Forum Day One - Tuesday, 24 April 2012

Registration And Coffee

Business Leaders Panel:
New Pillars Of Competitiveness – Leveraging Performance Culture, Governance And Risk Management Practices To Succeed In Today’s Middle East Business Landscape

• How will the region’s economy develop in the next five years and what will be the keys to success?
• To what extent is governance an important part of corporate board agendas in the Arab World?
• How are left field macroeconomic events impacting business in the Middle East?
• How important are risk management practices in achieving success in today’s business landscape?
• What are the performance levers businesses need to leverage to be competitive in an ever changing world?

Michel Ayat, CEO, AW Rostamani, UAE
Alan Guest, CEO, YK Almoayyed & Sons, Bahrain
Constantin Salameh, CEO, Abdulla Al Masaood & Sons, UAE
Tony Haddad, Founder and General Manager, Technica International, Lebanon

Moderated by:
Michael Green, Partner, Ernst and Young, UAE

The Office Of Strategy Management (OSM) As A Driver Of Sustainable Business Success

• Defining the scope and responsibilities for the OSM to ensure real alignment of management processes to the strategy
• Populating the OSM with capable managers who will make things happen
• In it for the long haul: moving past the initial project to embed a sustainable organisational framework to support the new performance management system

Alan Guest, CEO, YK Almoayyed & Sons, Bahrain

Risk Management: When Competing Strategic Objectives Collide To Create A “Black Swan” Risk

• The ADPC Enterprise Risk Management Framework: Aligning risk management activities down to the project level
• Back from the brink: Managing a “black swan risk event” on a regional mega-project
• Risk action: Engaging multiple internal and external stakeholders for successful risk mitigation
• Risk velocity: Understanding its impact on risk appetite and response
• Future-world scenario planning: less about prediction, more about organisation flexibility and resilience

Domenic Antonucci, Chief Risk Officer, ADPC (Abu Dhabi Ports Company), UAE

Networking And Refreshment Break

Successful Balanced Scorecard Implementation In A Project Focused Organisation

• Real results: applying the Balanced Scorecard to deliver new infrastructure and public services in support of Bahrain Vision 2030
• Linking core business and management initiatives with operational projects
  Integrating the Balanced Scorecard with the Ministry’s Project Management Framework

Raja Al Zayani, Chief Of Strategic Planning, Ministry Of Works, Bahrain

Qatar Government: Driving The Implementation Of The Balanced Scorecard From An Unexpected Source - Finance

• The case for change and resistance to migrating from a government culture to a performance-driven one based on KPIs
• Implanting the OSM (Office of Strategy Management) into the Finance Function - where you would least expect it
• How this BSC implementation will enable the State Audit Bureau to audit the more than120 government ministries and entities for strategy execution capability in Qatar - another term for sound governance

Mazen Dauleh, Strategy Consultant, State Audit Bureau, Qatar

Strategy Cascading At The Abu Dhabi Food Control Authority

Saeed Al Kaabi, Director of Strategic Planning and Performance Management, Abu Dhabi Food Control Authority, UAE
Muhammad Elboreini, Executive Director Advisory Services, Ernst & Young, Middle East

BSC: The Right Start - Building Engagement, Accountability And A True Performance Culture With The Balanced Scorecard

• Developing strategic direction and establishing a strategic change agenda that reflects the key strategic priorities
• Getting started with a robust strategy map and scorecard which are a true reflection of the corporate strategy
• Building and sustaining senior level understanding and commitment to a new approach and a new corporate scorecard
• Keeping up the momentum with the BSC implementation: Managing the BSC programme to ensure success

Networking And Refreshment Break

BSC: The Middle Years - Linking The Organisational Vision To The Individual By Creating A Strategic Line Of Sight

• Achieving alignment to a strategic vision across borders and functions
• Translating strategic vision into tangible behaviors to maximise synergy and clarify performance expectations
• Linking business activities and performance indicators to people processes and individual appraisal systems
• Communicating strategy, reducing altitude and maintaining focus to maximise synergy

Ruben Decoud, Manager International Human Resources, Mary Kay, USA

BSC: Mature Implementation – Maintaining Momentum And A Clear Strategic Direction In An Ever Changing World

• Sustaining strategic focus
• Driving organisational change
• Delivering performance
• Lessons for implementation

V. Ganapathy Subramanian, Head – Strategic Planning, Infosys Ltd, India
Hall of Fame Award Winner 2007