3 - 7 December 2011

Radisson Blu Hotel, Riyadh, KSA

Workshop Timings: Registration will be at 08.00. The workshops will run simultaneously from 08.30-14.30 after which time lunch will be served. Refreshments and prayer breaks will be at appropriate intervals.

Workshop Overview

Despite projects and initiatives being the main drivers of organisations’ and corporates’ development and transformation, many of these projects (statistics suggest up to 50%) fail to achieve their targeted goals. This workshop addresses two major and related topics.

• Building a strategic governing system based on Balanced Scorecard teachings is a project that needs to be managed properly with the proper involvement of a range of stakeholders: Who, what, and how to manage the project of establishing a Balanced Scorecard system in your organisation
• A major reason for the limited effectiveness of projects, despite efficient implementation, is the lack of strategic prioritisation and engagement. This workshop will discuss how to select the most strategically important projects, ensure effective deployment and harvest the targeted impact.
  

Benefits Of Attending

• Understand how to develop the strategy management system with the proper involvement of stakeholders
• Be able to adopt a participatory approach that enhances the buy-in of the top management and the commitment of the whole staff • Understand how to put organisational initiatives and project management in a strategic context
• Know who to involve in portfolios and programmes, how to manage deployment as well as how to assess and ensure the impact of initiatives
  

Agenda

Session 1

• Why does establishing a strategy management system fail? How can project management methods and practices help?
• Who should be involved in the project of establishing a strategy management system?
• What are the working teams and authorities in the project?
• What are the main project activities and milestones?
• A discussion of each activity in the process (what are the inputs, outputs and actions in-between?)
• Case study examples – do it yourself

Session 2

• Project management hard facts: Why do some projects succeed and some fail?
• Projects as the driving force for strategic results. What is the correlation between projects and strategy? How does each of those affect the other?
• A methodical approach to managing strategic initiatives in a strategic context: ƒƒ
  - How to generate strategy initiatives and projects
  - How to prioritise them
  - How to select and specify the most important initiatives
  - How to group and build strategic portfolios and programmes
  - How to implement and manage projects in the context of the strategy governing system
  - How to assess and evaluate the impact of the project and ensure effectiveness
  - How to decide on the next steps
• A look at the reporting cycle and how to integrate initiatives and project reporting with the strategy and KPI reporting

Session 3

• Simulation game of a top management team selecting the initiatives and noting the impact of their selection

Who Should Attend

• Top management who are involved in the transformation of their organisation
• Strategy managers who want to address the fragmentation between strategy and projects
• Change leaders and middle managers who want to improve the competitiveness of their company
  

About Your Expert Workshop Leader

Mathias Mangels, Partner, Symnetics And Tantum Group – Europe, Germany Mathias is a founding partner of Tantum Group and has been working for over 20 years as a managing partner within this organisation. He has been focusing on strategy finding and execution as his major topic of research and practical experience. Organisations coached by him have been awarded Hall of Fame status. The main focus of his consulting work includes innovative strategy development, strategy management for results, strategy transformation and implementation, strategy analytics and process and initiative management. He has experience in the following sectors: public sector and government, energy, oil, gas, petrochemicals and manufacturing. He has over 22 years of consulting experience and six years experience as Managing Director of a German multinational. He has published articles with VDI, HBR, Campus and others.


Omar Shroof, Managing Director, Tantum Group Middle East, UAE Omar is a partner of Tantum Group Middle East and has been working for more than 15 years as a management consultant. Omar has focused his experience on strategy finding and execution. He has supported several organisations in developing their strategy and strategy management system to achieve breakthrough results and, in some cases, receive Hall of Fame status. The main focus of his consulting work includes strategy governing and execution, organisational learning, strategy management and organisation excellence frameworks, performance reporting and decision making. He has experience in the following sectors: public sector and government, utilities, pharmaceuticals, telecommunications, education and manufacturing.