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BALANCED SCORECARD FORUM 12 - 13 December 2012 • Crowne Plaza Hotel, Kuwait
KUWAIT
Aligning With National And Corporate Aspirations For World Class Performance Developed exclusively for Kuwait’s senior management community, Balanced Scorecard Forum Kuwait brings you: ü Executive lessons in the Balanced Scorecard and risk management direct from Dr Robert Kaplan!
The Famous
Dr Kaplan Masterclass
ü Dr Kaplan’s own insights into best practice strategy formulation, linking incentives to performance and driving value creation in a conglomerate ü Inspirational Balanced Scorecard experiences from Kuwait’s own Gulf Bank ü Two Hall of Fame case studies from Bahrain Ministry of Works and YK Almoayyed & Sons ü Regional strategy execution and Balanced Scorecard case studies from the government, financial services, trading and oil and gas sectors ü In-depth guidance and training through two expert led workshops
TWO intensive days of premium executive learning! Strategic Partner
www.iirme.com/bsckuwait
Associate Sponsor
BALANCED SCORECARD FORUM 12 - 13 December 2012 • Crowne Plaza Hotel, Kuwait
KUWAIT
Balanced Scorecard Forum Kuwait 2012 – Agenda at a Glance Wednesday, 12 December 2012
Morning Afternoon
Dr Kaplan Masterclass
Thursday, 13 December 2012 Balanced Scorecard Forum Practical Workshops
Wonderful Masterclass which can change an organisation’s fate Prakash Loganath Reliance Industries
The Famous Kaplan Masterclass LIVE and IN PERSON with The Iconic Inventor Of The Balanced Scorecard
Wednesay, 12 December 2012 One of the most valuable speakers on business strategy and leadership today Few people have contributed as significantly to the art, and especially the science, of business strategy as Robert Kaplan. His Balanced Scorecard is the premier tool for aligning a company’s current actions with its strategic goals. This performance management system helps business leaders clarify their corporate vision and align people, business units, and resources with a unified strategy. In his research and writing, speaking and consulting, Robert develops ways to link cost and performance management systems to strategy implementation and operational excellence. The BSC approach is also being successfully applied by governments and nonprofits throughout the world to improve transparency, governance, and measurable social outcomes.
07.30
Registration And Morning Coffee
08:00 Chairman’s Opening Address Jose Maria Ortiz, Vice President, Palladium, EMEA Jose Maria oversees EMEA operations. Since joining Palladium ten years ago, Jose Maria has
developed a strong professional career, first appointed as the COO of Iberia, later becoming the Managing Director and more recently the COO for the EMEA region. He previously worked for PwC, collaborating with companies such as Endesa, Iberdrola, Barcelona City Council, the Spanish government and the Portuguese government to develop strategy management systems. The focus of his work has been on the development and definition of corporate performance tools in large, complex organisations
08.15
2
The Strategy Execution System · Strategy Execution: The #1 Priority of CEOs · The Palladium Hall of Fame for strategy execution o Examples of private, nonprofit and public sector enterprises from around the world that have successfully implemented their strategy for breakthrough results · The Six-Stage Kaplan-Norton management system for strategy execution · Stage 1: Select your strategy o Start with re-affirming Mission, Values and Vision o Select the differentiating strategy o Describe your strategy in 50 words or less using the Vision-Advantage-Scope strategy statement
Tel: +971 971-4-335 4 335 2437 2437
Robert Kaplan and coauthor David Norton have written five landmark books on The Balanced Scorecard, describing how it works and outlining best practices for its implementation. Together, these books have transformed the business strategy landscape and made Robert Kaplan one of the most valuable speakers in the fields of business strategy and leadership. Robert Kaplan is Baker Foundation Professor at Harvard Business School and a former Dean of the Graduate School of Industrial Administration, Carnegie-Mellon University.
