strategy execution event Dubai

Super Early Bird Book By 2 February 2012
and SAVE US$2,920!

BALANCED SCORECARD FORUM
21 - 26 April 2012 • The Address Hotel, Dubai Marina, UAE DUBAI
Building Competitiveness Through World Class Strategy Execution Practices

Dr Kaplan And Dr Norton’s ONLY At The Balanced Scorecard Forum 2012
Famous Masterclass ü THE definitive Balanced Scorecard Masterclass delivered by the iconic gurus
themselves
ü NEW The region’s top business leaders on today’s most pressing business
Plus Brand NEW Material on challenges and the way forward
Co-Creation, Shared Value And Scenario ü NEW The Strategy Execution Ambassador – Jeroen de Flander – on why
Analysis For Risk Management! companies fail in strategy execution
ü NEW Expert lessons on implementing the Balanced Scorecard in project
focused organisations
ü NEW In-depth guidance, tools and practical lessons on how risk
management works in practice
ü NEW Benchmarking data on strategy execution capability, success and
failure from over 1400 companies
ü NEW Multiple perspectives on the Balanced Scorecard at every stage of its
lifecycle
ü NEW 5 Hall of Fame case studies for best practice Balanced Scorecard
implementations
ü NEW 6 expert led workshops on everything from change management
to aligning human capital for performance breakthroughs!

Introducing The Strategy Execution Ambassador

Jeroen De Flander
New Guru Speaker

Pre-Forum Workshops: 21 April 2012
A: Risk Management For Strategy Execution
B: Aligning Human Capital To Drive Performance Breakthroughs
C: Best Practice Change Management For Successful Strategy
Execution
Bestselling author of
Strategy Execution Heroes
Post-Forum Workshops: 26 April 2012
D: “The 8” – A Unique Strategy Execution Framework
E: The Balanced Scorecard In A Project Focused Organisation
Plus! The Strategy Execution Barometer™ - the leading resource
F: A Practical Guide To Performance Benchmarking worldwide for practical, fact-based Strategy Execution market data
– with data from more than 1400 companies!

Strategic Partner Supporting Sponsor Sponsor Media Partners Organised By

Tel: 971-4-335 2437 Fax: 971-4-335 2438 Email: register@iirme.com Web: www.iirme.com/bsc

The Famous Kaplan Norton Masterclass Hearing it from the masters
Two Days LIVE and IN PERSON With The Iconic Inventors of Balanced Scorecard
is a unique experience
Dr Robert Kaplan And Dr David Norton Rajeev Thomas, Qatar Foundation

