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This Presentation was prepared for UITP conference , the international organisation for public transport authorities and operators. This Presentation highlights the basics that were followed for ...

This Presentation was prepared for UITP conference , the international organisation for public transport authorities and operators. This Presentation highlights the basics that were followed for implementing and institutionalizing the Balanced Score Card at a Public Transport Organisation in one of the Gulf Countries.

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Presentation 3-This Presentation was prepared for UITP conference Presentation 3-This Presentation was prepared for UITP conference Presentation Transcript

  • Strategy Execution Excellence at Mowasalat 2009- 2013 The S& BI Group 2013 - Confidential  1
  • Introduction Given QATAR’s future growth projections, the transportation sector will continue to witness rapid growth and expansion. The Urban Transport Master Plan for Qatar states an objective of establishing a blueprint for an integrated transport system that will be able to serve in 20 years a population three to five times larger than today’s population size. Mowasalat is playing a very important and integral role in the growth of Qatar’s integrated public transportation service. Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  2
  • Table of content 1 Brief Overview 2 Strategy and Business Improvement – a solutions provider 3 Transformation Objectives 4 Strategy Management –Process Stages and Activities 5 Options for Collaboration 6 Continual Improvement Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  3
  • Mowasalat has done a great job in the initial years of strategy implementation Whats next? 2012 Strategy performance review meetings. Aligned Strategic Budgeting. Defined Initiatives & projects 2011 2010 2009 Methodological training sessions to the top management and Develop strategy framework Developed Strategy Fundamentals (Mission & Vision) Strategy Execution Excellence at Mowasalat Strategy translation (Strategy Map) and Alignment to next level (4BU, 5SUs) Some of the key challenges of the business that we plan to overcome through an enhanced model of Strategy Execution Model at Mowasalat: - Promote and bring more clarity about Mowasalat Roadmap towards Vision 2016 - Enhance cross-business collaboration to strenghten synergies and break certain silos - Bring more value to managers to enable better decision-making at the departmental level - Gain commitment of our employees towards Mowasalat’s future The S& BI Group 2013 - Confidential  4
  • Mowasalat on the way to be a regional leader in the provision of integrated ground transport services. More than 8 years of overwhelming growth  Since the establishment of the land transportation in October 2004, the services expanded to wide spectrum of offering - providing Airport Taxi, Standard Taxi, VIP Limousine, Standard Limousine, Public Bus Service, School Bus Service, and Private Hire Bus and Coach Services Contribution to public services  Significant part of the business is non-profit in order to support key transportation needs of the country like public buses, transportation provided to government entities (army, hospitals) and government events Enabler for Growth of Qatar  Growing area of the business is the new services (training center; various private transport options) and products (customized assembly of vehicles etc) in order to support the current and future growth of Qatar in line with World Cup 2022 needs and QNV 2030 and leverage on $30Bn of road infrastructure project Drive for business excellence  Company has developed a platform of various departments providing support functions and shared services. The ambition is to become the organization adopting and developing the best practices in order to bring the highest synergy value to business functions Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  5
  • Table of content 1 Brief Overview 2 Strategy and Business Improvement – a solutions provider 3 Transformation Objectives 4 Strategy Management –Process Stages and Activities 5 Performance Monitoring & Reporting 6 Continual Improvement Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  6
