports private and public sector organizations in strengthening accountability, transparency, and results orientation. By working with corporations, holding companies, and government institutions, The KPI Institute enables the translation of strategy into action while aligning performance outcomes with ESG commitments and public value creation.

2026 marks a year of strategic focus and responsible growth. Live-Online Certifications and face-to-face Certified Courses across the EMEA and SEA regions are grounded in rigorous global standards that promote ethical performance management and long-term value creation. Through globally recognized certification and accreditation programs, The KPI Institute continues to elevate professional standards worldwide.

Looking ahead, The KPI Institute remains committed to advancing strategy and performance management practices, expanding research-driven insights, growing its global footprint through new hubs, and strengthening partnerships to enable sustainable impact and measurable results.

The KPI Institute thanks its clients, partners, and global community for their continued trust and collaboration and looks forward to contributing to a more accountable, resilient, and performance-driven future in 2026.

As the year draws to a close, performance measurement becomes more critical than ever. The final quarter is not only about closing results, but it is a decisive period for validating strategic priorities, identifying performance gaps, and setting a solid baseline for the year ahead. At this stage, organizations rely heavily on well-defined key performance indicators (KPIs) to ensure financial discipline, operational stability, and informed decision-making.

The fourth quarter of 2025 placed a strong emphasis on controlling costs, strengthening incident response capabilities, and optimizing inventory levels. The featured KPIs for October, November, and December reflect key performance areas that help organizations finish the year with clarity and confidence, while also preparing for a smooth transition into 2026.

KPI of October: $ Cost of goods sold (COGS) – tracks the expenses directly associated with producing the goods a company sells, providing visibility into manufacturing and procurement spending. This KPI supports organizations in monitoring cost structures and maintaining control over production-related expenditures.

Effective monitoring of $ COGS helps leaders identify cost inefficiencies, optimize supplier and production decisions, and protect margins—making it essential for maintaining competitiveness and accurate pricing, especially at year-end. Download the free digital poster, via the TKI Marketplace, to learn more about how to define, measure, and apply the $ COGS effectively within your organization.

KPI of November: # Mean time to resolve (MTTR) –  measures the average duration required to identify, resolve, and prevent the recurrence of a security incident. It is used to evaluate an organization’s ability to respond to incidents efficiently and effectively and is one of several essential KPIs in incident management.

# MTTR offers insight into how quickly teams can detect issues, coordinate responses, and restore operations, and should be tracked alongside related indicators for a more complete view of incident response performance. Explore this indicator further by downloading the digital poster from the TKI Marketplace.

KPI of December: % Slow moving inventory – measures the share of inventory items that have remained unsold for a specified period (e.g., 90 or 180 days) compared to total inventory. This KPI helps organizations identify stock that may be at risk of becoming obsolete.

Monitoring slow-moving inventory enables organizations to make informed decisions on markdowns, promotions, redistribution, or discontinuation of underperforming items. Proactive management of this KPI supports healthier cash flow, leaner operations, and more accurate demand planning as organizations prepare for the new year. Download the digital poster from the TKI Marketplace to learn more.

These digital posters are part of the KPI of the Month series by The KPI Institute. It is a free infographic series designed to provide practical insights into the application of key performance indicators. Each edition focuses on one specific KPI, offering clear explanations of terminology, addressing common challenges in its use, and outlining essential details such as its definition, calculation, balanced scorecard relevance, data profile, typical targets, and actionable recommendations. Explore the other featured KPIs from the past quarters, visit the TKI Marketplace today!

Now preparing for its fourth edition, The KPI Institute’s Government Services Index (GSI) continues to strengthen its position as one of the world’s most trusted, data-driven assessments of public service excellence. Over the past three years, the GSI has evolved into a global reference point for governments seeking to understand not only how they perform, but why certain public systems excel and how others can improve.

