12 March 2011            Case Study           Strategy Development at Emirates                   Identity Authority       ...
Agenda                                           •             Introduction: Public Sector                                ...
Agenda                                          • Introduction                                            Introduction: Pu...
Definitions              Successful                                                                               Delivere...
Challenges !                                                                                                 GAO 1991     ...
Government Projects                                                                                Lack of Information & S...
Government Trends                                                                                           Quality Focus ...
Public Sector                                                                                      Why Strategies Fails ?•...
Agenda                                           •             Introduction: Public Sector                                ...
Emirates Identity Authority• Federal Government  Organisation in UAE.• Tasked to develop and  Implement Advanced  National...
Change Need• Strategy focused on infrastructure and  organisational needs.• Lacked clear linkage between different levels ...
Project Approach                                                                                                          ...
Diagnostic Phase• Leadership Vision• External and internal assessment.• Current Strategy Review.• Stakeholders Strategic I...
Strategy Development FrameworkFederal Authority   | ‫هيئــــــــة اتحــــــــــــادية‬   © 2010 Emirates Identity Authorit...
Development• 16 KSFs were established and  assigned (KPIs)• 20 distinct initiatives were  identified• For every Strategic ...
Federal Authority   | ‫هيئــــــــة اتحــــــــــــادية‬   © 2010 Emirates Identity Authority. All rights reserved
Implementation Planning• High level activities (Holistic View)• Strong focus on detailed activities  for ICT, planned time...
Results• Structured (but AGILE)strategy  development process.• Measurability (through linked KPIs)  at every level of the ...
Outcomes                                                Before                                  After  Daily              ...
Agenda                                           •             Introduction: Public Sector                                ...
Lessons Learned• Change Management.• Communication.• Involvement and contribution of  key stakeholders across multiple  le...
Lessons Learned• Core Functions vs.         Support Functions• Focus on         CustomersFederal Authority   | ‫هيئـــــــ...
Lessons Learned         Project        Management          Office                                                   vs.   ...
Conclusion             In simple terms..          Think Simple           Focus on          Outcomes and             Result...
Presenter:       Dr. Ali M. Al-Khouri       Director General       Emirates Identity Authority       United Arab Emirates ...
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Strategy Development at Emirates Identity Authority

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Al-Khouri, A.M. (2011) 'Strategy Development at Emirates Identity Authority', Changing Perspective of Management: Revisit the Existing and Explore the Novel Ideas, International Conference Jointly organized by Nepalese Academy of Management and KFA Business School, March 10-12, 2011, Nepal.

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Strategy Development at Emirates Identity Authority

