Strategy in Action: A Case from a Public Sector
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Strategy in Action: A Case from a Public Sector

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Presented at: Strategy Leaders Forum | 13-17 April 2014 | Dubai, UAE.

Presented at: Strategy Leaders Forum | 13-17 April 2014 | Dubai, UAE.

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Strategy in Action: A Case from a Public Sector Presentation Transcript

  • 1. Partners In Building UAE's Security & Economy Our Vision: To be a role model and reference point in proofing individual identity and build wealth informatics that guarantees innovative and sophisticated services for the benefit of UAE Strategy in Action: A case from a Public Sector Strategy Leaders Forum 13-17 April 2014 | Dubai, UAE. Presented by Dr. Ali M. Al-Khouri
  • 2. AGENDA • Introduction: Why Strategy? • Strategy at Emirates ID • Strategy Approach at Emirates ID • Concluding Remarks
  • 3. AGENDA • Introduction: Why Strategy? • Strategy at Emirates ID • Strategy Approach at Emirates ID • Concluding Remarks
  • 4. Introduction: Why Strategy • Adopted for Businesses in early ‘60s • Need for Survival in the face of tough Competition • Driven by Profit Needs amidst rising costs • Defined market boundaries
  • 5. Why Strategy in Governments?
  • 6. Psychological construct ! • Typical assumption: “Everything will happen as per assumption”!
  • 7. The Real World is somewhat Different! • But the reality is always different!
  • 8. Strategies Failure of strategies fail!
  • 9. Public vs. Private Slower to change.. Bureaucratic .. Adaptive to change.. Dynamic .. PUBLIC SECTOR PRIVATE SECTOR
  • 10. Todays World • New terms and concepts • Higher levels of complexity and fragmentation? Need to understand the dynamics shaping today’s fuzzy world!
  • 11. AGENDA • Introduction: Why Strategy? • Strategy at Emirates ID • Strategy Approach at Emirates ID • Concluding Remarks
  • 12. How we Planned our 2007-2010 Strategy Our Planned Strategy 2007-2010 This represented the first strategy cycle for Emirates ID since its establishment in December 2004. The strategy planning team, in general, assumed a rosy journey!
  • 13. How we Executed our 2007-2010 Strategy Our Planned Strategy 2007-2010 Executed Strategy 2007-2010 ?In 2009, we found that B did not even exist (i.e., strategy objectives were unachievable)! So we needed another strategy!
  • 14. How we Planned our 2010-2013 Strategy Our Planned Strategy 2010-2013 New management team derived a carefully developed strategic plan… different measures were put in place to ensure a smooth journey this time ..
  • 15. How we Executed our 2010-2013 Strategy Our Planned Strategy 2010-2013 Executed Strategy 2010-2013 The journey once again had many ups and downs.. and was full of challenges, but with careful steps, B was achieved.
  • 16. 2010-2013 Strategy Results 92% Budget: 5 folds Savings: > 500 million Efficiency: 200% Effectiveness: 100% IMP³rove assessment: above average for benchmarked class; close to global growth champions Emirates ID achieved 97% of set strategic targets
  • 17. 2010-2013 Strategy Results Best Federal Organisation in Organizational Excellence Leadership Award Operations Award G2G Partnered Project Award UAE Government Excellence Program 2011 Emirates ID today is recognized as an international benchmark for strategic management, organizational development and for innovation in identity management systems
  • 18. Our Learning Experience Key control factors .. indeed, there was a prescription that we kept maintaining and following during the design and execution of the strategy..
  • 19. AGENDA • Introduction: Why Strategy? • Strategy at Emirates ID • Strategy Approach at Emirates ID • Concluding Remarks
  • 20. Strategy Architecture and Components
  • 21. The Inner Circle Ring Represents key performance dimensions
  • 22. Innovation and Results Orientation The two wings of the strategy.. Focusing on outcomes not on outputs Enabling novel ideas that should strengthen the Results wing
  • 23. Strategy 2010-2013 Simple!
  • 24. Alignment with the operational model Business Operating Model
  • 25. Performance Management Innovative systems to measure & monitor performance at the individual, departmental, and institutional levels.