Dr Robert Kaplan Professor Harvard Business School and Co-founder of the Balanced Scorecard USA · Stage 2: Translate the strategy into operational terms o Examples of strategy maps from the oil and gas and financial services sectors o Selecting and funding strategic initiatives § The role of StratEx (Strategic Expenditures) § Monitoring implementation of strategic projects · Organising the initial Balanced Scorecard project o The 12 week journey to your first Balanced Scorecard o Leadership team roles o Project team roles and responsibilities 10.00 Networking And Refreshment Break 10.30 Continuing The Strategy Execution Journey · Stage 3a: Aligning organisational units to the strategy o Defining the corporate value proposition § How conglomerates align operating companies to strategy o Achieving vertical and horizontal alignment among business units § Examples from financial services and public sector · Stage 3b: Aligning employees to the strategy o Communicating strategy – 7 times, 7 different ways - to employees o Linking employees’ personal objectives to business unit’s strategic priorities o Aligning incentive plans to business unit objectives o Human capital development: aligning employee skill development and
Fax: Fax: +971 971-4-335 4 335 2438 2438 Email: Email:register@iirme.com register@iirme.com Web: Web:www.iirme.com/bsckuwait www.iirme.com/bsckuwait 3
capabilities to strategic objectives o Determining the strategic job families that drive the differentiating strategy · Stage 4: Linking strategy to operations o Aligning quality and continuous improvement programmes to strategic objectives o Developing and deploying dashboards · Stage 5: Review and monitor strategy implementation o Operational review meetings o Strategy review meetings · Stage 6: Test and adapt the strategy o Testing the causal linkages in your strategy o Learning how to distinguish when you are implementing a bad strategy well versus implementing poorly a good strategy 12:00
Kaplan Clinic Open forum for Q&A
12:30
Networking Lunch And Prayer Break
13:30
Strategy Execution, Leadership And Change Management · Leadership: the necessary and sufficient condition for implementing the KaplanNorton strategy execution system · The strategic change agenda that explains the need for change and the journey ahead · Lessons from John Kotter and Michael Beer on overcoming organisational resistance to change and achieving buy-in up, down, and across the organisation; illustrated with the Volkswagen do Brasil BSC Hall of Fame case study 1. Establish a sense of urgency 2. Form a powerful guiding coalition 3. Create the vision for change and a strategy for achieving it 4. Communicate the vision and strategy 5. Empower others to act on the vision and strategy 6. Produce short-term wins 7. Sustain the effort: Produce still more change 8. Institutionalise the new culture · The new Office of Strategy Management: facilitates and sustains the strategy execution system.
15:00
15:30
Managing Risks: A New Framework · The three categories of risk o Preventable risks arising from employees undesirable and unauthorised actions o Strategy risks that prevent us from achieving our enterprise’s goals and objectives o External risks from non-controllable events (natural disasters, geo-political and macro-economic disruptions, competitors’ unexpected actions) · Using values, beliefs, internal controls and internal audits to eliminate preventable risks · Identifying and managing the risks inherent to your strategy o Customise your risk management to your strategy § What went wrong at BP’s Deep Horizons drilling platform § Why the Boeing Dreamliner (787) project finished three years late and $10 billion over budget § Individual and organisational biases that prevent companies and agencies from thinking rationally about the risks they face § Aligning risk management processes to your organisation’s strategy and context: multiple case studies o Using your strategy map to identify risks inherent to your strategy § Examples from Volkswagen do Brasil and Infosys o Developing a Key Risk Indicator scorecard o Selecting cost-effective risk mitigation initiatives · Identifying and mitigating your external risks o War gaming o Scenario analysis o Stress testing · Smart and dumb questions about risk management
17:00 17:45
Kaplan Clinic Open forum for Q&A Close Of Dr Kaplan Masterclass
Networking And Refreshment Break
Sponsorship Opportunities Aligning your organisation’s image with that of Dr Kaplan positions your organisation as a national leader in strategy management and deployment. Supporting the Balanced Scorecard Forum Kuwait in bringing this important educational opportunity to Kuwait represents a unique opportunity to contribute to the development of strategy management practice in your own organisation and across Kuwait. Talk to Charlie Bark-Jones on +971 (0)4 407 2608 or sponsorship@iirme.com to find out more about supporting Balanced Scorecard Forum Kuwait.