To ensure a comprehensive and reliable framework, the development of the GSI involved an extensive research process. Over 100 articles and 40 global indices were analyzed, together with more than 900 indicators reviewed, to streamline the most relevant dimensions for evaluating government service quality and the availability of consistent global data. Moreover, the GSI 2025 report covers 126 countries, expanding from 122 in the previous edition and spanning five global regions: America (22 countries), Europe (38 countries), Asia and Oceania (26 countries), Africa (29 countries), and Middle East (11 countries).

More than a ranking, the GSI functions as a comparative benchmarking platform, offering policymakers, researchers, and practitioners a systematic approach to assessing government effectiveness across diverse contexts. Its robust methodology is built around 30 indicators across five key dimensions: Future Readiness, Digitalization, Governance, Society Welfare, and Citizen Experience. Together, these pillars capture both a government’s present capabilities and its preparedness for the challenges of tomorrow.

As the 2025 edition approaches, the GSI continues to serve as both a mirror and a guide—reflecting regional performance while highlighting the emerging standards of agile, sustainable, and citizen-centered governance.

Early findings reveal a clear trend: the governments setting today’s global benchmarks are those that anticipate future needs, embrace digital transformation, foster inclusive governance, safeguard societal welfare, and deliver equitable citizen experiences. Their progress underscores a crucial insight—lasting excellence depends on integrated, long-term strategies, not isolated reforms.

With the 2025 GSI on the horizon, the question for public leaders is sharper than ever: Is your government raising the bar?

Be the first to get a copy of the Government Services Index 2025 report. Follow The KPI Institute on LinkedIn for exclusive updates and release announcements

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Editor’s Note: Explore the previous Government Services Index reports for deeper insights and year-to-year comparisons. Get your digital copy for free!

• 2022
• 2023
• 2024

The 2025 Global Trends Brief by The KPI Institute outlines the key forces—geopolitical, economic, sociocultural, technological, environmental, and legal—shaping organizational strategy. While the first four dimensions are transforming the workforce and operations, the environmental and legal factors add further complexity to strategic planning.

According to the brief, investment in energy and natural resources is set to reach record levels in 2025, surpassing $1.5 trillion—about 6% higher than in 2024. This growth is closely tied to the accelerating focus on environmental, social, and governance (ESG), which is driving sustainable business practices, green mobility initiatives, and the adoption of circular economy models. Organizations are increasingly viewing ESG as essential to long-term resilience, supported by innovations like green AI that help reduce energy use and carbon emissions, even as rising AI-related energy demands renew interest in nuclear power.

The report also highlights that investors see government policy as a critical factor in clean-energy profitability, with about 64% of global energy transition investors citing measures such as carbon taxes as key to investment attractiveness. And despite the sharp drop in ESG inflows in 2023, global ESG assets are still expected to exceed $53 trillion by 2025—nearly one-third of total assets under management.

On the final force, legal and regulatory pressures are expected to intensify in 2025. The KPI Institute’s 2025 Global Trends Brief notes that extending U.S. tax cuts could generate over one million small business jobs annually and boost manufacturing and investment in underserved regions. At the same time, local policies and stricter AI regulations are reshaping how businesses operate, with regulators focusing heavily on cybersecurity, privacy, and national security risks.

Rising data center spending—up nearly 35% in 2024 and expected to grow by another $50 billion in 2025—comes alongside escalating fraud, identity theft, and AI-driven deepfakes, which are anticipated to push U.S. consumer losses past $10 billion per year. Financial crime enforcement is also tightening following the Financial Action Task Force’s updated standards. To keep up, organizations are increasingly adopting AI governance tools, while 76% of small business owners support government efforts that help them integrate new technologies responsibly.

Strategic priorities for organizations

To remain competitive, organizations need to prioritize operational efficiency, talent development, and risk management. The 2025 Global Trends Brief identifies key areas where strategic focus will be essential:

• AI skills and talent: Enhance AI capabilities and retain top talent to meet evolving technological and market demands.
• Supply chain resilience: Diversify suppliers and expand local sourcing to navigate ongoing geopolitical tensions.
• AI risk management: Strengthen controls to safeguard sensitive data and ensure regulatory compliance.
• Automation benefits: Leverage AI to reduce routine administrative tasks, freeing managers to focus on strategic initiatives.
• Employee engagement: Prioritize employee experience and engagement to attract and retain top talent.

