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KAIRAT KELIMBETOV

Governor, “Astana” International Financial Centre

AIFC LEADERSHIP PROGRAMME

AIFC Leadership Programme is aimed at addressing the challenges that AIFC will face over the next 5 years from the AIFC People’s approach by transforming the mindset and skills of its employees through professional learning, leadership capital development, obtaining new skills and on the job learning and application that should help AIFC to transform itself and boost organizational performance.

The Programme addresses three target audiences each of which will be addressed by customized programmes, individual development plans and succession planning, as was recommended by Deloitte as a result of the conducted audit. The year 2020 will be a starting point and should serve as a warm-up year for the Programme until 2025.

The Programme is supported by AIFC Governor and to be executed jointly by AIFC Authority and Bureau for Continuing Professional Development.


Watch the AIFC Leadership Programme video
3 TARGET AUDIENCES

LEVEL 1: EXECUTIVE

LEGACY AND FURTHER DEVELOPMENT OF AIFC ECOSYSTEM

LEVEL 2: LEADERSHIP

LEADERSHIP AND HIGH IMPACT

LEVEL 3: GOVERNOR’S POOL

AIFC FUTURE LEADERS: “EXCELLENCE”

CHALLENGE 1: Effective collaboration among teams, joint projects and products

Over the past 4 years, each of the AIFC’s 10 organizations and 20 development area heads were setting up their projects and mostly worked in silos, solely focusing on their own projects. By now, there is a situation where ecosystem has almost reached its development capacity based on individual team efforts (more of a start-up approach). Further development of AIFC is now seemed to be coming from effective collaboration among teams, joint projects and products, focused on overall organizational performance enhancement.

For this, AIFC executives need to agree on joint and unified management system.

CHALLENGE 2: Becoming a digital financial platform

Over the next 5 years, AIFC would like to shift its strategy from classical financial Centre (e.g. Swiss, Luxemburg model) towards becoming a digital financial platform (e.g. Singapore, Silicon Valley). The change of Strategy and its approval is expected in 2020 and will be outlined in AIFC Vision 2025. It is important all the executives to be fully engaged in forming this Vision and sharing its mission, values and objectives.

It is vital to lay out the importance of the recent global trends, and incorporating them into the AIFC Strategy , management systems and operations.

CHALLENGE 3: More business oriented model and diversity of income streams

AIFC is aspired towards business oriented model and diversified income streams. Organizational shift to commercial approach requires new markets, new products and developed revenue streams. Obtaining marketbased approach and commercial mindset will be vital for AIFC, but income and shareholder value shouldn’t become AIFC’s core mantra. The challenge is to find the right balance between servicing Kazakhstan’s sustainable economic development by minimizing state funding and increasing disposable income for further development of the ecosystem.

Learning and implementation of efficient marketing, product development , commercial sales and customer service will be vital to overcome this challenge.
TRANSFORM YOUR MINDSET AND SKILLS. BE PROFESSIONAL. BE A LEADER!
PARTICIPATE IN AIFC GOVERNOR’S POOL
PARTICIPATE IN AIFC GOVERNOR’S POOL

Apply for the AIFC Governor’s Pool to improve your excellency, grow as a professional and make your personal impact to the AIFC family.

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