Strategic Partner
Associate Sponsor Palladium Group is the global leader in helping organisations execute their strategies by making better decisions. Our expertise in strategy, risk, corporate performance management and business intelligence helps clients achieve an execution premium.
Our services include consulting, conferences, communities, training and technology. Palladium’s Balanced Scorecard Hall of Fame for Executing Strategy™ recognises more than 120 organisations worldwide that have achieved outstanding execution premiums.
Tel: +971 4 335 2437
Fax: +971 4 335 2438
Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its offices and strategic partnerships. Corporater recently established its operations in Dubai to support and grow key partnerships in UAE. Corporater EPM Suite is a Palladium Kaplan-Norton Balanced Scorecard Certified Software. Please visit www.corporater.com for more information.
Email: register@iirme.com
Web: www.iirme.com/bsckuwait
3
Forum
Thursday, 13 December 2012
07.30
Morning Coffee
08.15
Opening Remarks From The Chairman Alan Fell, Managing Director, Alan Fell Consultancy, UK
11.00
Alan Fell, a Certified Balanced Scorecard Master Professional (by the Balanced Scorecard Institute) is a highly experienced specialist in corporate performance management having spent more than 25 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles – and more recently as a consultant and trainer. Alan has 17 years of hands-on experience with the balanced scorecard, from leading a major pioneering scorecard project in 1993-5 to training and consulting around the world for the last 14 years. In more recent years, Alan’s work has focused mainly on the GCC where he has handled innumerable public and customised in-house scorecard training events and he has consulted with a wide range of organisations across many sectors.
08.50 Achieving Full Strategic Alignment Through The Balanced Scorecard And Ensuring The Proper Line Of Sight To The Success Of The Organisation · What is alignment and how does it fit within the strategy management process? · How a government organisation has succeeded in ensuring external and internal alignment – the Ministry of Works experience · Management by participation and relevant cultural issues · How employee line of sight to strategic goals is achieved Raja Al Zayani, Chief of Strategic Planning, Ministry of Works, Bahrain Raja has established the strategic planning section at the Ministry of Works, which has acted
as the region’s first Office of Strategy Management. In three years from its establishment, the strategic planning section has supported the Ministry of Works in winning the Hall of Fame award, which is the world renowned award for excellence in strategy management. Raja has been a key member in supporting the Ministry of Works to found, plan, execute and manage the strategy. She has been recognised by Palladium Group for Strategy Execution as the world’s first Certified Practitioner during the Palladium Summit in London in June 2011.
09.30 Using The Balanced Scorecard To Drive Behaviour Change In The IT Function · Leveraging the Balanced Scorecard for improved internal service delivery in a critical support function · Timing is everything: knowing when the time is right to introduce the Balanced Scorecard · The psychological connection: from awareness to adoption · Embedding the change: staying focused · Reaping the rewards: how full employee engagement drives performance gains and team confidence Alex Boulting, Strategy and Change Management Specialist, GASCO (An ADNOC company), UAE
For the past 15 years Alex has worked in industry (London Underground, Transport for London, AVIA) and consultancy (IBM, Booz & Company) implementing strategy and change initiatives including launching online and contact centre services for the London Oystercard in the UK. He has implemented Balanced Scorecards in a variety of environments ranging from customer services to IT. Combining his experience in implementing balanced scorecards and his Investors in People specialist advisor knowledge Alex has successfully driven behavioural change leading to significant performance improvements. Alex has been working in the UAE for over 5 years and is currently a Change Management Specialist within the Corporate Excellence Division in GASCO where he is leading a range of culture change initiatives.