Looking ahead, organizations need proactive strategies that combine agility, technology, and sustainability to thrive in a rapidly evolving environment. The 2025 Global Trends Brief key recommendations include:

• Agile performance systems: Implement frameworks that adapt quickly to geopolitical shifts and supply chain disruptions.
• Integrated analytics: Use advanced data platforms to monitor trends and adjust strategies during economic turbulence.
• Digital twin simulations: Model supply networks to test resilience against potential disruptions before they occur.
• Circular economy initiatives: Adopt IoT-enabled resource tracking to align profitability with sustainable practices.
• AI governance boards: Establish cross-functional teams to ensure innovation is balanced with regulatory compliance and workforce readiness.

The 2025 business landscape brings both challenges and opportunities. Organizations that embrace agility, sustainability, and employee engagement will be best positioned to navigate geopolitical, technological, and operational complexities for long-term success.  End the year strong and start 2026 with the right guidance—download the full 2025 Global Trends Brief on the TKI Marketplace.

Sales is the engine that powers revenue and growth in any organization. Beyond closing deals, it plays a strategic role in building customer relationships, gathering market insights, and shaping business strategy. By effectively measuring sales performance, organizations can identify strengths, address gaps, and optimize processes—ensuring teams consistently meet targets while adapting to evolving market dynamics.

The sales landscape this year is faster, more digital, and increasingly data-driven. Jannik Lindner, Co-Founder of Gitnux and an experienced digital strategist, noted in a recent report that the sales industry is undergoing a major transformation. With 70% of sales organizations adopting digital initiatives, companies are seeing significant gains—including a 33% increase in revenue and a 40% rise in productivity driven by artificial intelligence (AI)— reshaping how businesses engage with customers. This shift is transforming traditional sales models and redefining how organizations engage and retain customers. 

With buyer expectations rising and competition intensifying, sales leaders require clear, actionable key performance indicators (KPIs) to navigate complexity and deliver results. To meet this demand, The KPI Institute has released the Top 25 Sales KPIs – 2025 Edition, a comprehensive guide to the essential metrics every sales team should monitor in the year ahead.

To provide a glimpse into the report, here are five of the top KPIs featured in the 2025 edition:

1.  % Cannibalization rate of new product offering – Measures the percentage of sales an existing product loses following the introduction of a new product offering within the same market segment. Its purpose is to indicate the highest level of internal product substitution the company can sustain before it begins to lose profit.
2. % All commodity volume (ACV) distribution – Measures the share of market sales volume from stores that carry the organization’s product, with each store’s contribution weighted by its sales size. This metric specifically evaluates how efficiently products are being distributed.
3.  % Sales quota attainment – Measures the percentage of total sales targets that were met during the reporting period. This indicator provides meaningful insight into how various enablement strategies, sales training approaches, and coaching practices impact the sales team’s overall effectiveness over time.
4.  % Adjusted trial rate – Measures the percentage of potential customers expected to try a pre-launch product, adjusted for brand awareness and distribution reach during the reporting period. This is particularly helpful during early concept testing, as it measures initial consumer interest without factoring in real-world limitations.
5. $ Revenue per successful call – Measures the average revenue generated per successful sales call in the reporting period. Its purpose is to assess how efficiently sales interactions generate revenue.

This report is part of the Top 25 KPIs – 2025 series developed by The KPI Institute. The series provides a comprehensive framework for effective performance measurement and addresses key challenges in KPI implementation. Each KPI is documented with practical definitions, calculation formulas, analysis guidelines, and recommended usage scenarios to support integration into performance management systems.

Explore the full report to enhance your sales performance measurement practices. The Top 25 Sales KPIs – 2025 Edition is now available on the TKI Marketplace, with printed copies available for order on Amazon. Get your copy today!

Performance is now inseparable from sustainability. The latest edition of Performance Magazine highlights how organizations are shifting from compliance-focused reporting and fragmented frameworks toward integrated systems and strategic execution. Across expert analyses, global updates, and in-depth interviews, one message has emerged: organizations are treating sustainability as a practical performance discipline embedded in operations and strategy.

