Balanced Scorecard 2012 with Dr. Robert Kaplan - Riyadh

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The only event to run Under the Patronage of Ministry of Labor & featuring the Iconic Inventor of Balanced Scorecard - Dr. ROBERT KAPLAN scheduled for 8 - 12 Dec 2012. For More details & Registration, please call +971 44072730 or email: sowmya.yellappa@iirme.com

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Balanced Scorecard 2012 with Dr. Robert Kaplan - Riyadh

  1. 1. Super Early Bird Book By 13 September 2012 and BALANCED SCORECARD Under the Patronage of: SAVE US$ 2,160! Saudi Arabia BALANCED SCORECARD 8 – 12 December 2012 • Marriott Hotel, Riyadh, KSA FIVE WAYS TO REGISTER Saudi Arabia 8 – 12 December 2012 • Marriott Hotel, Riyadh, KSA +971-4-3352437 IIR Holdings Ltd. P.O Box 21743 Dubai, UAE The Essential Strategy, Performance And Risk Management Week +971-4-3352438 ONLY At Balanced Scorecard Saudi Arabia 2012: register@iirme.com www.iirme.com/bscsaudi Inspirational lessons in the Balanced Scorecard and risk management direct from Dr Robert Kaplan – a must-attend experience! Please the session/s you wish to attend: Relatable case studies from multiple sectors in KSA – over 50% of case Plenary Sessions studies from KSA! Book Between Balanced Scorecard Book Before Book After 14 September and Dr Kaplan Masterclass The Strategy Execution Ambassador – Jeroen de Flander – on why Saudi Arabia 2012 13 September 2012 26 October 2012 9-10 December 2012 25 October 2012 companies fail in strategy execution Case Studies US$ 4,685 US$ 5,035 US$ 5,185 11-12 December 2012 The latest Balanced Scorecard case study learnings from both the 5 Days Entire Event AZ3005 8-12 December 2012 SAVE US$ 2,160 SAVE US$ 1,810 SAVE US$ 1,660 Workshops private and public sectors 8 December 2012 Masterclass (Including 1 A: Developing A Market Driven DISCOUNTS AVAILABLE Broader agenda featuring crucial sessions on strategy formulation, KPIs 4 Days Clinic) and Forum US$ 4,090 SAVE US$ 1,500 US$ 4,440 SAVE US$ 1,150 US$ 4,590 SAVE US$ 1,000 Strategy FOR 2 OR MORE PEOPLE and risk management 9-12 December 2012 B: Risk Management For In-depth guidance and training through four expert led workshops Masterclass (Including 1 US$ 3,290 US$ 3,705 US$ 3,855 Strategy Execution CALL: +971-4-3352483 3 Days Clinic) and 1 Workshop SAVE US$ 860 SAVE US$ 445 SAVE US$ 295 C: Best Practice Governance Of E-MAIL: a.watts@iirme.com Brand NEW “How To” Clinics focused on critical management skills 8-10 December 2012 A Strategy Execution System delivered in an interactive setting D: Benefits Management For 3 Days Forum & 1 Workshop US$ 2,890 US$ 3,505 US$ 3,655 Delivering Strategic Change Innovative management game – Friday Night At The ER© - for the first 8,11,12 December 2012 SAVE US$ 1,060 SAVE US$ 445 SAVE US$ 295 Fees include documentation, luncheon and refreshments. Delegates Clinics who attend all sessions will receive a Certificate of Attendance. time in Saudi Arabia! 9 December 2012 (Afternoon) Masterclass (Including US$ 2,595 US$ 2,795 1: Key Performance Indicators (KPIs) The Famous Keynote Welcome Address An entire week of inspiration, management learning and skills building 2 Days 1 Clinic) US$ 2,895 9-10 December 2012 SAVE US$ 300 SAVE US$ 100 All registrations are subject to our terms and conditions Dr Kaplan H.E. Adel Fakih 2: Strategy Mapping Masterclass Minister of Labor, KSA For the first time in Saudi Arabia which are available at www.iirme.com/terms. Please read 3: Value Chain Analysis them as they include important information. By submitting Forum US$ 2,195 US$ 2,545 2 Days US$ 2,695 your registration you agree to be bound by the terms and 11-12 December 2012 SAVE US$ 500 SAVE US$ 150 4: Process Mapping conditions in full. Management Game Introducing The Strategy Execution Ambassador 1 Workshop US$ 895 US$ 1,205 10 December 2012 (Afternoon) Payments Jeroen De Flander 1 Day US$ 1,255 8 December 2012 SAVE US$ 360 SAVE US$ 50 Friday Night At The ER© A confirmation letter and invoice will be sent upon receipt of your Expert Led Workshops 8 December 2012 registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company A: Developing A Market Driven StrategyDELEGATE DETAILS 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 B: Risk Management For Strategy Execution Name: .............................................................................................................................................................................................................. an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be C: Best Practice Governance Of A Strategy Execution Job Title: ......................................................................................................... Email: ..................................................................................... received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received. Programme Tel: ..................................................... Fax: .................................................... Mobile: ................................................................................ Credit card payment D: Benefits Management For Delivering Strategic Change If you would like to pay by credit card, please tick here and a Bestselling author of Name: .............................................................................................................................................................................................................. member of our team will contact you to take the details Job Title: ......................................................................................................... Email: ..................................................................................... Cancellation Tel: ..................................................... Fax: .................................................... Mobile: ................................................................................ NEW “How To” Clinics 9 December 2012 (afternoon) Strategy Execution Heroes If you are unable to attend, a substitute delegate will be welcomeCOMPANY DETAILS in your place. Registrations cancelled more than 7 days before 1: Key Performance Indicators (KPIs) Management GameCompany: ............................................................................................................................................................................................................ the Event are subject to a $200 administration charge. Registration fees for registrations cancelled 7 days or less before the EventAddress: ................................................................................................................................................................................................................ must be paid in full. Substitutions are welcome at any time. 2: Strategy Mapping Plus NEW Friday Night At The ER©Postcode: ................................................................................. Country: ........................................................................................................... 3: Value Chain Analysis Innovative management skills learning sessionTel: .............................................................................................. Fax: ................................................................................................................. Avoid Visa Delays - Book Now 4: Process Mapping for all functions and industries!No. of employees on your site:. 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 ................................................................. Supporting Sponsor Associate Partners Media Partners Event PartnersNature 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: ..................................................................................................................................................................... Marriott Hotel, Riyadh, KSADepartment: ........................................................... Mobile: .......................................... Email: ....................................................................... Tel: +966-1-477-9300 Accommodation Details Strategic Partner Associate Sponsor Sponsor Organised By 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 Tel: +971 4 335 2437 Email: register@iirme.com Fax: +971 4 335 2438 www.iirme.com/bscsaudi JDepartment: ........................................................... Mobile: .......................................... Email: ........................................................................ BALANCED SCORECARD O © Copyright I.I.R. HOLDINGS B.V.
