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| 08:15 |
Registration And Coffee |
| 08:20 |
Chairman’s Opening Remarks
Alan Fell, Managing Director, Alan Fell Consultancy, UK |
| 08:30 |
International Keynote Presentation
The Transformation Of Canadian Blood Services: Strategy Management To Create Results
• The Canadian Blood Services change agenda
• Strategy management system components
• Breakthrough performance
• Sustaining momentum
• New opportunities
Sophie de Villers
Vice President, Strategy Management Canadian Blood Services, Canada |
| 09:15 |
Plan Your Way To Successful Strategy Execution
• Landscaping the strategy
• Planning the strategy
• Executing within the Ministry of Works
Raja Yousif Al Zayani
Chief of Strategic Planning, Ministry of Works, Bahrain |
| 10:00 |
Strategy 2.0: Executing Strategy
In this session Joey Fitts describes how this modern strategy execution enables organisations to:
• Find and leverage people and resources
• Collaborate and learn faster
• Activate stakeholder execution across channels
Joey Fitts, Partner Lead, Information Worker Business Group, Microsoft Corporation and co-author of the new book Drive
Business Performance: Enabling a Culture of Intelligent Execution |
| 10:30 |
Networking Break |
| 10:45 |
Incorporating Risk Management Into Financial Institutions BSC - Case Of Arab International Development & Investment – Lebanon (AIDI)
• Risk as a key strategic theme in financial institutions’ strategy
• The mapping of the Basel II framework into BSC
Habib Haddad
CEO, Arab International Development and Investment, Lebanon
Wael Zein
Managing Partner, ADDIMA Consulting, UK, Riyadh & Lebanon |
| 11:30 |
Using The Balanced Scorecard To Navigate Through Challenging Times
• Driving sustained corporate performance
• Navigating strategy execution in difficult times
• Embedding Balanced Scorecard in management systems
• Relationship Scorecards: Strengthening client relationships
Sanjay Purohit
Vice President and Head - Corporate Planning and Business Assurance, Infosys Technologies, India |
| 12:15 |
The Last Mile Of The BSC Change Journey - Linking Performance to Pay
• The Strategy Focused Organization model (SFO) as a change journey starting with leadership commitment
• Why, when and how to link BSC to incentive pay
• The role IT BSC software can play
Mazen Dauleh
Senior Director of Strategic Planning, Qatar Telecom (Qtel), Qatar |
| 13:00 |
Networking Lunch For Delegates And Speakers |
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Interactive BSC Team Challenge – Which Team Will Be The Winner?
Focusing On The Five Principal Steps To Selecting And Cascading The RIGHT Measures
To ensure the event is as practical as possible for our delegates, we have developed brand new interactive sessions. As you are no doubt well aware, the success of both strategy execution and the Balanced Scorecard can only come from a united
team effort, thus delegates will be split into teams of 8 – 15 people to engage in a friendly team challenge. Each team will have a facilitator to assist them and will have to show they have successfully understood each of the 5 steps to successfully
selecting and cascading the right measures by completing set tasks. We will use one fictitious case study throughout the entire process so all teams receive the same information.
Moderator
Alan Fell
Managing Director, Alan Fell Consultancy, UK
Facilitators
Debbie Nicol, Principal Consultant, Business en Motion, UAE
Ben Stanberry, Principal Consultant, Olivia Health, UAE
Jacqueline McCartney, International Development Director, Syat, UK & UAE
David Jalili, Managing Partner, Ibtikar Management Services (IMS), UAE
Edy Abou Chakra, Partner, ADDIMA Consulting, UK, Riyadh & Lebanon
Dr Okan Geray, Strategic Consultant, Dubai e-government, UAE
Mazen Dauleh, Senior Director of Strategic Planning, Qatar Telecom (Qtel), Qatar |
| 14:15 |
Step One – Setting Overall Organisation SMART Objectives – The Strategic Destinations
• Importance of SMART objectives within the context of the vision
• Evaluating the proposed objectives to ensure alignment between them
Your Task: Set what you consider should be the overall measurable objectives of the hotel: suggest you consider the next 3 years ahead |
| 15:00 |
Step Two – Creating Strategy Maps
• The process to create the map
• Incorporating strategic themes
Your Task: Determine the main elements of the strategy for the hotel to enable the overall objectives to be achieved? Use the strategy map format. |
| 15:45 |
Networking Break |
| 16:00 |
Step Three – Translating Strategy Into Measures (KPIs) And Targets
• Selecting and defining appropriate BSC measures
• Setting and aligning performance targets
Your Task: Translate your strategy map into more specific measures and set performance targets for each measure. These targets should align as far as possible with the overall objectives set in Step # 1. |
| 16:45 |
Chairman’s Closing Remarks |
| 17:00 |
Close Of Forum Day One |