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We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (3/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (3/9)
 We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (4/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (4/9)
 We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (5/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (5/9)
 We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (6/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (6/9)
 We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (7/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (7/9)
 We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (8/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (8/9)
 We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (9/9)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the knowledge economy sector (9/9)
 Despite facing challenges in UAE, NYU-Abu Dhabi is an important contributor towards educational progress in the region
McKinsey · 2018 · case_study
Despite facing challenges in UAE, NYU-Abu Dhabi is an important contributor towards educational progress in the region
 Funding woes and contractual disagreements between GMU and RAK were the biggest reasons for the closure of the campus in 2009
McKinsey · 2018 · case_study
Funding woes and contractual disagreements between GMU and RAK were the biggest reasons for the closure of the campus in 2009
 Students who receive a blend of teacher-directed and inquiry-based instruction have the best outcomes
McKinsey · 2018 · framework_other
Students who receive a blend of teacher-directed and inquiry-based instruction have the best outcomes
+26 — PISA science score change
 Ownership of the CC space must be resolved on the government’s end
McKinsey · 2018 · org_design
Ownership of the CC space must be resolved on the government’s end
 Our financial services strategy has engaged a range of experts, benchmarks and sector reports
McKinsey · 2018 · context
Our financial services strategy has engaged a range of experts, benchmarks and sector reports
 Several key financial metrics will guide the strengthening of the banking sector...
McKinsey · 2018 · kpi_dashboard
Several key financial metrics will guide the strengthening of the banking sector...
458% — Total banking assets
 A ... and the increase in contribution and depth of the non-banking financial services (1/2)
McKinsey · 2018 · kpi_dashboard
A ... and the increase in contribution and depth of the non-banking financial services (1/2)
+14% — CAGR
 A ... and the increase in contribution and depth of the non-banking financial services (2/2)
McKinsey · 2018 · financial_analysis
A ... and the increase in contribution and depth of the non-banking financial services (2/2)
0.9% — deal value as % of GDP
 Achieving balanced sovereign exposure while increasing loan penetration would still give room for ~40 USD Bn of productive investments
McKinsey · 2018 · financial_analysis
Achieving balanced sovereign exposure while increasing loan penetration would still give room for ~40 USD Bn of productive investments
40 USD Bn — Sovereign exposure
 Deepening and developing capital markets typically has several economic benefits
McKinsey · 2018 · context
Deepening and developing capital markets typically has several economic benefits
 To further drive the growth and development of capital markets, Lebanon should tackle 6 dimensions
McKinsey · 2018 · framework_other
To further drive the growth and development of capital markets, Lebanon should tackle 6 dimensions
 Positioning Lebanon as an investment management and offshoring hub requires reaching a specific set of targets across different metrics
McKinsey · 2018 · kpi_dashboard
Positioning Lebanon as an investment management and offshoring hub requires reaching a specific set of targets across different metrics
55% — HNW wealth retention
 Assets under management as a percent of GDP are amongst the lowest in Lebanon
McKinsey · 2018 · competitive_analysis
Assets under management as a percent of GDP are amongst the lowest in Lebanon
 B Competition for financial hub models takes place on a global level
McKinsey · 2018 · competitive_analysis
B Competition for financial hub models takes place on a global level
 13 dimensions define the hub model out of which 7 are of particular importance for offshore banking hubs
McKinsey · 2018 · framework_other
13 dimensions define the hub model out of which 7 are of particular importance for offshore banking hubs
 7 dimensions are key focus for offshore banking and incorporation hubs
McKinsey · 2018 · framework_other
7 dimensions are key focus for offshore banking and incorporation hubs
 Lebanon should address several shortcomings, despite strong fundamentals and banking secrecy
McKinsey · 2018 · diagnosis
Lebanon should address several shortcomings, despite strong fundamentals and banking secrecy
 A 3-step analysis has been conducted in order to identify the 3 target regions for wealth attraction
McKinsey · 2018 · process_diagram
A 3-step analysis has been conducted in order to identify the 3 target regions for wealth attraction
30 — Number of countries
 Global wealth pools where then used to validate the chosen regional target markets
McKinsey · 2018 · market_landscape
Global wealth pools where then used to validate the chosen regional target markets
