Balanced Scorecard & Strategy Summit 2013 Dubai
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2013 BSC Forum Dubai offers a packed full of brand NEW features that goes beyond the Balanced Scorecard to take a broader look at the key strategy formulation, strategy execution & risk management ...

2013 BSC Forum Dubai offers a packed full of brand NEW features that goes beyond the Balanced Scorecard to take a broader look at the key strategy formulation, strategy execution & risk management challenges & themes faced by businesses & organizations in the Middle East today.

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Balanced Scorecard & Strategy Summit 2013 Dubai Document Transcript

  • 1. Balanced Scorecard LEADERS Presents & Strategy Summit 16-21 March 2013 • The Address Hotel, Dubai Marina, Dubai, UAE THE FAMOUS KAPLAN NORTON MASTERCLASS Packed full of brand NEW features for 2013! NEW Strategy Summit – an entire day dedicated to strategy formulation, execution, leadership, business excellence and risk management BACK BY POPULAR DEMAND NEW Jeroen de Flander – with fresh NEW thinking on strategy NEW execution from his upcoming book Leaders Live Panel – hear direct from the region’s pioneering Jeroen De Flander CEOs on sustainable business success in the Middle East NEW Dedicated programme streams for Balanced Scorecard in the private and government administration sectors NEW More audience interaction – brand new discussion sessions to brainstorm solutions to your unique challenges With NEW insights from his upcoming book – NEW “How To” Clinics – short, sharp and focused practical training sessions Strategy Execution Shortcuts – and the best from NEW Leading regional and international Hall of Fame success stories his successful session in 2012! HEAR LEADING EXPERIENCES FROM Abunayyan Holding Company ACWA Power International ADWEA Al Ghurair Group Ashghal Dana Gas Department of Economic Development - Dubai du Dubai Customs Ducab ENOC First Philec Solar Corporation International Medical Center Jumeirah Group Kiwibank Musanada National Bank of Abu Dhabi Qatar Petrochemical Company Seven Sisters Company Tata Chemicals University Health Network and more… Pre Event Workshops 16 March 2013 “How To” Clinics 21 March 2013 A: Strategy Execution In Government D: Linking Performance To Reward B: Strategy Formulation For The Strategy Driven Organisation E: Key Performance Indicators C: Enterprise Risk Management F: Aligning Budget With Strategy Strategic Partner Supporting Sponsor Associate Partner Media Partners Associate Sponsors Sponsor Organised ByTo Register contact Sowmya: +971 4 4072730 / F: +971 4 3352718 / Email: sowmya.yellappa@iirme.com Tel: +971 4 335 2437 Tel: +971 4 335 2437 Fax: +971 4 335 2438 Fax: +971 4 335 2438 Email: register@iirme.com Email: register@iirme.com Web: www.iirme.com/bsc 1 Web: www.iirme.com/bsc
  • 2. Agenda At A Glance Sat, 16 March Sun, 17 March Mon, 18 March Tues, 19 March Wed, 20 March Thur, 21 March Strategy Summit Balanced Scorecard Forum Balanced Scorecard Featuring AM Pre Event Forum Guru Afternoon with Kaplan Norton Workshops Jeroen de Flander, The Masterclass Private Sector Stream Government A/B/C “How To” Clinics Strategy Execution Administration Stream D/ E/F PM Ambassador Strategy Summit NEW for 2013! Sunday, 17 March 2013 The brand NEW Strategy Summit goes beyond the Balanced Scorecard to take a broader look at the key strategy formulation, strategy execution, business excellence and risk management challenges and themes faced by businesses and organisations in the Middle East today. 08.00 Opening Remarks From The Chairman Constantin Salameh, Group CEO, Al Ghurair Group, UAE Strategy Execution Shortcuts 08.30 Leaders LIVE Panel: Delivering Sustainable Success In Challenging Times – Key Lessons From Middle East Business Leaders • Do businesses in the Middle East have a higher appetite for risk than their developed world counterparts? by Jeroen De Flander • How are regional companies raising their game in the competitiveness stakes? • Which geographic and industry sectors represent the most attractive investment and “Strategy is thinking about a choice and choosing to stick with your thinking” expansion prospects for CEOs in today’s business and economic climate? “A strategy, even a great one, doesn’t implement itself” • Which aspects of traditional strategy thinking work best for a region in constant flux? • What are the biggest barriers to implementing structured strategy execution Jeroen de Flander is back with a high energy session combining the best tips from his hugely methodologies in the Middle East and what solutions are leaders finding to overcome popular appearance at Balanced Scorecard Forum 2012 with brand new insights from his next them? book, Strategy Execution Shortcuts (planned launch June 2013). Ahmed Al Arbeed, General Manager, Seven Sisters Company and former CEO, Dana Gas, UAE Khalid Abunayyan, President and CEO, Abunayyan Holding Company, KSA 14.00 The End Of Strategy Tourism: A 2020 Outlook - A No-Nonsense 2020 Perspective On Andrew Shaw, Managing Director, Ducab, UAE Strategy And Strategy Execution Osman Sultan, CEO, du, UAE In this session, Jeroen takes you on a journey. He shows the future of strategy and strategy 09.30 Excellence In Strategy Development And Execution – Critical Success Factors For Growing execution, how your company could benefit from these insights and what you need to do A Successful Business In The Middle East today to beat your competitors. EXCELLENCE STRATEGY A leader’s insights into the history of strategy and business excellence that underpins • Five things every leader should know about strategy more than three decades of sustained growth at Ducab • A 2020 outlook: a peek into the future of strategy and strategy execution Andrew Shaw, Managing Director, Ducab, UAE • Find out just how the world’s top companies are faring in executing their strategy with 10.10 Networking And Refreshment Break reference to the world’s leading strategy execution benchmarking data covering over 21,000 managers, 1400+ companies, 36 countries and 29 industry sectors 10.50 Business War Gaming: Stress Testing Your Strategy • Good strategy vs bad strategy: the evaluation criteria for winning strategies 15.30 Networking And Refreshment Break • Playing war games: stress test your strategy against your competition and market forces Plus Book