One of the most valuable speakers on business strategy and leadership today David P. Norton is founder and director of several organisations specialising in systems and processes to improve the execution of business
strategy. Dr Norton has founded and built a series of professional service firms during the course of his career, each focused on leading edge
Few people have contributed as significantly to the art, and especially the science, of business strategy as Robert Kaplan.
issues of management, from information technology and knowledge management to the discipline of strategy management. A frequent lecturer
His Balanced Scorecard is the premier tool for aligning a company’s current actions with its strategic goals. This performance management
and author, David Norton is best known for his work with the Balanced Scorecard, which has been the subject of many conferences and articles.
system helps business leaders clarify their corporate vision and align people, business units, and resources with a unified strategy.
He is the co-author, with Robert S. Kaplan, of eight Harvard Business Review (HBR) articles and five books: The Balanced Scorecard, The Strategy
In his research and writing, speaking and consulting, Robert develops ways to link cost and performance management systems to strategy Focused Organization, Strategy Maps, Alignment and The Execution Premium. Dr. Norton’s books have sold more than one million copies in 23
implementation and operational excellence. different languages.
The BSC approach is also being successfully applied by governments and nonprofits throughout the world to improve The Balanced Scorecard concept was selected by the editors of the Harvard Business Review as “One of the most influential
transparency, governance, and measurable social outcomes. management ideas of the past 75 years.” Dr Norton was also voted as one of the “World’s 12 Most Influential Management
Robert Kaplan and coauthor David Norton have written five landmark books on The Balanced Scorecard, describing how it Thinkers” by Sun Top Media’s Thinkers 50. Drs. Norton and Kaplan were honored with the “Champion of Workplace
works and outlining best practices for its implementation. Together, these books have transformed the business strategy Learning and Performance Award” by the The American Society for Training and Development (ASTD). David P. Norton
landscape and made Robert Kaplan one of the most valuable speakers in the fields of business strategy and leadership. is the preeminent authority, along with Robert Kaplan, on how to institutionalise strategic thinking using The Balanced
Robert Kaplan is Baker Foundation Professor at Harvard Business School and a former Dean of the Graduate School of Scorecard (BSC). Dr Norton co-developed this extraordinary tool for defining and executing business strategy. He co-
Industrial Administration, Carnegie-Mellon University. authored with Kaplan, the three essential books on The Balanced Scorecard. David Norton is also the co-founder,
president and CEO of the consulting firm that helps organisations use the BSC successfully. In his presentations,
The Books Dr Norton helps companies make effective strategic thinking and execution an essential part of their business,
The Execution Premium describes a systematic and proven framework for achieving the financial results promised by both at the top (through the equivalent of a Chief Strategy Officer) and throughout the organization.
your strategy: How to put it into action, test it and revise it for reliable returns. An effective and influential speaker, David P. Norton is one of the most significant figures
The Balanced Scorecard: Translating Strategy into Action-The seminal book on the tool that dozens of companies transforming business today.
have embraced for achieving long-term growth. Winner of the 2001 Wildman Medal from the American Accounting
Association for its impact on practice; in 22 languages. More About David Norton
The Strategy Focused Organisation describes how to make strategy a continuous process owned by everyone Utilising the Balanced Scorecard concept, Dr Norton allows complex organisations to effectively
throughout the organisation. Best international business book for 2000, Cap Gemini Ernst & Young. clarify, manage and implement their business strategies with a rigor never possible before. Dr Norton’s
first book, The Balanced Scorecard: Translating Strategy Into Action, shows managers how to use this
Strategy Maps offers a powerful new visual tool for aligning processes, people and IT with desired outcomes. One of revolutionary tool to guide their strategic investments in people, systems and new products for long-
top 10 business books of 2004 by strategy+business magazine and amazon.com. term growth. Dr Kaplan and Dr Norton describe a multistage system that enables organisations to gain
Alignment applies the Balanced Scorecard to corporate strategy, aligning business units (often poorly-coordinated) measurable benefits from carefully formulated business strategies. Together, these books and the
with headquarters’ long-term goals, using an Office of Strategic Management. presentations based on them, represent some of the most valuable breakthroughs in business strategy
in recent times.
Dr Kaplan also co-developed Activity-Based Costing, a revolutionary approach to
Dr Robert Kaplan, determining the underlying economics of a business, which he describes in his books Dr David Norton’s research and lectures have tremendous value for any company Dr David Norton
Professor Cost & Effect and, more recently, Time-Driven Activity-Based Costing. seeking to plan and sustain value creation over the long term. Dr Norton has
Director
Harvard Business Honours
extremely broad and practical experience working with companies of all kinds and
at all levels on their strategic capabilities. And he has unusual depth in developing Palladium Group
School and Ÿ Accounting Hall of Fame the strategic potential of human resources. and Co-founder
Co-founder of
Ÿ Lifetime Contribution Award, Management Accounting Section of the American
David P. Norton earned a BS in electrical engineering from Worcester Polytechnic of the Balanced
the Balanced Accounting Association, and the Institute of Management Accountants
Institute, an MS in operations research from the Florida Institute of Technology, an Scorecard USA
Scorecard USA Ÿ One of top 20 Business Writers/Management Gurus, Financial Times 2005 CEO MBA from Florida State University, and his doctorate in business administration
Survey from Harvard Business School.