Here are 10 ideas from Performance Magazine’s Sustainability Edition that are redefining how organizations think, act, and measure sustainable performance:

1. Make reporting demand action

Sustainability reporting is no longer a ceremonial exercise. Ghada AlTaher, in “New Rules, New Results,” highlights that recent reporting standards bring together fragmented frameworks. They also cut down unnecessary complexity. Firms that build in these disclosures into daily decision-making turn compliance into actionable insights. This way, reporting becomes a driver of improvement, not just a paper trail.

2. Flip regulation into opportunity

Mandatory frameworks are reshaping corporate priorities globally. Liana Paraschiv’s analysis in “Fatigue or Future-Proofing?” points out that companies treating regulatory obligations as strategic levers—not just burdens—can line up operations with stakeholder expectations. They can also boost performance and sharpen their competitive edge.

3. Demand ESG you can trust

Reliable ESG data underpins meaningful decisions. Mai Ismail, in “ESG Data That Actually Matters,” warns that inconsistent or low-quality information can throw off investors and managers. Organizations that set up solid data collection and verification gain clarity on risks, spot opportunities, and see real business impact.

4. See double materiality like never before

Double materiality, discussed by Naamaa Eissa in “Double Materiality at the Core,” shifts companies from reactive compliance to proactive strategy. By looking at both how business affects society and how societal and environmental factors affect the business, organizations can sort out priorities. They can also spot hidden risks and weave ESG into financial and operational planning.

5. Turn equity into performance muscle

Teodora Gorski’s “Equity as a System” emphasizes that inclusion must be built in structurally. When equity guides decisions, resource allocation, and governance, social sustainability becomes measurable and predictable. It also links directly to organizational performance.

6. Show what you don’t know

Bori Pentek, in “Constructive Uncertainty,” points out that being upfront about limits builds up credibility. Organizations that acknowledge gaps in data or strategy invite collaboration and deepen trust. This makes reporting more than a checklist—it becomes a real insight into performance.

7. Decode social data that reveals reality

One Ask Our Expert feature highlights that conventional social metrics often miss what really matters. Patterns in capability equity, relational trust, and community resilience reveal whether people and communities are genuinely thriving. They also show up if business results are truly sustainable.

8. Put circularity in command

Another Ask Our Expert discussion explains that embedding circular economy principles can reduce short-term performance. But it can also pay off in the long run. Strategic planning and performance management need to work through these trade-offs to fully capture sustainability benefits.

9. Train people, shift outcomes

Sustainability education drives organizational change. An Ask Our Expert session notes that employees who understand environmental and social issues become innovators and collaborators. Awareness turns into real operational improvements and stronger alignment with strategy.

10. Hardwire sustainability into operations

Sustainability cannot stay a side initiative. Across expert interviews and global case studies, the message is clear. Integrating ESG into core systems—from KPIs to governance and supply chains—feeds into daily decisions, investments, and long-term strategy.

Organizations cannot treat sustainability as optional or merely a public relations effort. Today, it functions as a core performance discipline, requiring precise metrics, integrated strategy, and alignment across culture and operations. Discover more insights and download Performance Magazine Issue No. 34, 2025 – Sustainability Edition for free at the TKI Marketplace or order a print copy via Amazon.

The Global Performance Audit Unit (GPA Unit), The KPI Institute’s strategy and performance audit division, is inviting organizations and practitioners to one of the year’s key gatherings in strategy and performance management. On November 17, senior leaders and industry experts will convene in Riyadh for the Performance Excellence Forum & Awards Gala 2025, a full-day program focused on advancing performance maturity and organizational excellence across sectors.

More than an event, the gala unites visionaries shaping Saudi Arabia’s future in performance, strategy, and transformation. Attendees will gain actionable insights, practical frameworks, and forward-looking perspectives to enhance capabilities and support the Kingdom’s long-term goals.

