UAE 2015 Government Organizations Readiness Strategies

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Al-Khouri, A.M. (2011) 'Case Study: Strategy Development at Emirates Identity Authority', 4th UAE 2015 Government Organisations Strategy Development Summit, April 5-6, Dubai, UAE.

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UAE 2015 Government Organizations Readiness Strategies

  1. 1. 6 April 2011 Datamatix Conferences UAE 2015 Government Organizations Readiness Strategies Case Study - Strategy Development at Emirates Identity Authority Conference: ‘4th UAE 2015 Government Organisations Strategy Development Summit’ April 5-6, 2011 | Burj Al Arab Hotel | Dubai, United Arab EmiratesFederal 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: Realities in Management • Case Study: Emirates Identity Authority • Lessons Learned and ReflectionsFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  3. 3. Agenda • Introduction Sector Introduction: Public • Case Study: Emirates Identity Authority • Lessons Learned and ReflectionsFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  4. 4. Definitions Delivered on time, on budget, with required Successful . features and functions . Late, over budget, and/or with less than Challenged 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. Catastrophic reality ! Standish 2009 Successful Failed ChallengedFederal 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 Planning. PerformanceFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  7. 7. Public Sector Why Strategies Fails ?• a plethora of methods, too much papers and remain theoretical!• totally focused on the thoughts of those Such strategies 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
  8. 8. Agenda • Introduction: Public Sector • Case Study • Case Study: Emirates Identity Authority • Lessons LearnedFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  9. 9. Emirates Identity Authority• Federal Government Organisation in UAE.• Tasked to develop and Implement Advanced National Identity Management Infrastructure in the UAE.• Security | Economy• 900 Employees.Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  10. 10. Change Need• Strategy focused on infrastructure and organisational needs.• Lacked clear linkage between different levels Outcomes of the strategy. were not to the satisfaction• Vagueness: no clear link between the strategic direction and their and day-to-day activities.• un-prioritised initiatives: delays and cancellations. Expectations• No clear execution and reporting of Stakeholders mechanisms: Lack of Info. and management inability to make proactive decisions. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  11. 11. Project Approach Implementation Diagnostics Development PlanningFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  12. 12. 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
  13. 13. Strategy Development FrameworkFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  14. 14. 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
  15. 15. Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  16. 16. 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
  17. 17. 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
  18. 18. Outcomes Before After Daily 2-3,000 9-12,000Enrolment 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
  19. 19. 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
  20. 20. 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
  21. 21. Performance Management• KPIs Alignment with business strategy• ability to assess the organization’s progress on strategic priorities.• aligned with employees’ individual goals and job descriptions.• measurement linked to “value” to be created.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. Customer Satisfaction • Reliability Situational • Responsiveness Service Factors • Assurance Quality • Empathy • Tangibles Customer Customer Product Satisfaction Loyalty Quality Personal Price FactorsFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  24. 24. Lessons Learned Project Management Office vs. Strategy Support OfficeFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  25. 25. Knowledge Driven Economy • Governments need to learn to be innovate… • knowledge, skills, creativity, advanced learning practices, … • Knowledge is the key determinant of future economic growth and national prosperity.Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  26. 26. Innovation • Innovation and Knowledge Management Strategies. • Global Economy is based on exploiting knowledge and innovation. • Value Creation? • ability to transform knowledge and innovative ideas into valuable and successful competencies, products and services.Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  27. 27. Knowledge Management vs. Innovation Knowledge Management Innovation • learning from the past • experimentation, and on current good prototyping, and the practices. creation of the good practices of tomorrow. • encourages • Higher risk, depends on harmonization around creativity; challenges proven practices, from known patterns and communities marked by perspectives commonalities.Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  28. 28. Knowledge Management vs. Innovation enthusiasts, supporters and early adopters creators/ 20% innovators 10% pragmatists 20%(I’ll believe it 50% Luditeaswhen I see it) (They will never change)Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  29. 29. Conclusion In simple terms.. Think Simple Focus on Outcomes and Results Develop Business AgilityFederal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  30. 30. Federal Authority We’re used to accept certain realities … | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved
  31. 31. Need to shuffle our mindset furniture … Thank you Dr. Ali M. Al-KhouriDirector General | Emirates Identity Authority | ali.alkhouri@emiratesid.ae Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved

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