Masterclass Day One Sunday, 22 April 2012 Masterclass Day Two Monday, 23 April 2012
With NEW material from Dr Kaplan and Dr Norton on Co-Creation, Shared Value and Scenario Testing for Risk Management!
07:00 Registration And Coffee 12:30 Lunch And Networking Break 07:30 Morning Coffee system achieves this objective at several levels including
conducting operational and strategy review meetings as
08:00 Opening Remarks From The Chairman well as meetings that test and adapt the strategy, leading
08:00 Opening From The Chairman 13.45 Setting Meaningful KPIs, Stretch Targets And Selecting And Mazen Dauleh, Strategy Consultant, State Audit Bureau, Qatar
Mazen Dauleh, Strategy Consultant, State Audit Bureau, Funding Strategic Initiatives to new objectives and BSC metrics that keep the strategy
08:05 Risk Management: Interactive Case Study relevant to changing market and business conditions. Dr
Qatar The discussion of the system continues by showing how to
“The Harvard Experience” Kaplan will demonstrate the role for business analytics to
set targets for strategic themes and objectives, the process inform the design of operational KPI dashboards. He will
08:15 Strategy Execution System: From A To Z to select portfolios of strategic initiatives, and the new Using a real-life case study example from the Canadian
utility, Hydro One, Dr Kaplan will lead an interactive session also summarise his current collaboration with Professor
Managing strategy execution should be a permanent part funding mechanism of strategic expenditures (StratEx). Michael Porter on the tremendous opportunities to improve
of an executive’s job. This requires a management system. Dr Norton will describe his recent research on the on establishing and running a comprehensive enterprise
risk management system. The session will emphasise the the value and cost of health care delivery through accurate
Most organisations have pieces of this system, such as performance breakthroughs that Hall of Fame enterprises measurement of outcomes and costs.
mechanisms for identifying and quantifying the principal risks
budgeting and goal-setting, but the pieces are isolated and have achieved. These provide guidance for setting to an organisation’s strategy, especially how to develop and Dr Robert Kaplan
incompatible. Further, most organisations do not have a ambitious quantitative and qualitative targets for key transmit risk information from the front lines to the boardroom, 12:30
formal process to translate the strategy, test it, and align BSC achievement metrics. The role of theme owners and Lunch and Networking Break
and how to allocate resources to mitigate the most likely and
the organisation. This session provides a CEO’s guide: What theme teams for managing the implementation of cross- consequential risks. 13:45 BSC Implementation: Leading Change And The Role For The
to expect when adopting the Balanced Scorecard system functional and cross-business projects will be introduced. Dr Robert Kaplan CEO
– real world insights into the challenges, timeframes, Dr David Norton Strategy requires that companies break away from
investment and skills involved in a successful sustainable 09:15 Integrating Risk Management To The Strategy Execution doing business-as-usual so they can adopt a new way
implementation. Dr Norton will also describe how mature 14.30 Aligning The Organisation To The Strategy System of competing and doing business. Yet most change
BSC organisations sustain their strategy execution system Most enterprises consist of multiple business and Risk management has become essential for successful and management programme fail. In this session, Dr Kaplan
sustainable strategy execution. Many organisations, however, will highlight the vitally important role for the CEO to lead
by embedding it within the organisation’s three to five year functional units. For the full execution premium to be
despite having a designated risk management officer and even and manage the change process. He will start with the
strategy cycle. earned, the enterprise must achieve both vertical and a risk management department, have suffered massive losses
Dr David Norton horizontal alignment in each unit’s strategic objectives. This key role – embedded in leadership gurus John Kotter
from their failure to understand and manage the risks inherent and Michael Beer’s pioneering work – to unfreeze the
session will review how to achieve organisational synergies in their strategies. Dr Kaplan will share insights on how Hall
09:45 Strategy Maps, Strategic Themes And The Balanced through a cascaded and linked strategy map, and how to organisation so that executives and employees alike accept
of Fame organisations, such as Infosys and VW do Brasil use the urgent need for change. He will continue by showing how
Scorecard co-create strategy maps with strategic suppliers and their strategy maps to identify the key risks in the strategy. Kotter’s Leading Change programme can be leveraged and
In this session, Dr Kaplan will describe the latest innovations customers for shared value creation. From this early identification, they develop Key Risk Indicator accelerated by integrating with the Kaplan-Norton strategy
in strategy mapping. The session will illustrate how external Dr Robert Kaplan scorecards to give them advance warning of imminent risk execution system. The session will include examples from
and internal customer metrics need to be selected based events and also develop portfolios of risk mitigation initiatives the successful CEOs of enterprises in the Palladium Balanced
on the organisation’s differentiating customer value 15.15 Networking And Refreshment Break that reduce the likelihood and consequences from risk events. Scorecard Hall of Fame for Strategy Execution®.
proposition. Discover how to choose the right strategic The session will conclude with the role for war-gaming and Dr Robert Kaplan
objectives and construct a strategy map around four to 15.45 Linking Strategy To Operations scenario analysis to envision and mitigate the non-controllable
six themes that link human capital and process objectives High-level strategic objectives must be driven down into risks that can arise from the organisation’s volatile external 14:45 Networking And Refreshment Break
to customer and shareholder objectives. While strategy operational processes. Dr Norton will illustrate how to link environment.
Dr Robert Kaplan 15:15 BSC Implementation And The Office Of Strategy
maps provide an overall view of an organisation’s strategy, operational process improvements to strategic objectives, Management
strategic themes segment the strategy into general including the role for performance improvement programs 10:15 Networking And Refreshment Break The new BSC strategy management system does not
categories, allowing organisations to focus actions and (TQM, Six Sigma, Lean); and how to design operational manage itself. This session will discuss how a new
provide a structure for accountability. New material will dashboards of KPIs that drive continuous improvement. 10:45 Aligning Employees To The Strategy competency and a new organisation, the Office of Strategy
include how to incorporate triple bottom line reporting and Dr David Norton Ultimately, strategy is executed by employees, not the senior Management, has emerged to play this role. Dr Norton will
sustainability objectives into your strategy map. Dr Kaplan leadership team. But employees cannot help implement a explain the multi-year agenda for the OSM as it migrates
strategy that they are unaware of, do not understand, or the Balanced Scorecard from an initial feasibility project
will also demonstrate how to co-create strategy maps with 16.30 Kaplan–Norton Clinic
have little motivation to execute. This session covers the into a sustainable strategy execution system that delivers
key stakeholders to create the “shared value” described Open Forum for Q&A important processes needed to communicate strategy,
in Michael Porter’s seminal January 2011 Harvard Business transformational improvements in performance. The stages
motivate employees, and align the development of employees’ include:
Review article. 17.30 Close Of Masterclass Day One capabilities and competencies to strategic objectives.
Dr Robert Kaplan 1. Unfreeze the organisation (continuing the discussion
Dr David Norton in Dr Kaplan’s previous session)
11:30 Continually Improving The Strategy 2. Focus and align the organisation to strategic priorities, and
10:45 Networking And Refreshment Break 3. Sustain the new culture of strategy execution and
Today, strategies are implemented in volatile and highly-
competitive environments. Strategy is a hypothesis on how accountability for delivering performance.
11:15 Strategy Execution: Best Practice Case
Volkswagen do Brasil (VWB) is the second largest
This was the best Forum to satisfy shareholder/stakeholder objectives. The strategy Dr David Norton