Signing with Jeroen de Flander • The feedback loop: constantly honing your strategy towards success   Edy Abou Chakra, Partner, ADDIMA Consulting, UK, KSA and Lebanon 16.00 4 Hidden Paths To Strategy Execution Success: Practical Tips To Shorten Your Execution Rami Itani, Manager, ADDIMA Consulting, UK, KSA and Lebanon Journey 11.30 Developing An Effective Enterprise Risk Management (ERM) Framework To Manage In this session, leaders learn strategy execution secrets from the best-in-class. You will Strategic And Operational Risk discover new insights and receive practical tips to boost strategy execution in your own • Developing an ERM framework in line with IS0 31000 Risk Management company. • Repairing the disconnect: understanding that managing risk is integral to achieving RISK MANAGEMENT • Remove strategy graffiti: learn to communicate your strategy into the head, heart and strategic goals not a separate exercise hands of your people without losing the core message • Developing a comprehensive risk register through open debate and structured • Re-measure: the value of KPIs is overrated - learn a different approach to workshops with key stakeholders measuring success • Linking risks to your strategic objectives • Raise micro-commitment: learn about the small execution battles and how to win them • Assessing the impact of risks on your organisation and adopting appropriate risk • Reduce your complexity footprint: learn why complexity is the silent strategy killer and responses what you can do about it • Setting risk appetite: developing an open and informed approach to managing risk Akram Shehata, Acting Head of Corporate Excellence, Qatar Petrochemical Company,  17.30 Close Of Strategy Summit Qatar 12.10 ISO 31000 And The COSO ERM Integrated Framework: Your Building Blocks For Enterprise Jeroen de Flander is a seasoned international strategy execution expert, top executive coach, Risk Management seminar leader and highly regarded keynote speaker. • A strategic initiative driven by the board: linking the risk management process to the Jeroen has helped more than 21,000 managers in 30 countries master the necessary execution RISK MANAGEMENT strategy management process skills, including the USA, Brazil, Venezuela, Jordan, Malaysia, Spain, Italy, Russia, Estonia, the • Exploring the role of the risk management committee and leveraging the reach of Netherlands, France, the UK, Germany, Egypt, China, Croatia, Korea and Belgium. He has shared departmental risk champions • Developing a comprehensive risk register, key risk indicators (KRIs) and risk responses the stage with strategy gurus like Michael Porter and Costas Markides. through open, structured debate and facilitated workshops His book, Strategy Execution Heroes, reached the Amazon bestseller list in five countries. • Working with key external stakeholders (from the offtaker to joint venture partners to lenders) to understand and manage external risks Manish Madhok, Director – Group Internal Audit and Risk Management, ACWA Power What People Said About International, UAE Jeroen De Flander At The Balanced 12.50 Lunch And Networking Break Scorecard Forum 2012: “It’s a great event where you get to learn from the “the wow of the event” best. It’s not only from an academic point of view “impressive and inspiring” but also full of real life experience which “amazing” makes it very valuable.” “highly engaging speaker” Mohammed Ebeid, Head of Planning and Logistics, HenkelTo Register contact Sowmya: +971 4 335 2438 / F: +971 4 3352718 / Email: sowmya.yellappa@iirme.com 2 Tel: +971 4 335 2437 Fax: +971 4 4072730 Email: register@iirme.com Web: www.iirme.com/bsc
  • 3. Two Days LIVE and IN PERSON With THE FAMOUS The Iconic Inventors of Kaplan Norton Balanced Scorecard Masterclass Dr Robert Kaplan, Professor, Harvard Business School Dr David Norton, Director, Palladium Group, and and Co-founder of The Balanced Scorecard, USA Co-Founder of The Balanced Scorecard, USA Few people have contributed as significantly Dr David Norton is one of the most to the art, and especially the science, of significant figures transforming business strategy as Robert Kaplan. business today. For full biographies, go to www.iirme.com/bsc Masterclass Day One Monday, 18 March 2013 Masterclass Day Two Tuesday, 19 March 2013 07.15 Registration And Morning Coffee 07.30 Morning Coffee 08.00 Opening Remarks From The Chairman 08.00 Opening Remarks From The Chairman Jose Maria Ortis, Vice President, Palladium, EMEA David Jalili, Managing Partner, Ibitkar Management Services (IMS), UAE 08.15 The Strategy Execution System: From A to Z 08.10 Aligning Human Capital To The Strategy (Part 2) • The six stage strategy execution cycle: overview • Linking employee competencies and personal development plans to the strategy • Stage 1: develop the strategy • Identify your strategic job families • The strategy cycle: incremental and major change • Employee incentive programmes that drive performance • Key components in a strategy Dr David Norton Dr David Norton 09.15 Linking Strategy To Operations 09.45 Strategy Maps, Balanced Scorecards And KPIs • Linking your process and quality improvement programmes to your strategy • Strategy maps in the private sector • Deriving operational dashboards to drive continuous improvement in strategic • Selecting KPIs linked to your differentiating value proposition processes • Strategy maps for the public sector • Data integrity • Government ministries and state-owned-enterprises ŠŠ Metric owners • Whole of government strategy maps ŠŠ Scandal in Atlanta Public School System’s BSC • Strategic themes: the new organising framework for your strategy map and strategy ŠŠ Role for internal audit execution system ŠŠ When to invest in an automated software system • Step-by-step roadmap for your initial BSC project: key milestones Dr Robert Kaplan Dr Robert Kaplan 10.30 Networking And Refreshment Break 11.00 Networking And Refreshment Break 11.30 Setting Stretch Targets: Selecting And Funding Strategic Initiatives 11.00 Introducing Risk Management Into Your Strategy Execution System • The tangible benefits from successful implementation of the BSC: lessons from the Hall • Risk is a multi-dimensional word of Fame companies ŠŠ Preventable risks • Targets for breakthrough performance in shareholder value, customer satisfaction, ŠŠ Strategy risks citizen performance, quality improvements