  1. 1. 12 March 2011 Case Study Strategy Development at Emirates Identity Authority Conference: ‘Changing Perspective of Management: Revisit the Existing and Explore the Novel Ideas’ International Conference Jointly organized by Nepalese Academy of Management and KFA Business School Venue: Hotel Yak and Yeti-Kathmandu, Nepal - March 10-12, 2011 Education & Learning : Technical Session - Time: 11.15- 13.15Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ www.emiratesid.aeOur 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 © 2010 Emirates Identity Authority. All rights reserved
  2. 2. Agenda • Introduction: Public Sector • Case Study: Emirates Identity Authority • Lessons LearnedFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  3. 3. Agenda • Introduction Introduction: Public Sector • Case Study: Emirates Identity Authority • Lessons LearnedFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  4. 4. Definitions Successful Delivered on time, on budget, with required features and functions. Late, over budget, and/or with less Challenged than the required features and functions. Cancelled prior to completion or Failed delivered and never used.Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  5. 5. Challenges ! GAO 1991 Used with Usable fixes Extensive UnfinishedStandish 2009 rework Failed / Aborted requiredSuccessful General Accounting Office (Circa 1990) couldn’t Keuffel, W. “Solving the Right Problems”, DATA BASED ADVISOR, Aug be used Challenged 1991, p.134. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  6. 6. Government Projects Lack of Information & Statistics. • Globalization & Trends. • Population Cost demands. A B • Government Policies and regulations. D C • Need for Strategic Performance Planning.Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  7. 7. Government Trends Quality Focus Porter’s Generic Business Strategies Broad Cost Differentiation Leadership Scope Narrow Cost Differentiation Focus Focus Cost Differentiation Source of Competitive AdvantageFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  8. 8. Public Sector Why Strategies Fails ?• a plethora of methods, too much papers and remain theoretical!• totally focused on the thoughts of those Need to involved.. (not leadership and operations)• assume world is structured, stable, and logical, or will respond to a structured approach. re-connect with Business• Little evidence to suggest that consistently lead to success.• Not driven by the needs of the public sectorFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  9. 9. Agenda • Introduction: Public Sector • Case Study • Case Study: Emirates Identity Authority • Lessons LearnedFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  10. 10. Emirates Identity Authority• Federal Government Organisation in UAE.• Tasked to develop and Implement Advanced National Identity Management Infrastructure in the UAE.• 900 Employees.• Annual Budget: $ 200 M.Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  11. 11. Change Need• Strategy focused on infrastructure and organisational needs.• Lacked clear linkage between different levels of the strategy. Outcomes• Vagueness: no the satisfaction and were not clear link between the strategic direction and their day-to-day activities.• un-prioritised initiatives: delays and Expectations cancellations. of Stakeholders• No clear execution and reporting mechanisms: Lack of Info. and management inability to make proactive decisions. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  12. 12. Project Approach Implementation Diagnostics Development PlanningFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  13. 13. Diagnostic Phase• Leadership Vision• External and internal assessment.• Current Strategy Review.• Stakeholders Strategic Intents.• Articulate current and foreseen operating model.• Study organisational enablers (people, processes, technologies.• International benchmark. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  14. 14. Strategy Development FrameworkFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  15. 15. Development• 16 KSFs were established and assigned (KPIs)• 20 distinct initiatives were identified• For every Strategic Objective, a series of measurable Key Success Factors (KSFs) – strategic enablers - were identified in order to guide progress.• Linking Strategic Objectives, KSFs, Gaps, and Initiatives. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  16. 16. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  17. 17. Implementation Planning• High level activities (Holistic View)• Strong focus on detailed activities for ICT, planned timelines, estimated budgets, and accountabilities were detailed out for each initiatives.• KPIs were designed and set to measure progress.• This exercise resulted in an elaborated four-year work plan linking day-to-day activities within departments and functional units to the overall strategy. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  18. 18. Results• Structured (but AGILE)strategy development process.• Measurability (through linked KPIs) at every level of the strategy.• Clear linkages between all levels of the strategy (from Mission/Vision to Strategic Intents to Strategic Objectives, to Key Success Factors, to Initiatives, and finally, to day-to-day activities).• Every department were accounted for within the strategy• Prioritisation of organisations technological needs Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  19. 19. Outcomes Before After Daily 2,000 9,000Enrolment Annual 500,000 1.5 MillionEnrolment Intake 5,000 12,000 Capacity Staff 20% 7% Turnover Quality 90% 97% Customer 40% 70%Satisfaction Waiting 4 hrs 15 min Time Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  20. 20. Agenda • Introduction: Public Sector • Case Study: Emirates Identity Authority • Learned Lessons from Strategy Development Project • Lessons LearnedFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  21. 21. Lessons Learned• Change Management.• Communication.• Involvement and contribution of key stakeholders across multiple levels in the Org.• Structured process guiding the development of the strategy.• Detailed and accurate work plan.• Looking at the “Big Picture” and longer time horizon. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  22. 22. Lessons Learned• Core Functions vs. Support Functions• Focus on CustomersFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  23. 23. Lessons Learned Project Management Office vs. Strategy Support OfficeFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  24. 24. Conclusion In simple terms.. Think Simple Focus on Outcomes and Results Develop Business AgilityFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  25. 25. Presenter: Dr. Ali M. Al-Khouri Director General Emirates Identity Authority United Arab Emirates ali.alkhouri@emiratesid.aeFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved

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