  2. 2. The Famous Kaplan Masterclass Dr Robert Kaplan Professor Harvard Business School and LIVE and IN PERSON with The Iconic Inventor Of The Balanced Scorecard Co-founder of the Balanced Scorecard, USA One of the most valuable speakers on business strategy and leadership today The BSC approach is also being successfully applied by governments and non-profits throughout the world to improve transparency, governance, and measurable social outcomes. Few people have contributed as significantly to the art, and especially the science, of business strategy as Robert Kaplan and co-author David Norton have written five landmark books on The Balanced Scorecard, Robert Kaplan. His Balanced Scorecard is the premier tool for aligning a company’s current actions with its describing how it works and outlining best practices for its implementation. Together, these books have strategic goals. This performance management system helps business leaders clarify their corporate vision transformed the business strategy landscape and made Robert Kaplan one of the most valuable speakers and align people, business units, and resources with a unified strategy. in the fields of business strategy and leadership. In his research and writing, speaking and consulting, Robert develops ways to link cost and performance Robert Kaplan is Baker Foundation Professor at Harvard Business School and a former Dean of the management systems to strategy implementation and operational excellence. Graduate School of Industrial Administration, Carnegie-Mellon University. Masterclass Day One Sunday, 9 December 2012 08:00 – 12:30 07:30 Registration And Coffee  Stage 1: Select your strategy  Leadership team roles Fame case study:  Start with re-affirming Mission, Values and Vision  Project team roles and responsibilities 1. Establish a sense of urgency 08:00 Opening Remarks From The Chairman  Select the differentiating strategy 2. Form a powerful guiding coalition Alan Fell, Managing Director, Alan Fell Consultancy, UK 10:00 Networking And Refreshment Break  Describe your strategy in 50 words or less using the 3. Create the vision for change and a strategy for 08:05 Keynote Welcome Address Vision-Advantage-Scope strategy statement 10:30 Strategy Execution, Leadership And Change Management achieving it H.E. Adel Fakih, Minister of Labor, KSA  Stage 2: Translate the strategy into operational terms (Dr Robert Kaplan) 4. Communicate the vision and strategy  Examples of Strategy Maps from manufacturing,  Leadership: the necessary and sufficient condition for 5. Empower others to act on the vision and strategy 08:15 The Strategy Execution System (Dr Robert Kaplan) financial services, health care, and the public sector implementing the Kaplan-Norton strategy execution 6. Produce short-term wins  Strategy Execution: The #1 Priority of CEOs  Selecting KPIs for the customer and process system 7. Sustain the effort: Produce still more change  The Palladium Hall of Fame for Strategy Execution perspectives that link to your differentiating strategy  The strategic change agenda that explains the need for 8. Institutionalise the new culture  Examples of private, nonprofit and public sector  Choosing human resources objectives and metrics to change and the journey ahead  The new Office of Strategy Management: facilitates and enterprises from around the world that have drive strategy execution  Lessons from John Kotter and Michael Beer on sustains the strategy execution system successfully implemented their strategy for  Selecting and funding strategic initiatives; the role of overcoming organisational resistance to change and 12:00 Kaplan Clinic breakthrough results StratEx (Strategic Expenditures) achieving buy-in up, down, and across the organisation; Open forum for Q&A  The Six-Stage Kaplan-Norton Management System for  Organising the initial Balanced Scorecard project illustrated with the Volkswagen do Brasil BSC Hall of Strategy Execution  The 12 week journey to your first Balanced Scorecard 12:30 Networking Lunch And Prayer Break “How To” Clinics 13:30 – 17:00 Develop your strategy execution skill set with one of FOUR hands-on clinics focused on your must-have management tools! Clinic Timings: The clinics will run simultaneously from 13.30 to 17.00 with an appropriate break for prayer and refreshments. Clinic 1: Key Performance Indicators (KPIs) OR Clinic 2: Strategy Mapping OR Clinic 3: Value Chain Analysis OR Clinic 4: Process Mapping Maximise the impact of KPIs on your organisation’s performance! Break down your strategy to its fundamentals using best practice Unlock the hidden value of the value chain to achieve process alignment Clinic Overview strategy mapping! and boost performance! This session seeks to provide you an insight into the following: Clinic Overview In a recent poll conducted by The KPI Institute over 51% of the Clinic Overview Clinic Overview  What is process mapping, what does it entail, why the hype? respondents nominated KPI selection as the most challenging aspect of Strategy maps have become widely recognised as a central theme of the This clinic uses an “Interactive and Action Learning Experience” by which  Benefits of process mapping for an organisation in order to appreciate working with KPIs. This session will present the fundamental techniques Balanced Scorecard. This clinic addresses two related issues: you will be actively engaged in the session rather than just attending a who, what and for how much activities are done for KPI selection that ensure a rigorous process and quality result.  