and employee alignment ŠŠ External risks • Selecting initiatives for achieving breakthrough performance in your strategic themes • Belief systems, internal controls and internal audit to eliminate preventable risks • Funding initiatives with StratEx • Overcoming individual and organisational biases to stimulate interactive discussions • Setting the StratEx budget: role for theme teams about the risks in your strategy Dr David Norton • How leading companies implement customised, risk management systems ŠŠ Using your strategy map to identify and mitigate the principal risks in your strategy 12.45 Lunch And Networking Break ŠŠ Funding your risk mitigation program • Identifying the unknown-unknown risks your organisation faces 14.00 Aligning Organisational Units For Corporate Synergies ŠŠ Scenario planning • Aligning related business units to the corporate strategy ŠŠ War gaming • Corporate strategy and scorecards for conglomerates Dr Robert Kaplan • Aligning support units, HR and IT, to business unit value creation • How aligned is your organisation? Developing an alignment score 12.30 Lunch And Networking Break • Crossing organisational boundaries: using strategy maps and scorecards to align with suppliers and customers 13.45 Completing The Loop: Monitoring, Adapting, And Sustaining Your Strategy Execution • Aligning NGOs and the public sector to co-create shared value strategies System Dr Robert Kaplan • Conducting effective operational and strategy review meetings • Testing and adapting your strategy to changing competitive, regulatory and economic 15.30 Networking And Refreshment Break conditions 16.00 Aligning Human Capital To The Strategy (Part 1) • Sustaining your strategy execution system: the Office of Strategy Management • Communication: “Seven Times Seven Different Ways” Dr David Norton • Developing a communications strategy 15.00 Leadership: The Necessary And (Now) Sufficient Condition For Strategy Execution • Establishing a clear line of sight: aligning employees’ personal objectives to strategic • Leadership: establish the vision, communicate the vision and strategy, motivate priorities employees to join in the strategic journey Dr David Norton • The strategic change agenda that explains the need for change 17.00 Kaplan-Norton Clinic • Lessons from John Kotter and Michael Beer on overcoming organisational resistance to • Extended Q&A session change and achieving buy-in up, down, and across the organisation • Discussion of practical implementation details and issues Dr Robert Kaplan Dr Robert Kaplan 16.00 Networking And Refreshment Break Dr David Norton 16.30 Kaplan-Norton Clinic 17.45 Close Of Masterclass Day One • Extended Q&A session • Discussion of practical implementation details and issues “Most energising course I have attended in the Dr Robert Kaplan last 10-15 years” Dr David Norton Asad Zain, Head of Planning, Olayan Financing Company 17.15 Close Of MasterclassTo Register contact Sowmya:+971 4 4 4072730 / F: +971register@iirme.com sowmya.yellappa@iirme.com Tel: +971 4 335 2437 Fax: +971 335 2438 Email: 4 3352718 / Email: Web: www.iirme.com/bsc 3
  • 4. Balanced Scorecard Forum Day One Wednesday, 20 March 2013 08.00 Registration And Morning Coffee • Identifying the best software solution for your organisation: in-house, external development or off-the-shelf? 08.15 Opening Remarks From The Chairman • Cascading the strategy into front line operational and individual performance measures Edy Abou Chakra, Partner, ADDIMA Consulting, UK, KSA and Lebanon using value drivers: how your strategy management system can support this process 08.30 Bridging The Gap Between Business Planning And Human Resources For Full Alignment Of Karola Lepasaar, Executive Director Strategy and Planning, Department of Economic Individual Performance With The Organisation’s Strategy Development – Dubai, UAE Hall of • Employee empowerment for a successful cascade: creating an open dialogue to develop Fame scorecards, KPIs and targets  10.30     Networking And Refreshment Break Award Winner • Developing individual scorecards that are meaningful to the employee while reflecting  11.00 International Keynote: Combining The Balanced Scorecard Strategy Management System 2012 strategic objectives With Sustainability Thinking • Linking performance to reward: a key enabler for strategy execution success Hall of • Coordinating cross-functional “theme teams” to ensure total focus on core critical Ramakrishna Kovvidi, Senior Vice President Organisation Development, Du, UAE Fame success factors Award • Leveraging the discipline of the Balanced Scorecard to better manage change initiatives  09.10 A Four Year Roadmap To Successful Strategy Execution At ENOC Winner • Understanding the critical role of the leadership in driving the BSC change programme 2009 • Achieving corporate social responsibility through the application of the strategy management system • A structured approach to driving awareness and employee engagement across the Murray Wu, General Manager Corporate Social Responsibility, Kiwibank, New Zealand whole organisation • Creating a culture of challenge to deliver improved performance outcomes across the 11.40 Protecting The Life Of A Shared Vision: How To Create A Mission Guardian In Every four perspectives Employee Salah Galadari, Director Group Business Planning and Performance Management, Emirates • Starting with the leader: leadership essentials for a shared vision National Oil Company (ENOC), UAE • Creating a culture: creating mission advocates that will lead change • Developing individual scorecards that are meaningful to the employee while reflecting 09.50 Leveraging IT Systems To Boost Strategic Alignment, Communications, Execution And strategic objectives Reporting                 Dr Walid Fitaihi, CEO, International Medical Center, KSA • The case for automating strategy management processes and a performance database in your organisation 12.30 Lunch And Networking Break Streamed Sessions NEW for 2013! Streamed sessions for the private (profit focused) and government sector will give each attendee more access to high value, relevant, industry leading case studies than ever before. Learn from your direct peers and apply the key tools and solutions that helped them execute their strategies successfully in your own organisation! Private Sector/ “For Profit” Stream OR Government Administration Stream 13.30 Opening