10.10
Technology For Strategy Execution: Case Studies Of Abu Dhabi And Dubai Government Entities · Main benefits of strategy solution implementation · How to transfer power to business users during strategic meetings · Differences in strategy frameworks and their impact on solutions implementation: real world case studies Pedro Pereira, Vice President, Corporater Middle East, UAE
Pedro Pereira has a well-balanced combination of business and IT skills. For more than 12 years he’s been dedicating the best efforts to translate complex business management concepts into comprehensive software applications. With multidisciplinary experience in both technical and managerial fields, he ran his own business twice and has proven his entrepreneurial spirit with creative and results-driven behaviour. Currently, he is the Vice President for Middle East Operations, responsible for build up sales, support and implementation capacity as well as developing and managing regional partners. Previously to his assignment in the Middle East, he supported a large number of organizations in South America on implementing Strategy & Performance Management initiatives, including projects in sectors like oil & gas, health care, telecommunication, insurance, logistics, pharmaceuticals, retail and consumer electronics.
10.30
Networking And Refreshment Break
3 2 4
Tel: +971 971-4-335 4 335 2437 2437
The Dubai Government Strategy Execution System · The point of departure o Dubai Government at a glance o The need for a system o Launch of the Dubai Strategy Plan 2015 · The journey o The system: concept and main processes o The challenges o The achievements: § Changing the decision making process § Building the culture of shared responsibility § Creating a learning government · Have we arrived yet? o Dubai pulse o Automation o Integration Hamdah Bin Kalban, Project Manager, Policy and Strategy Department, Socio Economic Development, Strategy Management and Governance Sector, The Executive Council of Dubai, UAE
Hamdah Bin Kalban has over 10 years of experience within the public sector. Hamdah’s expertise is within the realm of portfolio and programme management and she has a wealth of knowledge within a multitude of disciplines including strategy management and policy making within the government system. Hamdah’s most recent work has been to set up the strategy management structure within various sectors of the Government of Dubai – including the mapping and profiling of sector-specific objectives and targets in accordance with Dubai’s Strategic Plan. She has a solid track record for seamlessly bridging the gap between overarching objectives of the Emirate and the day-to-day objectives of government entities within the public sector. She is actively involved in ensuring the vision of the Emirate is upheld, and that Dubai’s vision becomes reality. Prior to her current role in strategy management, Hamdah was responsible for the setup of the Project Management Office for The Executive Council, and established a world-class office tasked with the monitoring and reporting of the progress of strategic projects within the Emirate of Dubai.
11.40
Leveraging The Balanced Scorecard Approach And Concepts To Deliver Both Business Turnaround And Growth In The Competitive Financial Sector · Mobilising people behind a clear strategic vision: cascading strategic objectives from the corporate level right down to the individual and linking compensation to individual scorecards · Managing massive change with a strong strategy execution culture: engaging a broad range of internal and external stakeholders through open communication, a common language and transparent accountabilities · 100-day Rapid Results plans: activating and delivering strategic growth initiatives with a rigorous and proven initiative management programme · Sustaining momentum: designing a customised and flexible strategy execution system that evolves with the organisation to deliver sustainable value Srinivas Rajagopalan, Deputy General Manager – Human Resources, Gulf Bank, Kuwait
Srini Rajagopalan is a senior HR leader with over 22 years experience in strategic roles in the Middle East and Asia regions. He has helped several commercial organizations achieve significant business results through people using the balanced scorecard methodology. Presently he is a DGM, HR with Gulf Bank in Kuwait where he is responsible for Talent & Performance Management, Compensation and Employee Development. Prior to Gulf Bank Srini has worked with Omniyat Holdings as the Head of HR, with Alghanim Industries as a HR Director, with Union National Bank as a VP HR and prior to that he has worked in several senior HR roles with Inchcape, KPMG and Unilever.