How do we create a Strategy Map – what are the best practices? typical lecture. Coached by the ShiftIN facilitator, you will be expected to  Approach to running a process mapping exercise for your organisation Practical exercises will be combined with best practice examples from a  How do we use a Strategy Map to best effect? roll up your sleeves and get your hands on the current challenges faced by in order to ensure a smooth and timely execution of the work required variety of industries and functional areas. In the first place, we consider what exactly a strategy map is and what your organisation.  Quality and detail considerations for process mapping, thus avoiding it is not. re-run of potentially time consuming exercises and sessions and Benefits Of Attending Benefits Of Attending Please bring a laptop with you. It is a “hands-on” workshop. ensuring all benefactors are able to receive desired outcomes  Learn about the KPI naming standards that ensure quality assurance Learn practical tips and tricks on how to link your value chain to the Learn by doing, not just by listening. internal perspectives of your Balanced Scorecard:  Walk-through examples of process maps for the selection process  Practice KPI selection techniques (Value Flow Analysis, KPI balancing) Benefits Of Attending  Learn how to identify the process streams that deserve a higher Benefits Of Attending  Review KPI selection good and poor practice You will gain a thorough understanding of the principles and good strategic focus  Gain an appreciation into what is process mapping  Identify the essential KPIs by industry and functional area practices of strategy mapping. You will learn how to use this powerful  Create a tangible link between your process indicators and your  Be able to apply process mapping to your organisation technique to maximum benefit within your organisation. strategy  Establish a platform aligning organisational strategy to operational  Test your KPI selection IQ with a short quiz This aspect is especially important . One of the major challenges  Apply our proven methodology to prioritise your process improvement reality Key Topics And Tools associated with the BSC is NOT how to develop (which is well initiatives focusing on what really matters  Build your organisational IP (Intellectual Property)  KPI naming standards and use of terminology documented), but how to use the Scorecard concept effectively. Key Topics  Lay the foundation for continuous process improvement  KPI lifecycle  Introduction to the concept of Value Chain and its link to the Balanced  KPI selection process Key Topics Key Topics Scorecard  What is process mapping?  Techniques for KPI selection (Value Flow Analysis, KPI balancing)  Introduction And Concept  Exercise 1: develop your company value chain and link it to your  Examples of KPIs in practice  Agenda and deliverables of the clinic Process mapping is known by its other names such as processes, strategic objectives flowcharts, diagrams etc, all seeking to provide the user with a quick  What is a strategy map and how does it fit within the overall  Exercise 2: identify your process gaps and develop process indicators Who Should Attend Balanced Scorecard discipline? and meaningful insight into the activities required to complete a  Experienced strategy and performance management practitioners  Develop process improvement initiatives to drive strategic specific process for an organisation. interested in improving the use of KPIs as part of existing systems  Methodology – How To Develop An Effective Strategy Map performance  Benefits of process mapping  Professionals who are about to embark on KPI selection projects  Step-by-step methodology  Connecting the dots: align/ refine your Balanced Scorecard using the Organisations embarking on process mapping exercises need to be  Everyone interested in being up to date with the latest thinking in KPI  Overall strategic goals learnings from this session aware of the numerous benefits to be gained from a well run and selection  Strategic themes Who Should Attend maintained system for ensuring continuous process improvement.  