Remarks From The Chairman 13.30 Opening Remarks From The Chairman Edy Abou Chakra, Partner, ADDIMA Consulting, UK, KSA and Lebanon Alan Fell, Managing Director, Alan Fell Consultancy, UK 13.40 Bringing Strategy To Life Through Successful Execution Of Big Strategic Projects And Small 13.40 Driving Value Creation and Total Alignment Through Communication, Education and Strategic Initiatives Engagement at ADWEA • A flexible approach to the Balanced Scorecard that evolves as the business grows and • Articulating a corporate strategy for the whole water and electricity sector in Abu Dhabi diversifies • Aligning the ADWEA group to drive business results with the Balanced Scorecard • Using the PMO to deliver strategic projects that move the needle on the Balanced Scorecard • Successfully communicating strategy throughout the entire ADWEA Group • Empowering business units to determine the continuous improvement initiatives that will • Linking strategy to operations with value chain analysis: reengineering business processes to impact the Group’s four key KPIs ensure all activities support ADWEA’s strategic priorities • Sharpening strategy execution by focusing on the big things and simplifying the scorecard • Bigger than Balanced Scorecard: exploring how ASTRO (ADWEA Strategic Transformation) is Nitin Thariyan, Director of Projects, Group Strategy Department, Jumeirah Group, UAE using its strategy execution model to propel its own transformation 14.20 Starting Out On The Journey To Drive Value Creation With A Fit-For-Purpose Balanced Dr Mohamed Guidoum, Corporate Strategy and Performance Lead, Abu Dhabi Water and Scorecard In A Diversified Conglomerate Electricity Authority (ADWEA), UAE • A balancing act: developing a sensible and coherent approach to strategy execution at both 14.20 A Journey Of Culture Change And Key Performance Indicators (KPIs) At Dubai Customs: Driving the holding group and operating company level Tangible Performance Improvements With The Right KPIs ­ • Readiness assessment: outlining the key dimensions for assessing how ready your business • Linking the Dubai Customs BSC with the vision of ­the Executive Council of Dubai: a top down is for the Balanced Scorecard and bottom up approach to total government alignment • Getting away from “consultant speak”: talking to your teams in a language that resonates • Creating a strategy focused organisation with effective use of KPIs with them for max imum engagement • Th­e rocky road to a mature approach to KPIs: from first steps to complexity and back again • Getting off the ground with performance measurement in a data scarce environment • Driving performance benefits through employee buy-in, a common language and data • Identifying and understanding the crucial cause and effect relationships for your business: verification how robust is your scorecard? Ahmed Abdul Salam Kazim, Director of Strategy and Corporate Excellence, Dubai Customs, UAE Sohail Gondal, Head of Strategic Planning, Al Ghurair Group, UAE 15.00 Networking And Refreshment Break 15.00 Networking And Refreshment Break 15.30 Ashghal’s Strategy, Change And Transformation To Deliver Qatar’s Ambitious Goals 15.30 Empowering, Engaging And Developing Your Employees As A Catalyst For Strategy Execution • Exploring the role of the Office of Strategy Management (OSM) Success • Integrating a project management office (PMO) within the OSM to achieve real business • Making the strategic planning process less painful by enhancing the capability of middle transformation management • Integrated strategy and risk management • An inclusive, workshop-based approach to creating the scorecard and defining strategic • Aligning partners to the strategy and the budget to strategic objectives objectives across all four perspectives • Ensuring focus and commitment to the strategic agenda in the face of operational pressures • Building a critical mass of change agents to embed the Balanced Scorecard approach across • Strategy reviews at Ashghal: a new approach to reviews, cycles, lead up, reporting formats a large organisation and mechanisms and meeting dynamics • “Learning and growth” as the foundation for successful strategy execution: key strategies Mark Ranford, Advisor and Acting Head, Corporate Planning Section, Qatar Public Works for defining and building the critical human resource competencies to deliver business goals Authority – Ashghal, Qatar Santosh Simhan, Former Manager Strategy and Business Development, Tata Chemicals, India 16.10 Roundtable Discussions Interactive Session 16.10 Roundtable Discussions Interactive Session A perfect opportunity to identify practical ways to address your top challenges. A perfect opportunity to identify practical ways to address your top challenges. Moderators: Moderators: Managing Director UK Edy Abou Chakra, Partner, ADDIMA Consulting, UK, KSA, Lebanon Advisor and Acting Head, Corporate Planning Section Qatar Public Works Nitin Thariyan, Director of Projects, Group Strategy Department, Jumeirah Group, UAE Authority – Qatar 17.00 Closing Remarks From The Chairman Managing Partner, UAE 17.00 Closing Remarks From The Chairman 17.10 Close Of Forum Day One 17.10 Close Of Forum Day OneTo Register contact Sowmya: +971 4 335 2438 / F: +971 4 3352718 / Email: sowmya.yellappa@iirme.com 4 Tel: +971 4 335 2437 Fax: +971 4 4072730 Email: register@iirme.com Web: www.iirme.com/bsc
  • 5. Day Two Thursday, 21 March 2013 08.00 Morning Coffee • Moving beyond performance measurement outputs to a real focus on tangible business outcomes and alignment to strategic direction; 08.15 Opening Remarks From The Chairman • Developing multi-level targets to build culture of performance to keep the business moving Alan Fell, Managing Director, Alan Fell Consultancy, UK forward: baseline, stretch and outperform 08.30 Achieving Strategic Alignment To Maximise Performance Synergies With A Combination • A continued push for excellence: challenges, next steps and ambitions Of Balanced Scorecard And Business Excellence Models Ramana Kumar, Senior Manager Business Planning and Strategy, National Bank of Abu Dhabi, • Implementing a disciplined seven step Strategy Management Process (SMP) to achieve UAE total strategic alignment 10.45 Networking And Refreshment Break • Simplifying goals and measures to get the Balanced Scorecard and other multipleHall ofFame projects off the ground in the early years 