  • Focus to Solve Business Challenges Mowasalat Strategy and Business Improvement is a leading department in helping departments respond to their most pressing strategy execution needs. By applying the right combination of our main “Domains of Expertise” to specific Business Unit , we create customized solutions to address unique business challenges: Some Typical Business Challenges Integration and Business Transformation Innovation International Expansion Organizational Alignment Cost Driven Operational Excellence Measurement and Performance Reporting Strategy Design S& BI’s Main Domains of Expertise We help our Business Units to formulate or clarify strategy with a highly deductive, BU focused approach designed for a successful execution. Strategy Management We help our Business Units build the capacity to translate strategy, align with the organization, manage strategic initiatives & programs, measure and report performance and efficiently deploy resources to achieve desired results. Change Management & Leadership for Execution We help business units manage change through an holistic approach that encompasses all aspects of business transformation in an integrated manner: people, organization, technology, processes, culture, etc. Strategic Processes Alignment We use the most innovated analytic techniques to ensure that changes required by the strategy are translated into changes in key operational processes. Awareness for Execution of Business Strategy We create internal capabilities to manage strategy from within. S& BI brings together academic thought leadership, leading edge methodologies with standards and best practices to shape and advance the discipline of strategy execution. Risk Management and Governance for Execution We help our Business Units to improve executive governance and the management and measurement of departmental , strategic and operational risks. Technology & Information for Execution We facilitate the alignment of information and technology related programs to the strategic outcomes and expectations required from the Business. Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  7
  • Our methodology has gone through this distinct cycle of evolution The Balanced Scorecard Management Philosophy Integrated Performance Management System Mowasalat’ s Value Creation Model Understanding the Balanced Scorecard in 3 minutes Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  8
  • Methodological Approach: Execution Premium Process (XPP ) Link the strategy with the operations: allocate resources, define budgets and business processes needed to achieve it. 3 Align the Organization 4 Plan Operations Define a change agenda and formulate a comprehensive Strategy aligned with the Mission, Vision and Values of the organization Clarify Strategy 1 Develop the Strategy 2 Translate the Strategy Strategic Plan Operating/Financial Plan Process Execution 6 Test and Adapt 5 Monitor and Learn Optimize Data Align the organization with the Strategy, make the Strategy an “everyone’s job” Drive Performance Translate the strategy into operational terms, through the Balanced Scorecard methodology Monitor the strategy execution and adapt the strategy based on the performance results Make the execution of the strategy a continuous process. Establish a complete performance management process Our Strategy Management Approach clearly pulls together all the enablers from strategy development, through alignment, business plans, and performance management Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  9
  • Brief analysis of the current situation in line with XPP model: Stage 1 & 2: Develop & Translate Key Strengths: Areas of improvement: 1 Develop the Strategy 2 Translate the Strategy 3 Align the Organization  Good analysis of the strategic context (SWOT & Top Management workshops)  Defined Mission, Vision & Values Strategic Plan 6 Test and Adapt  Quantification of the vision 4 Plan Operations Operating/Financial Plan Process Execution 5 Monitor and Learn  Clarify the strategic roadmap towards 2016 vision  Strategy translated into a specific objectives (Strategy Map)  Strengthening the cause and effect of the Strategy Map  Well defined accountability and ownership across the organization  Streamline current corporate KPIs and prioritize initiatives Strategy translation could leverage more on previous strategy formulation. Approach for Strategy Execution Excellence at Mowasalat  10
  • Brief analysis of the current situation in line with XPP model: Stage 3 & 4: Align & Plan Key Strengths: Areas of improvement: 1 Develop the Strategy 2 Translate the Strategy 3 Align the Organization  All SBUs and SFs KPIs are aligned  Strategic initiatives are well driven by SBUs and SFs 4 Plan Operations Strategic Plan Operating/Financial Plan Process Execution 6 Test and Adapt 5 Monitor and Learn  Strengthen the cause and effect relationships at SBUs & SFs (KPIs and Initiatives)  Align departments with the Strategy  Budget allocation for strategic initiatives at all levels (STRATEX)  Align individuals with the Strategy  Alignment of top management (9 Directors with personal BSC)  Build Single Point of Contacts’ capabilities (Specific trainings & communication actions) A promising alignment journey has started, but in order to reap all the benefits it is important to make strategy everyone’s job Approach for Strategy Execution Excellence at Mowasalat  11