Volkswagen operation in the world, with four plants, I and my executive team execution system must not only define these hypotheses,
but also continually monitor the external and internal
16.00 Kaplan–Norton Clinic
22,000 employees, and revenues of more than US$9
billion, enjoying one of the highest profitability rates in the
ever attended; the best time environments so that managers can guide, test, and adapt
Open Forum for Q&A

VW group. It wasn’t always this way. In 2006, following invested for our company’s the strategy to changing conditions. The BSC management 17.00 Close Of Masterclass
years of currency devaluation, a sluggish economy, new future
sources of competition, and market share loss, VWB
undertook a major restructuring and adopted the BSC Zeyad Al Moosa, Managing Director, Meet The Masterclass Chairman
to mobilise the company. In this interactive session, Dr Gulf Drug Establishment, UAE Mazen’s experience comes from hands-on implementation projects as the top Strategy Executive responsible to large
Kaplan will demonstrate how VWB grew revenue by 80 company CEOs and boards to create strategic planning management systems using Balanced Scorecard (including Qatar
percent in four years, doubled employee engagement, and Steel and Qtel). Beyond specialised strategy management experience in the last decade, Mazen’s management experience
improved internal processes through the organisation’s spans 25 years with world class companies including Schlumberger and Qatar Petroleum. He has also supervised and
implementation of a sustainable strategy management managed Strategic HR initiatives, including structure reorganisation, performance management and job evaluation.
system. Mazen Dauleh, Mazen’s MBA dissertation topic was on Change Management and further academic credentials include the highest
Dr Robert Kaplan Strategy Consultant, available certifications from Drs Kaplan and Norton in Balanced Scorecard and (OSM) Office of Strategy Management. He is
State Audit Bureau, Qatar also founder and CEO of Vision Strategy Management Consulting.

Tel: +971 4 335 2437 Email: register@iirme.com Fax: +971 4 335 2438 www.iirme.com/bsc

BALANCED SCORECARD FORUM Wonderful Masterclass which can
change an organisation’s fate
21 - 26 April 2012 • The Address Hotel, Dubai Marina, UAE DUBAI Prakash Loganath, Reliance Industries

NEW And Refreshed Agenda For 2012! Agenda At A Glance
Balanced Scorecard Forum 2012
Bringing You All Of The Latest Developments In Strategy Management And Execution
21 April 22 April 23 April 24 April 25 April 26 April
ü Essential updates on the latest strategy management concepts, including new industry buzzwords Pre-Forum Workshops A, B, C
“shared value” and “co-creation” Kaplan Norton Masterclass
Including Executive Lunch ü ü
ü Vital insights into what makes the Hall of Fame companies stand out – from Dr Norton – and why
companies fail - from brand new guru, Jeroen de Flander Balanced Scorecard Forum ü ü
ü Practical “how to” on risk management from Dr Kaplan, Abu Dhabi Ports Company and Dimension Post-Forum Workshops D, E, F
Data Asia Pacific
Best Practice Contributions And Insights From:
ü Strategy execution benchmarking data from more than 1400 companies Dubal YK Almoayyed and Sons Abu Dhabi Ports Company Bahrain Ministry of
ü The full story: multiple perspectives on the Balanced Scorecard at every stage of its lifecycle Works AW Rostamani Abdulla Al Masaood and Sons Qatar Government Zamil
ü Successful Balanced Scorecard implementation in project focused organisations Group Holding Company Mary Kay Infosys Dimension Data Asia Pacific Abu
ü And much more… Dhabi Sewerage Services Company Qatar Steel Abu Dhabi Education Council