11.15 Best Practices Of Performance Management And Strategy Execution SoftwareAward • Leverage strategic themes and objectives to beat big cost challenges and achieve Implementation With CorporaterWinner profitable growth • Implementing software to execute strategy in line with the Execution Premium Process™ 2010 • Combining the Balanced Scorecard, Lean Six Sigma and Statistical Process Control (XPP) programmes to create a flexible organisation and fast track process improvements • How to use Corporater to prepare executives for strategy review meetings: the power of • Embedding a target setting culture and linking personal scorecards to compensation to strategy workflow to boost the performance culture achieve an execution premium • Exploring how organisations behave before and after the implementation of software for Dr Dan C. Lachica, President, First Philec Solar Corporation, Philippines automating strategy execution process Pedro Pereira, Vice President, Corporater Middle East, UAE 09.15 Building A Balanced Scorecard And A Straight Talking Culture In A Public Healthcare Provider 11.45 Growing Up With The Balanced Scorecard: The Journey From Musanada’s Inception Through To • Adapting the traditional Balanced Scorecard perspectives to reflect the functioning of a Strategic Repositioning And Beyond publicly funded healthcare system • Communicating and validating company setup strategy across multiple stakeholders using • Assessing the impact of the Balanced Scorecard in aligning organisational units around the Balanced Scorecard shared goals • Revisiting strategic direction and creating alignment to new direction using the Balanced • Identifying key lessons learned and evolving the scorecard in subsequent iterations Scorecard • Keeping the Balanced Scorecard alive in the organisation after the initial momentum has • Effectively managing strategic initiatives whilst maintaining linkage to strategic objectives subsided and targets Adil Khalfan, Regional Director, University Health Network International Programme, • Measuring and evaluating company and individual performance across a cascaded Kuwait Balanced Scorecard framework • Tailoring performance reporting to management needs: assessing and delivering the 10.00 Starting With The End In Mind: Examining A Bank’s Journey To Be The World’s Best Arab different reporting needs of both senior executives and front line staff Bank: Delivering Excellence With The BSC Mark Limpkin, Senior Strategy Manager, Abu Dhabi General Services Company (Musanada), • Creating clarity of direction and embedding it from the top of the organisation to all the UAE key strategic roles; 12.30 Lunch And Networking Break “How To” Clinics The clinics will run simultaneously from 13.30 to 17.00 with an appropriate break for prayer and refreshments. For full clinic details and clinic leader biographies, please visit www.iirme.com/bsc Clinic D Linking Performance To Reward OR Clinic E From Key Performance And Risk OR Clinic F Aligning Budget With Strategy Indicators To Predictive Analytics Drive the right behaviours and business outcomes for your Make better informed business decisions for better performance Clear your biggest obstacle to strategy execution success by organisation by successfully linking compensation with outcomes aligning your budget with your strategy! performance! Clinic Overview Clinic Overview Clinic overview Data based decision making is at the core of better management An organisation’s budget is supposed to be the tool that turns “Linking performance with reward” is a subject that typically practices today. Tools such as Key Performance Indicators (KPIs) strategy into action. Unfortunately, up to 60% of organisations generates a range of strongly held (and often opposing) views. and Key Risk Indicators (KRIs) assist with the provision of critical do not link corporate strategy to the budget. This clinic Too many schemes that aim to align Balanced Scorecards with business data for decision making. This workshop will explore addresses the importance of aligning the budgeting process compensation fail to achieve the desired behavioral response. the relationship between metrics, KPIs and KRIs and how they with focus on timing, strategic initiative budgeting, strat-ex and This clinic is in two distinct halves. can be deployed in practice. responsibilities. The clinic will provide the tools to link corporate The first part deals with the desirability, or otherwise, of linking strategy to the budget and provides reasons why it is important performance and compensation. Participants will be encouraged Benefits Of Attending to link these two variables. Presentations will be augmented to explore the range of views and experiences and consider what • Understand the difference between metrics, KPIs and KRIs with interactive discussions to ensure learning and group work to approach will best work within the corporate culture of their • Learn techniques for their selection and configuration embed and practise some of the techniques. organisation. • Review predictive analytics best practice The second part of the clinic makes the assumption that we do • Analyse typical mistakes in deploying metrics, KPIs and Benefits Of Attending want to align performance and compensation. So how best can KRIs This clinic will raise your knowledge in: this be achieved? There is a myriad of potential solutions and • The benefits of aligning the budget with the strategy Key Topics And Tools • Tools for aligning strategies and budgets the aim of the clinic is to review the key decision points that • Understanding metrics, Key Performance Indicators and organisations need to consider and decide upon. • How strategic initiatives and projects are handled within an Key Risk Indicators aligned budget Benefits Of Attending • An overview of predictive analytics • Alignment effectiveness with respect to corporate You will gain a thorough understanding of the benefits and • Metrics activation: documentation and data gathering performance pitfalls of linking performance and compensation. You will learn • Reporting and communicating results how to develop an effective performance based compensation • Value generation: decision making and improvement Key Topics framework that meets the needs of your organisation and • Enablers for working with KPIs, KRIs and analytics The clinic will cover the following aspects: promotes the desired behaviours and business outcomes. • Background and timing of the budget and strategy reviews Who Should Attend? • Strategic initiatives Key Topics Everyone interested in the correct deployment and usage of KPIs • Tools, methodologies and steps for alignment • Linking performance with reward – does it work? and KRIs, from analysts to CEOs. The exercises and examples • Roles and responsibilities • The seven key decision points analysed will be relevant to members of strategy and other • Benefits of alignment operational teams alike. • Who should attend? The clinic is aimed at: Your Expert Clinic Leader Who Should Attend? • All those directly involved in the implementation and • Board and executive /non executive directors involved in effective management application of Balanced Scorecards Aurel Brudan, Founder and CEO, The KPI Institute, organisation strategy at all levels within an organisation – in particular those from Australia • CEOs, leaders and senior managers the “Strategy Office” or equivalent functions. • Functional managers and Heads • HR professionals who are focused upon achieving the most • Practitioners in strategy, corporate and business planning, effective alignment of compensation and performance for their organisation. excellence, finance, sales, operations and HR Your Expert Clinic Leader Your Expert Clinic Leader David Jalili, Managing Partner, Ibtikar Management Alan Fell, Managing Director, Alan Fell Consultancy, Services (IMS), UAE UK Tel: +971 4 335 2437 Fax: +971 4 335 2438 Email: register@iirme.com Web: www.iirme.com/bsc 5
  • 6. Expert Led Pre Event Workshops Saturday, 16 March 2013 Registration will be at 08.00. The workshops will run simultaneously from 08.30 – 14.30 after which time lunch will be served. For full workshop details and workshop leader biographies, please visit www.iirme.com/bsc Workshop A: Key Topics • Understanding the key challenges in strategy execution in government across the GCC • Learn the latest practices in public sector alignment with national aspirations ŠŠ Examples of successful organisations leveraging alignment with country vision and Strategy Execution In Government aspirations ŠŠ Key elements of the alignment with the country vision and aspirations (goals, projects, Maximise your organisation’s contribution to the national vision budget and other resources management) ŠŠ Leadership involvement in government organisations, how to identify and overcome Workshop Overview barriers for leadership to drive the process The success of any public organisation in the GCC is typically conditioned by its capability to ŠŠ Employee engagement in government organisations: cascading, communication, align with national aspirations and to execute the strategy in a public environment, where recognition. What are the best practices in the region to ensure people’s commitment leadership constraints, people engagement and stakeholder management play a key role to execution? in achieving breakthrough results. Some governments as a whole and government entities ŠŠ Stakeholder engagement as a key element to ensure execution of the strategy when individually have been successfully developing approaches to better execute the strategy, by aligning an organisation with the national vision customising the standard approach to a challenging environment and characteristics of the ŠŠ Work session using the presented tools and techniques in strategy execution public sector in the GCC. This body of knowledge is now grouped in a “whole of government” • Discussion of the implementation of relevant tools and techniques and the differences methodological approach ready to implement across public entities in the region. between the private and public sectors The half-day workshop provides the concepts and tools for developing an organisation’s • Key success factors in the development of a sustainable  process for strategy execution strategy execution model in alignment with the country vision and aspirations. The focus will be management on using the latest best practices in aligned strategy execution by public entities from across the GCC. Who Should Attend? • Leaders and senior managers Benefits Of Attending • Functional managers and heads • Aligning with articulated and agreed national aspirations • Practitioners in strategy, business planning, excellence, finance, operations and human • Proven tools and methodologies for developing successfully aligned strategies resources • Techniques for a more effective discussion with national authorities, stakeholders and partners Your Expert Workshop Leader • Use of tools to prioritise resource requirements and limitations (manpower, budget etc.) • Roadmap for successful strategy execution Aldo Labaki, Consulting Manager, Palladium Middle East, UAE OR Workshop B: Key Topics • • Strategy elements Analysis of your competition Types of strategies Strategy Formulation For The • • Testing your strategy Strategy Driven Organisation Who Should Attend? Business leaders and senior management who are looking to transform their organisation from Become a strategy driven organisation to outperform the market firefighting mode to a strategy driven mode. and achieve sustainable business success Your Expert Workshop Leader Workshop Overview In this workshop, you will learn what it takes to formulate a winning business strategy that builds Edy Abou Chakra, BSMP, CISA, CEC, Partner, on an organisation’s competitive advantages. ADDIMA, UK, KSA, Lebanon Benefits Of Attending • What makes a good strategy and why you need it • What strategy is, what the different types of strategies are and where to use them • How to turn your company into a strategy driven organisation • How to continually refine your strategy using the Balanced Scorecard OR Workshop C: Key Topics And Tools • What is ERM and why is it important for your organisation? • Establishing and embedding a risk management framework and risk aware culture • The risk roles and responsibilities of the board, the risk management function, senior Enterprise Risk Management management and internal audit • Understanding the concept of risk and risk categories Keep your business on track by mitigating key risks with a • Identifying and prioritising the key strategic and operational risks facing your organisation • Using a heat map to evaluate the probability and impact of risks for your