  • Brief analysis of the current situation in line with XPP model: Stage 5 & 6: Monitor & Test Key Strengths: Areas of improvement: 1 Develop the Strategy 2 Translate the Strategy 3 Align the Organization  Well developed quarterly business units and support functions reporting and data gathering  Established quarterly strategic review meetings with top management & board of directors 4 Plan Operations Strategic Plan Operating/Financial Plan Process Execution 6 Test and Adapt 5 Monitor and Learn  Ensure quality of data and promote beneficial operational review meeting across units  Foster strategic discussions during quarterly performance review meetings (Strategic themes)  Established frequent operational review meetings with business units and support functions  Enhance portfolio of projects monitoring and evaluation  Yearly strategy update meeting with the board of directors  Extend the strategy update meetings to non financial targets Reporting at the operational and departmental level is established, however we need to build up the strategic value and quality of BSC and embed the culture of strategic discussion Approach for Strategy Execution Excellence at Mowasalat  12
  • Overcoming Mowasalat challenges; the shift From… Strategy formulation and translation into specific objectives First steps on the alignment journey Frequent monitoring, reporting and reviewing of strategy at top management & board of directors level Strategy Execution Excellence at Mowasalat To… Comprehensive but simple strategy with clear strategic roadmap towards the achievement of 2016 vision Complete organizational alignment to departmental and individual level as well as build the capabilities of the Business Units Strategic and operational decision making oriented review meetings and full strategy updates coverage  13
  • These improvements have brought Mowasalat to a step change Completed First whole cycle of implementing a Balanced Score Card Strategy Execution Excellence at Mowasalat Strive to Become a Strategy Focused Organization seeking breakthrough results Achieve a Premium and Integrated Strategy Execution with developed Best Practice areas The S& BI Group 2013 - Confidential  14
  • Table of content 1 Brief S& BI Overview 2 Strategy and Business Improvement – a solutions provider 3 Transformation Objectives 4 Strategy Management –Process Stages and Activities 5 Performance Monitoring & Reporting 6 Continual Improvement Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  15
  • Objective of transformation with the various business units Mowasalat to transform into a strategy focused organization which achieves breakthrough results Taking into consideration the following objectives: Strengthen the current strategy by refurbishing the stages of its development Upgrading the alignment process through cascading the strategy to departments and personnel Approach for Strategy Execution Excellence at Mowasalat Improve decision making process based on appropriate strategy and performance governance Building strategy execution internal capabilities by the means of professional training and communication The S& BI Group 2013 - Confidential  16
  • Table of content 1 Brief S& BI Overview 2 Strategy and Business Improvement – a solutions provider 3 Transformation Objectives 4 Strategy Management –Process Stages and Activities 5 Performance Monitoring & Reporting 6 Continual Improvement Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  17
  • Stages and Activities for Strategy Management XPP Stages Process Activities S& BI Leads Business Units Supports Business Units Leads S& BI Supports Quantification of vision Clarify Strategy Clarify the strategic roadmap towards 2016 vision Strengthening the cause and effect of the Strategy Map Streamline current corporate KPIs and prioritize initiatives Strengthen the cause and effect relationships at SBUs & SFs (KPIs and Initiatives) * Align departments with the Strategy ** ** Align individuals with the Strategy Drive Performance * *** *** Ensure quality of data and promote beneficial operational review meeting across units Optimize Data Foster strategic discussions during quarterly performance review meetings (Strategic themes) Enhance portfolio of projects monitoring and evaluation Extend the strategy update meetings to non financial targets Capability Building Build Leadership and Core team capabilities Build Single Point of Contacts’ capabilities * S& BI leads operational units & Business Units leads non – operational units ** S& BI leads those departments that require more technical skills *** S& BI leads Strategic Job Families & Business Units leads other Job Families Approach for Strategy Execution Excellence at Mowasalat First agreement on S& BI’s involvement The S& BI Group 2013 - Confidential  18