Combining “theme maps” into an overall organisation-level This clinic will benefit managers and directors within the private and public  Approach to running a process mapping exercise Your Expert Clinic Leader strategy map sector seeking to learn practical tricks and tips used by the consultants to A well thought-out and communicated approach to process mapping Aurel Brudan, Founder and CEO  Cascading the strategy map within the organisation develop your company value chain and link it to your Balanced Scorecard. makes this whole exercise less cumbersome than it is normally The KPI Institute, Australia  Group Exercise - Develop Your Own Strategy Map reported to be. Your Expert Clinic Leader  Walk-through examples of process maps Who Should Attend Carlos Guevara, Partner, ShiftIN Partners, UAE A few examples will be run in the session to highlight the above key  All those directly involved in the development and refreshment / MBA from IE Business School. considerations when running a process mapping exercise in your updating of Balanced Scorecards at all levels within an organisation organisation.  Balanced Scorecard management users who need to have a better understanding of what exactly is the strategy map, and how to use it Who Should Attend to best effect within the organisation  C-Level executives  Operations managers and assistant managers  Those who do NOT currently have a BSC within their organisation, but  Quality  Finance  Internal audit Knowledge manager  Business who want to understand the “heart of the Scorecard” development  Performance department  IT Your Expert Clinic Leader Your Expert Clinic Leader Alan Fell, Managing Director, Dr Jamshed Moneer, Chief Performance Officer, Alan Fell Consultancy, UK International Extended Care Centre, KSA Masterclass Day Two Monday, 10 December 2012 08:00 – 13:00 07:45 Morning Coffee  Stage 3b: Aligning employees to the strategy 10:00 Networking And Refreshment Break  Jet Propulsion Laboratory: mitigating risk when  Communicating strategy – 7 times, 7 different ways - undertaking ambitious technological projects 08:00 Opening Remarks From The Chairman to employees 10:30 Managing Risks: A New Framework (Dr Robert Kaplan)  Hydro One: managing risk in a large enterprise Matthias Mangels, Partner  Setting employees’ personal objectives and incentive  The Three Categories of Risk with safety, environmental, regulatory, and Symnetics and Tantum Group – Europe, Germany plans linked to business unit’s strategic priorities  Preventable Risks arising from employees’ operational risks  Stage 4: Linking strategy to operations undesirable and unauthorised actions  JP Morgan Chase Private Bank: managing risks in 08:10 Continuing The Strategy Execution Journey (Dr Robert Kaplan)  Aligning quality and continuous improvement  Strategy Risks that prevent us from achieving our high-velocity environment where the risk profile  Stage 3a: Aligning organisational units to the strategy programs to strategic objectives enterprise’s goals and objectives can change hourly with investment decisions and  Defining the corporate value proposition  Developing and deploying dashboards  External Risks from non-controllable events (natural volatile market movements  How conglomerates align operating companies to  Stage 5: Review and monitor strategy implementation disasters, geo-political and macro-economic  Using your strategy map to identify risks inherent to strategy  Operational review meetings disruptions, competitors’ unexpected actions) your strategy  Achieving vertical and horizontal alignment among  Strategy review meetings  Using Values, Beliefs, Internal Controls and Internal  Examples from Volkswagen do Brasil and Infosys business units  Using valid cost information from activity-based Audits to eliminate Preventable Risks  Developing a Key Risk Indicator scorecard  Examples from the financial services and public costing to measure and manage product and  Identifying and managing the risks inherent to your  Selecting cost-effective risk mitigation initiatives sectors customer profitability strategy  Identifying and mitigating your external risks  Aligning strategy across organisational boundaries  The new Robert Kaplan-Michael Porter Value  Customise your risk management to your strategy  War gaming  Corporate governance: aligning the Board to the Framework for measuring and managing health care  What went wrong at BP’s Deep Horizons drilling  Scenario analysis strategy costs and outcomes platform?  Stress testing  Creating strategy maps between suppliers and Stage 6: Test and adapt the strategy  Why the Boeing Dreamliner (787) project finished   Smart and dumb questions about risk management customers  Testing the causal linkages in your strategy three years late and $10 billion over budget  Creating shared value strategies between business  Learning how to distinguish when you are  Individual and organisational biases that prevent 12:30 Kaplan Clinic and government to create economic, environmental Open Forum for Q&A implementing a bad strategy well versus companies and agencies from thinking rationally and social value implementing a good strategy poorly about the risks they face 13:00 Networking Lunch And Prayer Break Management Game – Friday Night At The ER© 14:00 – 17:30 Fast track your management skills with this interactive, innovative management skills learning