business comprehensive risk management process • Developing and using a risk register and key risk indicators Workshop Overview • Establishing ownership and accountability for key risks In the dynamic Middle East business environment, risk is a fact of life. Businesses and • Understanding and evaluating risk management and mitigation options organisations are now more than ever aware that “things can go wrong” and risk events • Designing effective controls to manage key business risks can impact the profitability, reputation and sustainability of your business. Enterprise risk management (ERM) is an important discipline for identifying, evaluating and managing risk Who Should Attend? • Senior management in a holistic, joined-up way across your whole organisation. This workshop will give you the • Strategy, planning and performance management functions tools you need to establish an effective risk management framework for your organisation. • Risk managers and directors In adopting ERM, you will better mitigate the key risks which might otherwise impact your • Internal auditors business’s ability to achieve its strategic goals and sustain a successful business. Your Expert Workshop Leader Benefits Of Attending • Establish a well organised and focused risk management process Susan Daniel, Chief Risk and Compliance Officer, • Identify and prioritise the key risks facing your organisation State General Reserve Fund, Oman • Assess how effectively risks are being managed in your organisations • Design and adopt appropriate controls to mitigate the impact of potential risks6 Tel: +971 4 335 2437 Fax: +971 4 335 2438 Email: register@iirme.com Web: www.iirme.com/bsc
  • 7. Sponsorship OpportunitiesWith more coverage of broader strategy, strategy execution, business excellence and risk management topics,the Balanced Scorecard & Strategy Summit offers more opportunities to showcase your expertise to MiddleEast’s businesses and government organisations. ContactAlign your brand with Dr Robert Kaplan and Dr David Norton, the iconic inventors of the Balanced Scorecard, Charlie Bark-Jonesand position your company as a leader of Balanced Scorecard programmes and business strategy in the region. for details on tailored sponsorship packages toHelp the region’s companies and organisations develop and execute strategies that lead to sustainable meet your needs onbusiness success. Whether your expertise is in strategy formulation, business excellence, risk management, +971 (0)4 407 2608 orcompany performance management or quality, the Balanced Scorecard & Strategy Summit gives you the best sponsorship@iirme.comopportunity of the year to make crucial new business leads and achieve your own commercial growth targets.Sponsors & Partners Strategic Partner Associate Sponsors Palladium Group is the global leader IYCON is a leading Technology Solutions & in helping organisations execute their Services Company with a focus on providing strategies by making better decisions. High Quality Business and Technology Our expertise in strategy, risk, corporate Solutions to organisations across EMEA, performance management and business intelligence helps clients achieve the Asian Subcontinent, North America & an execution premium. Our services include consulting, conferences, Oceania. IYCON helps companies discover and maintain their competitive communities, training and technology. Palladium’s Balanced Scorecard Hall advantage, as well as empowering them with the ability to master change. of Fame for Executing Strategy™ recognises more than 120 organisations (Sustaining Your Adaptive Advantage™). IYCON’s offerings include QPR Suite worldwide that have achieved outstanding execution premiums. 2012. IYCON is the Strategic VAR for QPR Software as well as a QPR Global Implementation Partner for QPR. Please visit www.thepalladiumgroup.com for more information. QPR Suite 2012 is composed of out-of-the box software for process, risk and performance management. It is applicable to all industries and to the needs Supporting Sponsor of the private as well as the public sector. QPR software is used by 1,500 ADDIMA Consulting is a specialized consulting customers around the world in both the private and public sector. firm based in London with solid presence in smartKPIs.com is an online platform the Middle East through its offices in Riyadh, for performance management Dubai and Beirut. ADDIMA is well positioned knowledge integration. At its core is to provide a proven turnkey Balanced Scorecard (BSC) development & an online catalogue of over 6,100 KPI implementation because of : examples from 14 functional departments and 24 industries. The Premium • Our experienced & certified BSC practitioners and strategy experts section contains 1,500 KPIs preselected as the most relevant for practice • Our solid expertise in various industries in the Middle East, our deep understanding of the and thoroughly documented in 30 fields. The website also contains pre- local culture, and the command of the Arabic business language in addition to the English populated Strategy Maps, KPI Dashboards and Scorecards, examples of and French KPIs used at individual level, interviews with practitioners, consultants • Our exclusive partnership in the Middle East with Paul Niven, a noted speaker and writer and academics and references 1000 reports illustrating the use of KPIs on the subject of the Balanced Scorecard, and hands-on practitioner and organisational objectives in practice. Operated from Melbourne by eab group, www.smartKPIs.com is complemented by three other websites dedicated to performance architecture: www.purposefulIdentity.com, www. Associate Partner integratingPerformance.com and www.BalancedScorecardReview.com. Corporater is a specialised vendor for Balanced Scorecard and Performance Sponsor Management software solutions that For over a decade, Ibtikar has provided innovative support are flexible, ready-to-run, and that can and solutions to organizations to meet their business goals, be easily managed and configured by business users. Founded in the year from organizational performance to talent management, and 2000, Corporater has over 1000 customers from all key domains with an from quality to winning excellence awards throughout the international presence in over 29 countries through its offices and strategic Gulf region. We believe in a simple premise: success, continuity and increased partnerships. Corporater recently established its operations in Dubai to economic value is only achieved through providing implementable, practical support and grow key partnerships in UAE. solutions and full knowledge transfer. Our team of experienced consultants Corporater EPM Suite is a Palladium Kaplan-Norton Balanced Scorecard possess specific strengths in implementing management systems covering Certified Software. Business Excellence, Strategy, Corporate Performance Management and Please visit www.corporater.com for more information. www.corporater.com Human Resources Consultancy. for more information.Tel: +971 4 335 2437 Fax: +971 4 335 2438 Email: register@iirme.com Web: www.iirme.com/bsc 7
