(1) The document discusses a case study of the Saudi Railways Company (SAR) and how it implemented strategy, the balanced scorecard (BSC), enterprise project management office (EPMO), and risk management in a simple and easy manner. (2) SAR established performance management processes including cascading strategic objectives and key performance indicators down from the corporate to employee levels to ensure strategic alignment. (3) The presentation emphasizes engaging leadership and teams to learn by doing in order to embed strategic planning and performance management concepts in a sustainable way within the organization's culture.

1. “Strategy, BSC, EPMO & Risk
made Simple & Easy ”
Saudi Railways Co. (SAR) Case study
By
Khalid S. AbdALLAH, E-MBA
&
Ibraheem A. Sheerah, PhD
Corporate Control dept. (CCD)
1

2. 22
Saudi Railway Company (SAR) established in May 2006 The
Company is a fully funded and owned by the Public
Investment Fund, PIF (Ministry Of Finance)
With a performance driven culture, SAR will constantly
deliver fast, safe, quality services and customer convenience
through innovation, use of advanced technology, and skilled
resources in an environmentally friendly manner to all
To be the leading regional transport provider of safe, reliable
and economical services enriching the lives of all our valued
customers & communities
Saudi Railway Company - Introduction

3. 3
Source: SAR
2014: Bauxite wagons2016: Passenger trains
2011: Phosphate wagons
SAR – Business Model

4. 4
Start @ End …
Overall process
2020 C-BSC direction
Cascade & Perform D-BSC
Integrating them
Agenda

5. 5
To Kick-start , Embed & Sustain these advanced performance &
control concepts (Strategy, BSC, EPMO, Strategic Risk , TQM etc…)
in any environment needs lot of effort;
……….. enjoy It’s journey to excellence!
that needs leader(s) & team(s)

6. 6
Start @ End …
Overall process
2020 C-BSC direction
Cascade & Perform D-BSC
Integrating them
Agenda

7. 7
Lessons / Best Practices Awareness
 Strategy Consultants advocate “BP Process & Techniques”
Aspirations /
Enterprise-Risks
Vision / Mission /
SWOT / PEST
A set of Plans Work-Streams Transformation
1
2
3
 Strategists to understand “Stakeholders, Business Model, Maturity & Context”

8. 8
Start @ End…
Lessons /
Awareness
Keep it
simple
Engage &
Embed
Strategy
Innovation
Learning by
doing
Performance
Culture
Change
management

9. 9
Use a simple language
Do not be a perfectionist – leverage learning / tests
Keep it simple

10. 10
Learning by doing

11. 11
Engage & Embed

12. 12
Start @ End …
Overall process
2020 C-BSC direction
Cascade & Perform D-BSC
Integrating them
Agenda

13. 13
Feedback,
Re-Learn &
De-Learn
Driven by
Leaders
1
Awareness &
Involvement
2
Corporate
Directions
3
Cascade
4
5
Overall process

14. 14
Start @ End …
Overall process
2020 C-BSC direction
Cascade & Perform D-BSC
Integrating them
Agenda

15. 1515
2020 C –BSC direction

16. 16
Customer
Services
planning, quality
delivery and
intelligence
processes
Governance & Strategy
processes for strategy and
shared services performance
management; governing
operations, projects,
assurance, control, safety,
security, technology and
related value chains
New business
develpmnt’ and
non-traditional
revenue streams
processes
Attract, Sustain, Develop and Utilize great Saudi & Multinational workforce to deliver world class customer-experience
and innovative service-solutions with intelligence and performance-culture
Vision: SAR to achieve by 2020 highest satisfaction of our railway stakeholders represented by the government,
customers, employees, society, and partners.
Deliver world-class freight & affordable passenger railway services with Safety, Security, Reliability and unmatched
Punctuality
Customer satisfaction
Establish and sustain a superior national railway for development of underdeveloped areas with top Saudization
ultimately reducing local oil consumption and accident rates; this is enabled by timely infrastructure development &
safe operations
Critical Processes
Governmental Mandate
Ensuring
financial
Controls
soundness
That provides an
excellent
customer
experience
That supports Our
2020 Vision
We will
empower our
People
Via delivery
of
critical
Processes
Sustain financial soundness, maximize revenue and control expenses for optimizing government support through best
practise financial controls ultimately preserving our reputation
Financial Soundness
Partner /
Supplier
qualification,
engagements and
long-term
relationships
processes
Infrastructure
and Operations
value-chains end-
to-end processes
Internal Learning and Growth
Sustaining the
Government
Economic
Diversification
Agenda

17. 17
Start @ End …
Overall process
2020 C-BSC direction
Cascade & Perform D-BSC
Integrating them
Agenda

18. 18
Step One
• Gather strategic inputs from Level 0: mission, values, strategy
and assessment and analyses results
• Review and discuss Level 0 strategic objectives, strategy map,
performance measures and targets and strategic initiatives
Step Two
• Decide on cascading structure for Level 0
• Write purpose statements for each Level 1 unit
• Create linkages from Level 0 map to Level 1units by creating
Level 1 objectives that align to Level 0 objectives
Step Three
• Create strategy map for each Level 1 unit
• Develop Level 1 performance measures and targets and
strategic initiatives for Level 1 objectives
Outputs
• Level 1 Purpose
statements,
strategic objectives,
strategy map,
performance
measures and
targets, and
strategic initiatives
Outcomes
• Strategic alignment
among top-level and
second-level
business and
support units of the
organization
• Identification of the
most important
things to focus on
Cascade & Perform D-BSC

19. 19
Step One
• Gather strategic inputs from Level 0: purpose statements,
strategic objectives and unit business strategies and analyses
• Review and discuss employee and team job requirements and
descriptions, project and task statement and job
competencies
Step Two
• Develop employee objectives that support strategic objectives
at the Level 1 unit level
• Describe job critical tasks and activities for each employee
• Identify desired behaviors for each employee
Step Three
• Identify accomplishment performance measures and targets
for required tasks and activities
• Identify behavioral performance measures for desired
behaviors
Outputs
• Employee
objectives, tasks,
activities, projects
• Employee desired
behaviors
• Accomplishment
measures and
targets and
behavioral
measures and
targets
• Intervention plans
designed to improve
efficiency and
effectiveness
Outcomes
• Strategic alignment
top level and second
level business and
support units of the
organization, and
employees and
teams of employees
• Improves employee
and organization
performance
Cascade & Perform D-BSC

20. 20
Start @ End …
Overall process
2020 C-BSC direction
Cascade & Perform D-BSC
Integrating them
Agenda

21. 21
Management
ERM – long & short term risks and opportunities in the journey
Integrating them
OSM – Control
Center
2016 D-BSC
station#2
2017 D-BSC
station#3
EPMO – Changes / Projects to improve the journey
Teams
TQM – People, Process, Materials, tools, suppliers etc… A-OK for the journey
201x D-BSC
station# x
2020 C-BSC
FINAL STOP

22. “Strategy, BSC, EPMO &
Risk
made Simple & Easy ”
Saudi Railways (SAR) Case study
By
Khalid S. AbdALLAH, E-MBA
&
Ibraheem A. Sheerah, PhD
Corporate Control dept. (CCD)
22
Take Away(s):
 In-House leadership
 Develop Owners Not Passengers
 It is NOT rocket science!
 Bring optimum external help but
don’t outsource
“learning & doing”

23. 23
“Strategy, BSC, EPMO &
Risk
made Simple & Easy ”
Saudi Railways (SAR) Case study
By
Khalid S. AbdALLAH, E-MBA
&
Ibraheem A. Sheerah, PhD
Corporate Control dept. (CCD)