13.7 — Total wealth pool
 An estimated ~60% of Lebanese HNW PFA is held offshore, driven largely by deposits and real estate investment in Swiss and UK centres
McKinsey · 2018 · market_landscape
An estimated ~60% of Lebanese HNW PFA is held offshore, driven largely by deposits and real estate investment in Swiss and UK centres
60% — Offshore PFA percentage
 To retain majority of domestic wealth onshore, three key features are required in the financial ecosystem
McKinsey · 2018 · framework_other
To retain majority of domestic wealth onshore, three key features are required in the financial ecosystem
 BACKUP: Switzerland currently manages more than 30% of worldwide offshore assets
McKinsey · 2018 · appendix
BACKUP: Switzerland currently manages more than 30% of worldwide offshore assets
34% — offshore assets
 BACKUP: Switzerland developed its value proposition around political neutrality combined with high financial secrecy
McKinsey · 2018 · appendix
BACKUP: Switzerland developed its value proposition around political neutrality combined with high financial secrecy
 BACKUP: Luxembourg became the second largest fund administration platform world-wide
McKinsey · 2018 · case_study
BACKUP: Luxembourg became the second largest fund administration platform world-wide
2.6 trillion USD — Assets under management
 BACKUP: Luxembourg developed its value proposition around highly tuned financial regulations supported by zero capital gains taxes
McKinsey · 2018 · case_study
BACKUP: Luxembourg developed its value proposition around highly tuned financial regulations supported by zero capital gains taxes
 BACKUP: Financial secrecy, a cornerstone of most offshore banking hubs, is slowly disappearing under international pressure
McKinsey · 2018 · appendix
BACKUP: Financial secrecy, a cornerstone of most offshore banking hubs, is slowly disappearing under international pressure
 Developing the financial sector centers of excellence requires reaching a specific set of targets across different metrics
McKinsey · 2018 · kpi_dashboard
Developing the financial sector centers of excellence requires reaching a specific set of targets across different metrics
+15% — FinTech growth
 Four niche centers of excellence should be developed, leveraging Lebanon's comparative advantages and the regional context
McKinsey · 2018 · strategic_options
Four niche centers of excellence should be developed, leveraging Lebanon's comparative advantages and the regional context
~300 USD Bn — Market potential
 We considered 28 priority initiatives that underpin the vision of the financial sector (1/8)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the financial sector (1/8)
 We considered 28 priority initiatives that underpin the vision of the financial sector (2/8)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the financial sector (2/8)
 We considered 28 priority initiatives that underpin the vision of the financial sector (3/8)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the financial sector (3/8)
 We considered 28 priority initiatives that underpin the vision of the financial sector (4/8)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the financial sector (4/8)
 We considered 28 priority initiatives that underpin the vision of the financial sector (5/8)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the financial sector (5/8)
 We considered 28 priority initiatives that underpin the vision of the financial sector (6/8)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the financial sector (6/8)
 We considered 28 priority initiatives that underpin the vision of the financial sector (7/8)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the financial sector (7/8)
 We considered 28 priority initiatives that underpin the vision of the financial sector (8/8)
McKinsey · 2018 · initiative_list
We considered 28 priority initiatives that underpin the vision of the financial sector (8/8)
 The diaspora strategy has been formulated with the cooperation of several stakeholders from the public sector
McKinsey · 2018 · other
The diaspora strategy has been formulated with the cooperation of several stakeholders from the public sector
 The government should focus on engaging with its diaspora across the different stages of their journey
McKinsey · 2018 · process_diagram
The government should focus on engaging with its diaspora across the different stages of their journey
 Lebanon should proactively address its emigration through organizing and preparing its labor for the global economy
McKinsey · 2018 · implementation_plan
Lebanon should proactively address its emigration through organizing and preparing its labor for the global economy
 Lebanon should focus on three programs to efficiently engage with its diaspora and build strong communities within host countries
McKinsey · 2018 · initiative_list
Lebanon should focus on three programs to efficiently engage with its diaspora and build strong communities within host countries
 Lebanon should leverage its diaspora to increase capital inflows, transfer knowledge and lobby in international mediums
McKinsey · 2018 · strategic_options
Lebanon should leverage its diaspora to increase capital inflows, transfer knowledge and lobby in international mediums
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