  • 8. Balanced Scorecard LEADERS Presents & Strategy Summit16-21 March 2013 • The Address Hotel, Dubai Marina, Dubai, UAEFor Group Discounts: Conference SalesManager :Sowmya Yellappa REGISTER FIVE WAYS TO 971-4-3352437 IIR Holdings Ltd., P.O Box 21743 +971 4 4072730 Dubai, UAECall : 971-4-3352438Fax : +971 4 3352718 www.iirme.com/bscEmail: sowmya.yellappa@iirme.com register@iirme.comPlease the days you wish to attend: 16 March 2013 17 March 2013 18 March 2013 19 March 2013 20 March 2013 21 March 2012 Forum Workshop Summit Masterclass (two days) (one day) (one day) (two days) Including Clinics AZ3014 Select one: D or E or F A B C GROUP DISCOUNTS AVAILABLE Book by Book from Book after Days 3 January 2013 4 January – 7 February 2013 8 February 2013 CALL – 971 -4-3352483 E-MAIL+971 4 4072730 Call: – a.watts@iirme.com 6 Days US$ 5,280 US$ 5,680 US$ 5,880 Conference fees include documentation, luncheon and 5 Days US$ 4,995 US$ 5,395 US$ 5,595 refreshments. Delegates who attend all sessions will receive a Certificate of Attendance. 4 Days US$ 4,285 US$ 4,685 US$ 4,885 All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them as they include important information. By submitting your registration you agree to be bound by the terms and conditions 3 Days US$ 3,595 US$ 3,995 US$ 4,195 in full. Payments 2 Days US$ 2,595 US$ 2,795 US$ 2,990 A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid 1 Day US$ 1,295 US$ 1,395 US$ 1,495 in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added Fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance. to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received.DELEGATE DETAILS Credit card payment I f you would like to pay by credit card, please tick here and a member of our team will contact you to take the details Name: .............................................................................................................................................................................................................. Job Title: ......................................................................................................... Email: ..................................................................................... Cancellation Tel: ..................................................... Fax: .................................................... Mobile: ................................................................................ If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days beforeCOMPANY DETAILS the Event are subject to a $200 administration charge. Registration fees for registrations cancelled 7 days or less before the EventCompany: ............................................................................................................................................................................................................ must be paid in full. Substitutions are welcome at any time.Address: ................................................................................................................................................................................................................ Avoid Visa Delays - Book NowPostcode: ................................................................................. Country: ........................................................................................................... Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible. Visas for non-GCC nationalsTel: .............................................................................................. Fax: ................................................................................................................. may take several weeks to process.. of employees on your site:No. All registrations are subject to acceptance by IIR which will be1000+ 500-999 250-499 50-249 0-49 YES, I would like to receive information about future events confirmed to you in writing. & services via e-mail .................................................................Nature of your companys business: .......................................... Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers or topics.To assist us with future correspondence, please supply the following details: Event Venue:Name of the Department Head: ..................................................................................................................................................................... The Address Hotel, Dubai Marina, Dubai, UAEDepartment: ........................................................... Mobile: .......................................... Email: ....................................................................... Tel: +971 4 436 7777 Accommodation Details We highly recommend you secure your room reservation at theTraining Manager: ............................................................................................................................................................................................. earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on:Department: ........................................................... Mobile: .......................................... Email: ...................................................................... Tel: +971-4-4072693 Fax: +971-4-4072517 Email: hospitality@iirme.comBooking Contact: ................................................................................................................................................................................................ IK/VH BU303 BALANCED SCORECARD JDepartment: ........................................................... 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