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Illinois's Innovation Council serves as a potential model for a coordinating body
McKinsey · 2018 · case_study
Illinois's Innovation Council serves as a potential model for a coordinating body
 A “Digital & Entrepreneur Task Force”, consisting of experts from across the innovation funnel, could provide senior stakeholder input on strategy
McKinsey · 2018 · initiative_list
A “Digital & Entrepreneur Task Force”, consisting of experts from across the innovation funnel, could provide senior stakeholder input on strategy
 Lebanon could promote the industry and build a public promotion trademark campaign similar to France's "La French Tech"
McKinsey · 2018 · case_study
Lebanon could promote the industry and build a public promotion trademark campaign similar to France's "La French Tech"
200 MEUR — Investment
 In the context of Lebanon, knowledge economy is broadly defined as four focus sub-sectors
McKinsey · 2018 · framework_other
In the context of Lebanon, knowledge economy is broadly defined as four focus sub-sectors
 The process outsourcing, xPO, industry broadly covers four sub-sectors: CRM, BPO, KPO and ITO
McKinsey · 2018 · segmentation
The process outsourcing, xPO, industry broadly covers four sub-sectors: CRM, BPO, KPO and ITO
 With the right government framework, the outsourcing sector presents a valuable opportunity with the potential to create 25-35K jobs
McKinsey · 2018 · market_landscape
With the right government framework, the outsourcing sector presents a valuable opportunity with the potential to create 25-35K jobs
30,000 — Job creation potential
 Developing the Lebanon outsourcing sector would occur through 2 main “plays”
McKinsey · 2018 · strategic_options
Developing the Lebanon outsourcing sector would occur through 2 main “plays”
 Lebanon's BPO value proposition is to be built around three sectorial & three functional plays
McKinsey · 2018 · framework_other
Lebanon's BPO value proposition is to be built around three sectorial & three functional plays
 The three verticals were prioritized based on the evaluation of the 7 BPO sectors across four dimensions
McKinsey · 2018 · prioritize
The three verticals were prioritized based on the evaluation of the 7 BPO sectors across four dimensions
 Lebanon should specialize in three functions, F&A, HR and M&S, with an emphasis on high-skill services
McKinsey · 2018 · strategic_options
Lebanon should specialize in three functions, F&A, HR and M&S, with an emphasis on high-skill services
 The country should specialize as well in two main KPO functions: research & analytics and engineering
McKinsey · 2018 · strategic_options
The country should specialize as well in two main KPO functions: research & analytics and engineering
 To enable the success of the sector, key shortcomings are to be addressed, mainly IP laws, business environment and infrastructure
McKinsey · 2018 · peer_benchmark
To enable the success of the sector, key shortcomings are to be addressed, mainly IP laws, business environment and infrastructure
 An outsourcing park could be developed, along with an offering targeting these different shortcomings
McKinsey · 2018 · strategic_options
An outsourcing park could be developed, along with an offering targeting these different shortcomings
 The outsourcing park should be “ready for output”, offering high quality business services provided by international suppliers
McKinsey · 2018 · process_diagram
The outsourcing park should be “ready for output”, offering high quality business services provided by international suppliers
 Lebanon should aim at developing tailored programs to meet the prospective talent demand of the sector
McKinsey · 2018 · initiative_list
Lebanon should aim at developing tailored programs to meet the prospective talent demand of the sector
7.5K — Talent requirement by 2025
 In the context of Lebanon, knowledge economy is broadly defined as four focus sub-sectors
McKinsey · 2018 · framework_other
In the context of Lebanon, knowledge economy is broadly defined as four focus sub-sectors
 Culture and creative industries can be classified into 5 main family groups depending on the type of activity
McKinsey · 2018 · segmentation
Culture and creative industries can be classified into 5 main family groups depending on the type of activity
 Two key factors contribute to the growth of culture and creative industries in a country
McKinsey · 2018 · framework_other
Two key factors contribute to the growth of culture and creative industries in a country
 Lebanon is intrinsically competitive in cultural and creative industries
McKinsey · 2018 · market_landscape
Lebanon is intrinsically competitive in cultural and creative industries
 At the same time, the cultural and creative ecosystem in Lebanon is facing 5 key challenges
McKinsey · 2018 · pain_points
At the same time, the cultural and creative ecosystem in Lebanon is facing 5 key challenges
 Majority of CC industries are represented by two government entities; several industries however are not fully represented in the government
McKinsey · 2018 · problem_statement
Majority of CC industries are represented by two government entities; several industries however are not fully represented in the government
 CASE STUDY: UK’s creative industries contributes to ~5% of the country’s GDP¹ and is growing at twice the rate of the economy
McKinsey · 2018 · case_study
CASE STUDY: UK’s creative industries contributes to ~5% of the country’s GDP¹ and is growing at twice the rate of the economy
5% — GVA contribution
 Morocco has grown into a preferred location for filming of blockbuster movies, TV shows and movie clips
McKinsey · 2018 · case_study
Morocco has grown into a preferred location for filming of blockbuster movies, TV shows and movie clips
78 — Foreign video productions
 CASE STUDY: South Korea is home of the fast growing K-Pop genre that is gaining worldwide market share and popularity
McKinsey · 2018 · case_study
CASE STUDY: South Korea is home of the fast growing K-Pop genre that is gaining worldwide market share and popularity
494 Mn USD — Revenues
 The government should enable all CC industries while also implementing industry specific initiatives
