strategy in action: a case from a public sector (2014-5)
TRANSCRIPT
Partners In Building UAE's Security & Economy
Our 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
Strategy in Action:
A case from a Public Sector
Strategy Leaders Forum 13-17 April 2014 | Dubai, UAE.
Presented by Dr. Ali M. Al-Khouri
AGENDA
• Introduction: Why Strategy?
• Strategy at Emirates ID
• Strategy Approach at Emirates ID
• Concluding Remarks
AGENDA
• Introduction: Why Strategy?
• Strategy at Emirates ID
• Strategy Approach at Emirates ID
• Concluding Remarks
Introduction: Why Strategy
• Adopted for Businesses in early ‘60s
• Need for Survival in the face of tough Competition
• Driven by Profit Needs amidst rising costs
• Defined market boundaries
Public vs. Private
Slower to change.. Bureaucratic ..
Adaptive to change.. Dynamic ..
PUBLIC SECTOR
PRIVATE SECTOR
Failure is more of a predominant
Todays World
• New terms and concepts
• Higher levels of complexity and fragmentation?
Need to understand the dynamics shaping today’s fuzzy world!
AGENDA
• Introduction: Why Strategy?
• Strategy at Emirates ID
• Strategy Approach at Emirates ID
• Concluding Remarks
How we Planned our 2007-2010 Strategy
Our Planned Strategy
2007-2010 This represented the first strategy cycle
for Emirates ID since its establishment in December 2004.
The strategy planning team, in general, assumed a rosy journey!
How we Executed our 2007-2010 Strategy
Our Planned Strategy
2007-2010
Executed Strategy
2007-2010 ? In 2009, we found that B did not even exist
(i.e., strategy objectives were unachievable)! So we needed another strategy!
How we Planned our 2010-2013 Strategy
Our Planned Strategy
2010-2013 New management team derived a carefully
developed strategic plan… different measures were put in place to ensure a
smooth journey this time ..
How we Executed our 2010-2013 Strategy
Our Planned Strategy
2010-2013
Executed Strategy
2010-2013
The journey once again had many ups and downs.. and was full of challenges, but with careful steps, B was achieved.
2010-2013 Strategy Results
92%
Budget: 5 folds Savings: > 500 million
Efficiency: 200% Effectiveness: 100%
IMP³rove assessment: above average for benchmarked class; close to global growth champions
Emirates ID achieved 97% of
set strategic targets
2010-2013 Strategy Results
Best Federal Organisation in Organizational Excellence
Leadership Award
Operations Award
G2G Partnered Project Award
UAE Government Excellence Program 2011 Emirates ID today is recognized as an
international benchmark for strategic management,
organizational development and for innovation in identity management systems
Our Learning Experience
Key control factors .. indeed, there was a prescription that we kept maintaining and
following during the design and execution of the strategy..
AGENDA
• Introduction: Why Strategy?
• Strategy at Emirates ID
• Strategy Approach at Emirates ID
• Concluding Remarks
Innovation and Results Orientation
The two wings of the strategy..
Focusing on outcomes not on outputs
Enabling novel ideas that should
strengthen the Results wing
Performance Management Innovative systems to measure & monitor performance at the individual, departmental, and institutional levels.
Human Resources Development
We used this international framework to the train and develop our
staff, and improve their performance.
Business Process
• Core competencies (functions & capabilities)
• 80:20 • 3Es • Outsourcing
or achieved through partnerships
Organizational Structure The development of the organizational structure in an innovative way, and focus on the element of knowledge ownership .
Policies and internal regulations Focused on the development of policies and procedures aligned with EFQM model in order to meet the cognitive orientation.
Aimed at: • Capturing
employees tacit technical knowledge.
• Improve Process standardization & automation.
• Improve Service Quality.
Knowledge Management: Organisational Learning
Support learning at individual, group, departmental and
organisational levels.
• Emirates ID crafted a sub-strategy for social media.
• Today, Emirates ID has 16 different interactive channels
Project Management: Portfolio Management
• Particular attention was given to how projects were managed. • A Project Office was formed to monitor projects that reported
to the Management Board, while the overall management of projects was left to the appropriate departments.
[improved] Decision Support Systems
Management teams spent sustainable amount of time in defining, tuning and re-tuning key performance dashboards. This supported the organisation to make daily decisions and address challenges as they arose.
Review & Monitoring: Weekly Management Meetings
A key factor behind the strategy success at Emirates ID can is represented in top
management’s commitment to make the strategy a ‘non-stopable transformational machine’!
AGENDA
• Introduction: Why Strategy?
• Strategy at Emirates ID
• Strategy Approach at Emirates ID
• Concluding Remarks
The Top 10 Reasons why strategies fail
1. Execution (Poor alignment – synchronization) 81 % 2. Resist the change 78% 3. Not communicated to all the people involved 77% 4. The plan is vague (poor communication) 76% 5. The goal isn’t compelling 72% 6. Lack of team Involvement 71% 7. Too many goals 70% 8. The goal isn’t clear 68% 9. The cultural implications are overlooked 67% 10. The correct metrics aren’t chosen 66%
Top 10 Reasons for Strategies Failure
Source: HRN- Europe 2009 Survey % of respondents assigning reason for failure
The Top 10 Reasons why strategies fail
1. Execution (Poor alignment – synchronization) 81 % 2. Resist the change 78% 3. Not communicated to all the people involved 77% 4. The plan is vague (poor communication) 76% 5. The goal isn’t compelling 72% 6. Lack of team Involvement 71% 7. Too many goals 70% 8. The goal isn’t clear 68% 9. The cultural implications are overlooked 67% 10. The correct metrics aren’t chosen 66%
Top 10 Reasons for Strategies Failure
Source: HRN- Europe 2009 Survey % of respondents assigning reason for failure
If we do a little zoom-in, we see that the majority of factors are related to how well we perform ‘communication’!
The Culture Machine
• Communication can play a magical role in shaping the culture machine and making it work the way we desire. Without proper communication, organisations become victims of their own strategies.
• Carefully planned communication mechanism would help avoiding cultures of ‘passing blames’ and ‘excuses’ and would support the organization focus on the solution instead!
The Role of Leadership
Sticking the pieces together
• The role of (enabled) leadership is critically critical!
• Leaders normally are those who have the holistic & overall picture of what organisations should achieve.
• Leaders are the ones expected to get the pieces together when ‘what next’ is blurred!
• By design, they are the one’s to blame, when things don’t go the way it was designed!
Where is your Attention?
80% of organisational work normally add only 20% of value to
citizens
Leaders are the ones who support their organisations to focus on what is important and contribute to results not just outputs!
Strategy linkage with Value Chain
• Value chain vs. supply chain
• gain-gain situation
Strategies need to be linked to the
overall organisation value chain
Learning to start from the END!
Strategy & Execution
Expectation Analysis Design Execution Delivery
Not easy, but it is a SKILL that is needed to be developed!
Interconnected Strategic Endeavor
There is no one-size-fits-all, nor a magic bullet
solution to ensure strategy success..
But take this: you don’t have a
choice!
strategies have proven to work well in wars
since the early days of mankind!
Successful strategies are just products of well designed and executed
work!
THANK YOU
Thank you
Dr. Ali M. Al-Khouri Director General | Emirates Identity Authority | UAE www.emiratesid.ae | [email protected] |
Read our recent research :
@DrAliAlKhouri