  • Activities and deliverables by workstream Workstream Activities Deliverables • Conduct interviews with Mowasalat Top Management Team to identify key strategic themes and dilemmas • Conduct Mobilization Work Shop with Top Management • Quantify the vision • Develop high level assessment • Review the Corporate Strategy Map • Review Corporate KPI’s and initiatives • Vision Quantification • Report Assessment – Findings and Recommendations • Fine tuned Corporate Balanced Scorecard • Align Operational departments (Objectives, KPI’s and Initiatives) • Align non operational departments (Objectives, KPI’s and Initiatives) • Operational Departments BSC • Non operational departments BSC • Develop People Align Framework • Identify Strategic Job Families • Develop alignment for other Job Families • List of strategic Job Families • BSC for strategic Job Families 4 Strategy Communication • Analyze audience, messages and frequency • Develop strategy communication plan for Business Units • Strategy communication plan implementation • Strategy Communication Plan 5 Monitoring Processes Enhancement • • • • • Data quality and gathering process report • Recommendations for the strategy framework and reporting process 6 Strategy Execution Governance Enhancement • Support Operational review meetings • Develop Strategy performance review report • Strategy review meeting with Board of Directors • Strategy Review Report • Strategy Review Session(s) Capability Building • • • • • Training materials (for each session) 1 Corporate Strategy Review 2 Departmental Alignment 3 Individual Alignment 7 Review and improve the quality of data gathering Review strategic and operational framework and reporting Design a project management framework Gather all performance data for operations & strategy review Execution Premium Process Training (2 sessions x 4 hours) Organizational Alignment (2 sessions x 3 hours) People Alignment (10 sessions x 3 hours) Monitoring and reporting (1 session x 3 hours) Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  19
  • The 5 step process in creating a detailed strategic roadmap Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  20
  • Creating Initiatives : Example Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  21
  • Prioritizing High Impact Initiatives : Example Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  22
  • Detailing Work-plan for Initiatives : Example Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  23
  • Table of content 1 Brief Overview 2 Strategy and Business Improvement – a solutions provider 3 Transformation Objectives 4 Strategy Management –Process Stages and Activities 5 Performance Monitoring & Reporting 6 Continual Improvement Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  24
  • Identification of Metrics and Formulae's : Example Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  25
  • Measurement and reporting of KPIs: Example Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  26
  • Strategy Maps for reporting : Example Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  27
  • Trend Analysis and Dashboards: Example Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  28
  • Table of content 1 Brief Overview 2 Strategy and Business Improvement – a solutions provider 3 Transformation Objectives 4 Strategy Management –Process Stages and Activities 5 Performance Monitoring & Reporting 6 Continual Improvement Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  29
  • Continual Improvement Office of Strategy Management (OSM) Process ROLE OBJECTIVE GPMD 1 Strategy Development Drive 2 Scorecard Management Drive 3 Organization Alignment Drive Role 4 Planning & Budgeting Support 5 Human Capital Alignment Support Drive Support Drive Coordinate Support 6 7 Initiative Management 8 Strategy Review Process Drive 9 Approach for Strategy Execution Excellence at Mowasalat Strategy Communications Best Practice Sharing Support The S& BI Group 2013 - Confidential  30
  • 4-Steps from Strategy to Budget: Example Approach for Strategy Execution Excellence at Mowasalat The S& BI Group 2013 - Confidential  31
  • Continual Improvement Cycle Complete 1 Situation analysis: Review vision/mission 5 Create the underlying strategic roadmap Create strategy roadmap Define aspirations and metrics for measurement Strategic planning cycle 2 Define driver trees 4 Identify strategies Set individual KPIs leading into each metric Approach for Strategy Execution Excellence at Mowasalat The equity story created as part of the IPO can be leveraged for 3 Deploys tools such as decision-trees to decompose the aspirations and metrics to actions The S& BI Group 2013 - Confidential  32
  • Thank you The S& BI Group 2013 - Confidential  33