McKinsey · 2018 · strategic_options
The government should enable all CC industries while also implementing industry specific initiatives
 Countries have developed strategies to enable the growth of CC industries by implementing interventions across the entire ecosystem
McKinsey · 2018 · case_study
Countries have developed strategies to enable the growth of CC industries by implementing interventions across the entire ecosystem
 CASE EXAMPLE: UK recognised the importance of creative industries and developed a strategy to enable it across different stages
McKinsey · 2018 · case_study
CASE EXAMPLE: UK recognised the importance of creative industries and developed a strategy to enable it across different stages
7.3% — GDP contribution
 CASE EXAMPLE: In parallel, the UK launched sector specific initiatives to grow high potential creative industries
McKinsey · 2018 · case_study
CASE EXAMPLE: In parallel, the UK launched sector specific initiatives to grow high potential creative industries
 CASE EXAMPLE: Morocco aggressively grew its film industry through targeted initiatives and incentives
McKinsey · 2018 · case_study
CASE EXAMPLE: Morocco aggressively grew its film industry through targeted initiatives and incentives
 In order to compete internationally in specific CC industries, Lebanon should provide enablers across three main areas
McKinsey · 2018 · initiative_list
In order to compete internationally in specific CC industries, Lebanon should provide enablers across three main areas
 In the context of Lebanon, knowledge economy is broadly defined as four focus sub-sectors
McKinsey · 2018 · framework_other
In the context of Lebanon, knowledge economy is broadly defined as four focus sub-sectors
 Lebanon should focus on growing the educational sector through increasing number of inbound international students
McKinsey · 2018 · strategic_options
Lebanon should focus on growing the educational sector through increasing number of inbound international students
70% — Share of education export
 Globally, it has been observed that hosting international students in higher education institutions benefits the country in multiple ways
McKinsey · 2018 · context
Globally, it has been observed that hosting international students in higher education institutions benefits the country in multiple ways
 Lebanon should grow the number of international students in universities by 13% p.a., in line with fastest growth peer countries
McKinsey · 2018 · recommendation
Lebanon should grow the number of international students in universities by 13% p.a., in line with fastest growth peer countries
13% — International student CAGR
 Institution reputation is the most important reason for students to seek education abroad
McKinsey · 2018 · market_landscape
Institution reputation is the most important reason for students to seek education abroad
3.46 — Aggregate ranking
 Lebanon could grow the number of international students in existing universities while attracting global universities to launch campuses
McKinsey · 2018 · strategic_options
Lebanon could grow the number of international students in existing universities while attracting global universities to launch campuses
 5 universities can potentially drive the highest growth in international students
McKinsey · 2018 · peer_benchmark
5 universities can potentially drive the highest growth in international students
17% — International students as % of student body
 Moreover, global universities could launch campuses in Lebanon, provided that resources are available and support is provided
McKinsey · 2018 · case_study
Moreover, global universities could launch campuses in Lebanon, provided that resources are available and support is provided
 Global university partnerships have benefits for both the university and the host city in the fields of research and education
McKinsey · 2018 · case_study
Global university partnerships have benefits for both the university and the host city in the fields of research and education
 International students from regional and global destinations require a tailored approach for each target segment
McKinsey · 2018 · strategic_options
International students from regional and global destinations require a tailored approach for each target segment
 Regional hubs are emerging and are competing with traditional education hubs as more students are opting to stay closer to home
McKinsey · 2018 · industry_trends
Regional hubs are emerging and are competing with traditional education hubs as more students are opting to stay closer to home
4% — global share of mobile students
 Lebanon could position itself as a regional hub targeting Arab students
McKinsey · 2018 · market_landscape
Lebanon could position itself as a regional hub targeting Arab students
275K — Outbound students
 Lebanon should also develop a niche excellence for European and American students majoring in Middle Eastern and Arabic studies
McKinsey · 2018 · strategic_options
Lebanon should also develop a niche excellence for European and American students majoring in Middle Eastern and Arabic studies
 In order to achieve the target number of international students, Lebanon should ensure that 4 key metrics are in place
McKinsey · 2018 · recommendation
In order to achieve the target number of international students, Lebanon should ensure that 4 key metrics are in place
 Four initiatives could jumpstart the systematic attraction of international students
McKinsey · 2018 · initiative_list
Four initiatives could jumpstart the systematic attraction of international students
 Similar to other emerging leaders, Lebanon should set up a nodal agency to develop and implement the international student strategy
McKinsey · 2018 · precedent
Similar to other emerging leaders, Lebanon should set up a nodal agency to develop and implement the international student strategy
 We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (1/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (1/9)
 We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (2/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (2/9)
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