Abstract

This case examines how Saudi Arabia’s Kafalah program reinvented itself to meet the nation’s Vision 2030 goals. Originally a government initiative to help small and medium enterprises access financing, Kafalah faced growing demands and outdated systems that slowed progress. Under the leadership of CEO Homam Hashim (2017–2024), the organization undertook a full digital and cultural transformation. Moving from manual approvals that once took a month to a fully digital platform called “Kafel 2,” Kafalah reduced processing time to just 37 hours and increased funding activity by more than 120%. The case provides insight into how leadership, technology, and organizational culture can work together to modernize a public institution and align it with national development objectives.

Teaching
Graduate and executive courses in Digital Transformation, Strategy, Leadership, Change Management, and Public Sector Innovation. Students will learn to understand the leadership principles needed to drive organizational transformation in the public sector; explore the challenges and opportunities of digital transformation within legacy systems; analyze how organizational strategy aligns with national economic visions (Vision 2030); evaluate the role of data, technology, and culture in improving service delivery; and critically assess sustainability and scaling strategies post-digital transformation.
Case number:
A03-25-0011
Author(s):
Abdulrhman Yousef Alahdal
Tom Hunsaker
Almutasembellah Alkhateeb
Year:
Setting:
Saudi Arabia
Length:
10 pages
Source:
Field
,
Thunderbird Associate Dean and Professor Tom Hunsaker

Tom Hunsaker

Executive Director, Global Challenge Lab and Clinical Professor
,