This year’s forum brings together leaders from government, private, and global organizations with expertise in strategy, transformation, performance management, and human capital. Participants will learn best practices in organizational excellence, digital transformation, and high-performance cultures from experts across aviation, investment, construction, HR, publishing, and technology—leaders driving Vision 2030 and global business standards.

Featured speakers

Below is the curated lineup of speakers leading this year’s forum:

• Badreddin Ibrahim Alharithy – Strategy & Transformation Director at Albawani Holding
• Led major strategy offices and enterprise project management offices (PMOs), delivering complex transformation programs aligned with Vision 2030.
• Title of the talk: Case Study: From Maturity Assessment to Organizational Impact. A Leap from Emergent to Advanced Practices (along with Cristina Mihăiloaie)

• Anas Alkeaid – Head of Strategic Planning, at Literature Publishing Translation Commission
• Guided strategic initiatives that advance Saudi Arabia’s cultural ecosystem and support national transformation goals.
• Title of the talk: Focus Over Volume: How Performance Maturity Redefines What Gets Measured in Performance Management Systems

• Abdulmohsen K. Alraimi – Excellence Programs and Quality Monitoring Director at ZATCA
• Drove major improvements in digital platforms and quality systems, securing top national excellence rankings.
• Title of the talk: From Local Fixes to Institutional Learning: Advancing Performance Improvement Maturity Across the Organization

• Abdulhadi Al Ghamdi – Performance Management Senior Manager at Riyadh Airports
• Led workforce planning and performance initiatives that strengthened organizational effectiveness across Riyadh Airports.
• Title of the talk: The Performance Management Journey at Riyadh Airports Company​: From engagement insights to execution excellence

• Ahmed Bin Shuail – Senior Director, Head of Strategy & Planning at Public Investment Fund (PIF)
• Spearheads PIF’s corporate strategy management and has contributed significantly to Vision 2030’s national transformation agenda.
• Title of the talk: Panel Discussion: How Strategy and Corporate Performance Leaders Use Maturity Assessments to Drive Business Impact (along with Abdullah Almofleh, Alyn Bailey, and Diogenis Paplomytis, moderated by Cristina Mihăiloaie)

• Zainab Hamidaddin – Executive Director – Engagement & HR Business Partners at Red Sea Global
• Architected high-impact human resource programs that enhanced culture, wellbeing, and engagement across major Saudi organizations.
• Title of the talk: Panel Discussion: Performance with Purpose – Aligning People, Culture and Strategy (along with Akram Felemban, Manal Kutbi, Fahad Al-Qadhib, and Yara AlSikhan, moderated by Teodora Gorski)

• Abdullah Almofleh – Vice President of Corporate Strategy at SAMI Advanced Electronics Company
• Over 16 years of leading strategic transformation initiatives that support Saudi Arabia’s industrial and national growth goals.
• Title of the talk: Panel Discussion: How Strategy and Corporate Performance Leaders Use Maturity Assessments to Drive Business Impact (along with Ahmed Bin Shuail, Alyn Balley, and Diogenis Papiomytis, moderated by Cristina Mihăiloaie

• Mohammed Sulieman Al’Mohd – Head of EPMO at Red Sea Global
• Established one of Saudi Arabia’s most advanced PMO practices, enabling large-scale strategy execution and governance excellence.
• Title of the talk: When Leadership Listens: Building a Culture that Drives Performance Through Trust (along with Talal AlMalki)

• Talal AlMalki – Senior Director of Corporate Planning & Performance, Red Sea Global
• Designed modern business frameworks that drive efficiency, innovation, and long-term performance alignment.
• Title of the talk: When Leadership Listens: Building a Culture that Drives Performance Through Trust (along with Mohammed Sulieman Al’Mohd)

• Dr. Majid Alsubaie – Director at The KPI Institute for Training
• Expert in key performance indicators (KPIs) and digital transformation with extensive research contributions in strategy, agile project delivery, and performance.