  • 26. Human Resources Development We used this international framework to the train and develop our staff, and improve their performance.
  • 27. Business Process • Core competencies (functions & capabilities) • 80:20 • 3Es • Outsourcing or achieved through partnerships
  • 28. Financial Performance: Outsourcing Approach
  • 29. Foundational Activities
  • 30. Organizational Structure The development of the organizational structure in an innovative way, and focus on the element of knowledge ownership .
  • 31. Policies and internal regulations Focused on the development of policies and procedures aligned with EFQM model in order to meet the cognitive orientation.
  • 32. Differentiation
  • 33. to develop organisational excellence
  • 34. Quality Management: Standardisation
  • 35. Aimed at: • Capturing employees tacit technical knowledge. • Improve Process standardization & automation. • Improve Service Quality.
  • 36. Knowledge Management: Organisational Learning Support learning at individual, group, departmental and organisational levels.
  • 37. Knowledge Retention
  • 38. Communication
  • 39. Engaging Stakeholders: Periodical Meetings
  • 40. • Emirates ID crafted a sub- strategy for social media. • Today, Emirates ID has 16 different interactive channels
  • 41. Leadership & Decision Making
  • 42. Project Management: Portfolio Management • Particular attention was given to how projects were managed. • A Project Office was formed to monitor projects that reported to the Management Board, while the overall management of projects was left to the appropriate departments.
  • 43. [improved] Decision Support Systems Management teams spent sustainable amount of time in defining, tuning and re-tuning key performance dashboards. This supported the organisation to make daily decisions and address challenges as they arose.
  • 44. Review & Monitoring: Weekly Management Meetings A key factor behind the strategy success at Emirates ID can is represented in top management’s commitment to make the strategy a ‘non-stopable transformational machine’!
  • 45. Strategy Architecture and Components
  • 46. AGENDA • Introduction: Why Strategy? • Strategy at Emirates ID • Strategy Approach at Emirates ID • Concluding Remarks
  • 47. Top 10 Reasons for Strategies Failure Source: HRN- Europe 2009 Survey% of respondents assigning reason for failure
  • 48. Top 10 Reasons for Strategies Failure Source: HRN- Europe 2009 Survey% of respondents assigning reason for failure If we do a little zoom-in, we see that the majority of factors are related to how well we perform ‘communication’!
  • 49. The Culture Machine • Communication can play a magical role in shaping the culture machine and making it work the way we desire. Without proper communication, organisations become victims of their own strategies. • Carefully planned communication mechanism would help avoiding cultures of ‘passing blames’ and ‘excuses’ and would support the organization focus on the solution instead!
  • 50. The Role of Leadership • The role of (enabled) leadership is critically critical! • Leaders normally are those who have the holistic & overall picture of what organisations should achieve. • Leaders are the ones expected to get the pieces together when ‘what next’ is blurred! • By design, they are the one’s to blame, when things don’t go the way it was designed!
  • 51. Where is your Attention? 80% of organisational work normally add only 20% of value to citizens Leaders are the ones who support their organisations to focus on what is important and contribute to results not just outputs!
  • 52. Strategy linkage with Value Chain Strategies need to be linked to the overall organisation value chain
  • 53. Learning to start from the END! Strategy & Execution Expectation Analysis Design Execution Delivery Not easy, but it is a SKILL that is needed to be developed!
  • 54. Interconnected Strategic Endeavor There is no one-size-fits- all, nor a magic bullet solution to ensure strategy success.. But take this: you don’t have a choice! strategies have proven to work well in wars since the early days of mankind! Successful strategies are just products of well designed and executed work!
  • 55. THANK YOU Thank you Dr. Ali M. Al-Khouri Director General | Emirates Identity Authority | UAE www.emiratesid.ae | ali.alkhouri@emiratesid.ae | Read our recent research : @DrAliAlKhouri