12.20
Creating Value With The Balanced Scorecard In A Multi Business Multi Sector Conglomerate · Adding value at the corporate level: exploring key roles the holding company can play in driving value creation through the Balanced Scorecard · Step-by-step or big bang approach: managing the Balanced Scorecard programme across a multi business multi sector group · Developing performance enhancing scorecards for different industry sectors in the group · Galvanising support and buy-in for the Balanced Scorecard programme across multiple operating businesses with varied ownership and control structures Declan J McCluskey, CEO, YK Almoayyed & Sons, Bahrain
After starting his career in banking in 1984, Declan moved into the automotive industry in retail sales in 1991, and quickly moved through to senior management positions. He has worked directly for a number of global manufacturers including General Motors, Kia, Porsche and most recently Nissan; and provided consultancy and training services to many others. After moving to the Middle East in 2006 with GM, he spent a short period running a training and event management company before returning to the automotive business and moving to Bahrain where he was seconded to YK Almoayyed & Sons Nissan to improve their business. With outstanding results even against the political unrest, he was promoted to Automotive group general manager overseeing all car brands, and has recently been appointed Chief Executive of the Group. A strong believer in clear strategy and consistent processes, he holds a BSc (Fin) degree, and is also an Associate of the Chartered Institute of Bankers (ACIB).
13.00
Networking Lunch And Prayer Break
Fax: Fax: +971 971-4-335 4 335 2438 2438 Email: Email:register@iirme.com register@iirme.com Web: Web:www.iirme.com/bsckuwait www.iirme.com/bsckuwait 5
Practical Workshops
Thursday, 13 December 2012
Workshop Timings: The workshops will run simultaneously from 14.00 to 17.30 with an appropriate break for prayer and refreshments.
Workshop A: Risk Management For Strategy Execution
Mitigate the business risks that might otherwise derail your company from its strategic journey! Workshop Overview In the aftermath of the global economic meltdown, risk management has taken on new importance, not only in the financial services sector, but across all industries. Experienced users of the strategy map and BSC realise that the BSC management system represents not only an appropriate tool for risk management but also one that allows integration of risk management with strategy and performance management. The workshop will present best practice examples of project and enterprise risk management and will examine the role of the ‘risk management officer’ focusing on how to balance compliance and business enabling roles. Linking risk management to strategy execution will be explained as will the development of a Key Risk Indicator (KRI) scorecard. The Palladium expert trainers will describe how to develop initiatives to mitigate and manage risk and will explain the role for scenario planning, war gaming and stress testing to anticipate and avoid the adverse consequences from external risk events. Finally, the positioning of the organisational risk management office within the enterprise will be discussed.
Key Topics · The risk management framework outline · Linking risk management to strategy execution · Developing initiatives to mitigate risk · The risk management office Who Should Attend · Risk management professionals · Senior officers involved in strategy definition · Strategy execution executives Benefits Of Attending The workshop provides you with: · A proven framework to implement immediately and achieve results · Hands-on training with expert instructors · Practical application through learning exercises · Networking opportunities with other professionals involved in strategy execution
Your Expert Workshop Leader Aldo Labaki, Consulting Manager, Palladium Middle East, UAE
Aldo Labaki has over 10 years of international experience in strategy execution, change management and corporate performance implementation projects in large organisations. At Palladium, he focuses on definition and implementation of strategy execution and corporate performance management methodologies, processes and tools, as well as leading complex change management programs. Aldo has international experience in the finance, utilities, engineering, telecommunications, construction and government sectors. Prior to joining Palladium, Aldo was a member of the BSC implementation team in Unibanco (a Brazilian privately held financial institution), achieving the acclaimed Balanced Scorecard Hall of Fame™ certification for the organisation. Prior to that Aldo led a major restructuring project for a large hotel organisation in the US. Aldo holds a BSC and Post Graduation degree in Business Administration from Fundação Getulio Vargas (São Paulo, Brazil), is a frequent speaker at conferences, and is a regular trainer on the Palladium strategy management curriculum.