• Akram Felemban – Vice President, Strategy and Transition Sector at Saudi Conventions and Exhibitions General Authority (SCEGA)
• Led national performance and governance frameworks that drive accountability and Vision 2030 alignment across the public sector.
• Title of the talk: Panel Discussion: Performance with Purpose – Aligning People, Culture and Strategy (along with Zainab Hamidaddin, Manal Kutbi, Fahad Al-Qadhib, and Yara AlSikhan, moderated by Teodora Gorski)

• Alyn Bailey – Group Chief Strategy & Transformation Officer at Albawani Holding
• 20-year global career leading multi-sector transformation programs, organizational restructures, and enterprise strategy.
• Title of the talk: Panel Discussion: How Strategy and Corporate Performance Leaders Use Maturity Assessments to Drive Business Impact (along with Ahmed Din Shuail, Abdullah Almoleh, and Diogenis Papiomytis, moderated by Cristina Mihăiloaie)

• Tor Inge Vasshus – Founder & CEO at Corporater
• Built one of the world’s leading Business Management Platforms, supporting Fortune 500 companies worldwide.
• Title of the talk: How Connected Enterprises Use GPRC to Advance Performance Excellence – Aligned with Saudi Arabia’s Vision 2030 Transformation

• Dr. Aurel Brudan – Founder & CEO, The KPI Institute
• Global authority on performance systems with 300+ publications and advisory experience across major global institutions.

• Manal Kutbi – Organization Development & Performance Management Director at Soudah Development
• Developed comprehensive human capital and performance systems that strengthen organizational agility and alignment
• Title of the talk: Panel Discussion: Performance with Purpose – Aligning People, Culture and Strategy (along with Zainab Hamidaddin, Akram Felemban, Fahad Al-Qadhib, and Yara AlSikhan, moderated by Teodora Gorski)

• Fahad Alqadhib – Human Capital General Director at MODON
• Integrates advanced HR technologies to drive talent development, change management, and organizational excellence.

• Diogenis Papiomytis – General Manager of Strategy & Business Plan at Matarat Holding
• Oversees strategy and performance across 27 Saudi airports, backed by two decades of global aviation expertise.
• Title of the talk: Panel Discussion: How Strategy and Corporate Performance Leaders Use Maturity Assessments to Drive Business Impact (along with Ahmed Bin Shuail, Abdullah Almofleh, and Alyn Bailey, moderated by Cristina Mihăiloaie)

• Yara AlSikhan – Associate Director, Talent & Performance Management at Tourism Development Fund
• Specializes in talent management and career development within high-growth national sectors.
• Title of the talk: Panel Discussion: Performance with Purpose – Aligning People, Culture and Strategy  (along with Zainab Hamidaddin, Akram Felemban, Manal Kutbi, and Fahad Al-Qadhib, moderated by Teodora Gorski)

• Adrian Brudan – Co-Founder & General Manager at GPA Unit
• Global leader in performance maturity assessments, shaping TKI’s key certified programs and research initiatives.
• Title of the talk: Conference Chair Welcome Message and GPAU 3.0 Official Launch

• Doina Popovici – Head of Maturity Assessment Services at GPA Unit
• Leads global maturity assessments that strengthen strategic alignment, operational excellence, and capability development.
• Title of the talk: How to Get Recognized for Performance Excellence

• Teodora Gorski – Head of Strategic Partnerships & Growth at GPA Unit
• Delivered strategy and performance advisory across 15+ countries and authored 25+ publications in sustainability, leadership, and strategy.
• Moderator for Panel Discussion: Performance with Purpose – Aligning People, Culture and Strategy

• Cristina Mihăiloaie – Head of Innovation & Product Design at GPA Unit
• Founding member of The KPI Institute with a decade of research and advisory expertise shaping global performance frameworks.
• Title of the talk: Case Study: From Maturity Assessment to Organizational Impact. A Leap from Emergent to Advanced Practices (along with Badreddin Ibrahim Alharithy)
• Moderator for Panel Discussion: How Strategy and Corporate Performance Leaders Use Maturity Assessments to Drive Business Impact

For a full schedule of sessions, speaker lineups, and detailed timings, explore the Performance Excellence Forum & Awards Gala 2025 agenda here.