session! The game will run from 14.00 to 17.30 with appropriate breaks for prayer and refreshments. Brought to you by The KPI Institute functions but come to realise that they also depend on each other. Benefits Of Attending  Structural thinking – designing for performance They experience work flow and decision making in a virtual world The game teaches the following core management skills in a Numbers are strictly limited. Places will be allocated on a first come Who Should Attend in which space is compressed and time is accelerated so that the stimulating environment: first served basis. The game is a valuable exercise for managers in any function and consequences of decisions can be observed – a near impossibility  Systems thinking – managing interdependence, complexity and industry. Session Overview with complex systems in the real world! The game is followed by an delay This learning session centres around a board game played at tables interactive debrief.  Collaboration – shared accountability and coordinated action Your Expert Facilitator of four players each. The game simulates the challenge of managing  Innovation – mental models and openness to redesign Aurel Brudan, Founder and CEO, The KPI Institute, Australia a hospital during a typical 24 hour period. Players perform distinct  Use of data – data driven decision making2 Tel: +971 4 335 2437 Email: register@iirme.com Fax: +971 4 335 2438 www.iirme.com/bscsaudi
  3. 3. BALANCED SCORECARD Saudi Arabia 8 – 12 December 2012 • Marriott Hotel, Riyadh, KSA NEW And Refreshed Agenda For 2012! Bigger Than The Balanced Scorecard Bringing You A Comprehensive Week Of Strategy, Performance And Risk Management Learning Your Personal Event Planner Balanced Scorecard Saudi Arabia 2012 Saturday, 8 Dec 2012 Sunday, 9 Dec 2012 Monday, 10 Dec 2012 Tuesday, 11 Dec 2012 Wednesday, 12 Dec 2012 Morning Dr Kaplan Masterclass Dr Kaplan Masterclass Guru Morning with Jeroen de Flander Expert Led Workshops Select one of: A  B  C  D  Strategy Execution Case Studies See page 5 for details “How To” Clinics Management Game Afternoon Select one of: 1  2  3  4  Strategy Execution Case Studies “Friday Night At The ER©” See page 2 for details New Guru Speaker Jeroen De Flander Jeroen De Flander is a seasoned international strategy execution expert, top executive For several years, he was responsible for the global Balanced Scorecard product line for coach, seminar leader and highly regarded keynote speaker. Arthur D. Little – a leading strategy consulting firm. The 50+ companies he has advised on various strategy and strategy execution topics include Atos Worldline, AXA, Base, Bridgestone, CEMEX, GDFSuez, Honda, ING, Johnson & Johnson, Komatsu, Sony and the Jeroen has helped more than 17,500 managers in 22 countries master the necessary Flemish and Belgian governments. execution skills, including the USA, Brazil, Venezuela, Jordan, Malaysia, Spain, Italy, Russia, Estonia, the Netherlands, France, the UK, Germany, Egypt, China, Croatia, Korea and Belgium. He has shared the stage with strategy gurus like Michael Porter and Costas Drawing on The Strategy Execution Barometer™, the leading resource worldwide for Markides. practical, fact-based Strategy Execution market data, Jeroen de Flander will answer that all-important question: Why do companies fail in executing their strategy? With reference to data from over 1400 companies, 20,000 managers, 36 countries and 29 sectors, His book, Strategy Execution Heroes, reached the Amazon bestseller list in five countries. Jeroen will show you how your company measures up against others in terms of strategy Jeroen is co-founder of the performance factory – a leading research, training and advisory execution capability, explain why companies fail to execute their strategy correctly and firm which is solely focused on helping individuals and organisations increase performance provide you with the tools and techniques to avoid making the same mistakes! through best-in-class strategy execution. What People Said About Jeroen De Flander At The Balanced Scorecard Forum (April 2012) impressive and inspiring amazing highly engaging speaker the wow of the event Book signing with What people say about The Strategy Execution Barometer™: Jeroen de FlanderTuesday, 11 December 2012 10.00-10.30 A very insightful report that reflects everyday This report offers a true benchmark for us realities at the ground level. It also makes you realise with regards to other large international that you are not alone in facing the problems of companies. It allows us to compare implementing your company strategy. I have been ourselves to both the average and the best- able to use this report as a benchmark to improve my in-class so we know exactly where we organisation’s performance management process stand and how we should act accordingly Dr Mohammed Ilyas, Manager Economics and Business Support, SABIC, KSA Bart Ponsioen, Senior Associate, ING, Germany Tuesday 11 December 2012 07:30 Registration And Coffee 12:00 