OR
Workshop B: Aligning, Prioritising And Delivering Strategic Initiatives
Fast track your performance improvements by delivering the right strategic initiatives in the right way! Workshop Overview “Strategic Initiatives” are the final and crucial stage of the cascade of Balanced Scorecard methodology: · Strategy ( strategic objectives ) · Measures · Targets · Strategic Initiatives This workshop addresses the practical issues of how to select and prioritise potential initiatives. Strategic initiatives are the building blocks of change – and strategy is all about change. The process for selecting and phasing the right initiatives is a fundamental stage in achieving successful strategy execution. BUT – it is common to find that this aspect of the BSC is given too little emphasis – often seen as the less exciting and glamorous element of developing and executing strategy. This workshop focuses on this critical but often neglected aspect of the BSC. Please bring your laptop with you. It is a “hands-on” workshop. Learn by doing, not just by listening. Benefits Of Attending You will gain a strong understanding of the principles and good practices of managing the initiative element of strategy management. The workshop includes a group work element at which you – working in groups – will be required to go through the process of selecting and prioritising a set of given potential initiatives.
The overall focus is “learn by doing” in addressing the practicalities, and not just theoretical concepts of the subject.
Team Exercise - Each team to develop their preferred selection criteria and then apply those criteria to a given case study situation
Key Topics The workshop is divided into 5 sessions:
Presentations – Each group presents its proposed solution to the workshop as a whole: for questioning and critique Who Should Attend The workshop (which will have restricted numbers to ensure an effective hands-on workshop format) is aimed at the following: · All those directly involved in the development and refreshment / updating of Balanced Scorecards at all levels within an organisation · Balanced Scorecard management users who need to have a better understanding of what exactly strategic initiatives are and how they should be managed and prioritized · Those who do NOT currently have a BSC within their organisation, but who want to understand this key aspect of Scorecard development and utilisation for their future usage
Introduction And Concept · Agenda and deliverables of the workshop · How initiatives fit into the overall BSC concept and methodology The Context – Measures And Targets · Initiatives are the projects/actions/steps that ultimately deliver the targeted performance measures: it is clearly critical that we have the correct measures and targets in the first place. You review the key issues surrounding this aspect. · Separating on-going operating projects from genuine strategic initiatives · Alignment to budgeting Prioritising And Managing Initiatives · Managing the danger of initiative overload · How to select and manage a set of pragmatic selection criteria that are relevant for your organisation · The project management disciplines of ensuring effective initiative management and execution
Your Expert Workshop Leader Alan Fell, Managing Director, Alan Fell Consultancy, UK See previous reference for biography.
Tel: Tel:971-4-335 +971Tel: 4 335 971-4-335 2437 2437 Fax: Fax: 2437971-4-335 +971Fax: 4 335 971-4-335 2438 Email: 2438 register@iirme.com Email: register@iirme.com Web: www.iirme.com/bsckuwait Web: www.iirme.com/bsckuwait 4 3 5
BALANCED SCORECARD FORUM 12 - 13 December 2012 • Crowne Plaza Hotel, Kuwait
KUWAIT
FIVE WAYS TO REGISTER +971 4 335 2438
IIR Holdings Ltd. P.O Box 21743, Dubai, UAE
register@iirme.com
www.iirme.com/bsckuwait
+971 4 335 2437
Balanced Scorecard Forum Kuwait
Book before 22 September 2012
Book between 23 September and 13 October 2012
Book after 14 October 2012
2 days
Entire event 12 - 13 December 2012
US$2,195
US$2,545
US$2,695
1 day
Dr Kaplan Masterclass 12 December 2012
US$1,150
US$1,350
US$1,450
1 day
Balanced Scorecard Forum plus Workshop 13 December 2012 Select one of: Workshop A: Risk Management For Strategy Execution Workshop B: Aligning, Prioritising And Delivering Strategic Initiatives
US$1,155
US$1,205
US$1,255
AZ3005B
Group Discounts Available CALL: +971 4 335 2483 E-MAIL: a.watts@iirme.com TERMS & CONDITIONS All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them as they include important information. By submitting your registration you agree to be bound by the terms and conditions in full.
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