Networking Lunch And Prayer Break 15:15 Refreshments And Prayer Break 08:15 Opening Remarks From The Chairman 13:00 A Strategic Journey To Achieving Breakthrough Results 15:45 A Journey Of Culture Change And Key Performance Indicators Alan Fell, Managing Director, Alan Fell Consultancy, UK  Starting our strategic journey: a transformation programme to (KPIs): Driving Tangible Performance Improvements With The Right establish strategy management as a core capability KPIs Guru Morning  What we have achieved: how successfully we have executed our  Linking the Dubai Customs BSC with vision of The Executive chosen strategy and achieved breakthrough results Council of Dubai: a top down and bottom up approach to total Become A Strategy Execution Hero by Jeroen De Flander  Using Balanced Scorecards and the Strategy Focused government alignment Organisation best-practice framework  Creating a strategy focused organisation with effective use of 08:30 The Strategy Execution Barometer™: Why Do Companies Fail To  Strategy management lessons learnt on the journey KPIs at all levels of the organisation Execute Their Strategy Successfully…?  Strategy is 5% planning and 95% execution …  The rocky road to a mature approach to KPIs: from first steps to  The critical importance of the intangible disciplines of execution complexity and back again Insights From The Largest Strategy Execution Benchmark In The  Building on what we have already done: our future strategic  Driving performance benefits through employee buy-in, a World ambitions common language and data verification Ziyad Alshaikh, President, ARASCO Corn Products, KSA Ahmed Abdul Salam Kazim, Director of Strategy and Corporate Learn how your organisation’s strategy execution performance Abdulaziz Almosaad, Strategy Management Officer, ARASCO, KSA Excellence, Dubai Customs, UAE and capability compares to your peers in the region and around the world! Find out just how the world’s top companies are faring 13:45 A Four Year Roadmap To Successful Strategy Execution 16:30 Creating Value With The Balanced Scorecard In A Multi Business in executing their strategy with reference to the world’s leading  Understanding the critical role of the leadership in driving the BSC Multi Sector Conglomerate strategy execution benchmarking data covering over 20,000 change programme  Adding value at the corporate level: exploring key roles the holding managers, 1400+ companies, 36 countries and 29 industry sectors.  Preparing the groundwork: building an organisational structure company can play in driving value creation through the Balanced and integrating the strategy management processes that Scorecard 10:00 Networking And Refreshment Break supports the strategy and execution  Step-by-step or big bang approach: managing the Balanced  A structured approach to driving awareness and employee Scorecard programme across a multi business multi sector group Book Signing with Jeroen de Flander engagement across the whole organisation  Developing performance enhancing scorecards for different  Managing and facilitating the cascade process right down to the industry sectors in the group 10:30 …And What You Can Do To Lock In Strategy Execution Success By level of the individual  Galvanising support and buy-in for the Balanced Scorecard Avoiding The Same Mistakes!  Creating a culture of challenge to deliver improved performance programme across multiple operating businesses with varied outcomes across the four perspectives ownership and control structures Essential New Tools And Techniques That Will Make Strategy Happen Himanshu Verma, Manager Performance Management, Dirk Kalff, Head Strategic Performance Management, Corporate For Your Organisation Emirates National Oil Company (ENOC), UAE Strategy and Development, Al Faisaliah Group Holding, KSA In this session, leaders learn about the strategy execution secrets Almoatazbellah Al Sagri, Performance Management Officer, from the best-in-class. You will discover new insights and receive 14:30 Business War Games – Stress Testing Your Strategy Al Faisaliah Group Holding, KSA practical tips to boost strategy execution in your own company:  Good strategy vs bad strategy: the evaluation criteria for winning strategies 17:15 Close Of Day One  How to link organisational and individual performance with “The  Playing war games: stress test your strategy against your 8”, a powerful strategy execution framework competition and market forces  Strategy communication: how to get the strategy into the head,  The feedback loop: constantly honing your strategy towards heart and hands of your people success  Four Balanced Scorecard insights for the advanced practitioner Edy Abou Chakra, Partner, ADDIMA Consulting,  Strategy execution Zen: the art of a simple strategy execution UK, KSA and Lebanon process Rami Itani, Manager, ADDIMA Consulting, UK, KSA and Lebanon 3 Tel: +971 4 335 2437 Email: register@iirme.com Fax: +971 4 335 2438 www.iirme.com/bscsaudi

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