Forum Day One Tuesday, 24 April 2012
07. 30 Registration And Coffee

08.00 Chairman’s Opening Remarks Edy Abou Chakra heads the management and strategy consulting practice at ADDIMA
BOOK BEFORE
Edy Abou Chakra
Partner
Consulting. He brings with him over 15 years of experience in the management, strategy,
information systems and financial fields. As a strategic planner and management
consultant, he has helped many organisations develop successful strategies and execute
2 FEBRUARY 2012
ADDIMA Consulting them through the balanced scorecard and other performance planning and management AND SAVE UPTO US$2,920
UK, KSA & Lebanon systems. Mr. Abou Chakra is a certified Master Balanced Scorecard Professional from
George Washington University and the Balanced Scorecard Institute (MBSP), Information
Systems Auditor (CISA-ISACA) and Certified E-business Consultant (CEC-ICECC).
WWW.IIRME.COM/BSC

Business Leaders Panel Michel Ayat
CEO
Alan Guest
CEO
Constantin Salameh
CEO
08.15 New Pillars Of Competitiveness – Leveraging Performance Culture, AW Rostamani YK Almoayyed & Sons Abdulla Al Masaood & Sons
Governance And Risk Management Practices To Succeed In Today’s UAE Bahrain UAE
Middle East Business Landscape
Ÿ How will the region’s economy develop in the next five years and
what will be the keys to success? Michel Ayat is a seasoned automobile industry Alan’s early career saw him overseeing the CKD Constantin Salameh is CEO of Abdulla Al Masaood &
professional with over 25 years of experience in leading assembly of both Land Rover and Range Rover in Sons, a diversified Abu-Dhabi-based private group
Ÿ To what extent is governance an important part of corporate board a portfolio of automotive brands. Ayat has spearheaded assembly plants throughout Africa, the Far East and with operating companies in the automotive and motor
agendas in the Arab World? the operations of Arabian Automobiles Co. (AAC), which other developing markets. In 1980 he became Export sports, hospitality and leisure, industrial, services and
is the flagship of the AW Rostamani Group and the Sales Director for Land Rover and the Overseas Strategy construction sectors. He has 25 years of senior cross-
Ÿ How are left field macroeconomic events impacting business in the National Sales Company (NSC) for the Nissan, Infiniti Director for Rover International before moving in the functional management experience with multinational
Middle East? and Renault brands in Dubai and the Northern Emirates. early 90’s into General Management in the Middle companies in the technology, private equity, retail and
Ayat has been responsible for delivering consistent East. He worked in Dubai, Qatar and Egypt in senior financial services sectors. He was the MD of Safinvest
Ÿ How important are risk management practices in achieving success year-on-year growth and ensuring market leadership management positions before joining YK Almoayyed in SA, a multi-billion dollar private investment group, and
in today’s business landscape? in key vehicle segments. His medium term goal is to turn 2005 as Chief Executive. YK Al Moayyed is a diversified the senior VP and CFO of Compass Holding, a family
Ÿ What are the performance levers businesses need to leverage to be the automotive operations of AW Rostamani Group into business group with business in the automobile, building business with operations in fifty countries. Constantin
a US$2 billion company by 2015. materials, electronics, industrial and building systems previously held senior executive positions with Hewlett
competitive in an ever changing world? and furniture and interior design sectors. Packard.

09.00 The Office Of Strategy Management (OSM) As A Driver Of Sustainable Business 11.45 Qatar Government: Driving The Implementation Of The Balanced Scorecard From
Success An Unexpected Source - Finance
Ÿ Defining the scope and responsibilities for the OSM to ensure real alignment of Ÿ The case for change and resistance to migrating from a government culture to a
performance-driven one based on KPIs
management processes to the strategy
Ÿ Populating the OSM with capable managers who will make things happen
Ÿ Implanting the OSM (Office of Strategy Management) into the Finance Function
- where you would least expect it
A great opportunity to meet the
Ÿ In it for the long haul: moving past the initial project to embed a sustainable Ÿ How this BSC implementation will enable the State Audit Bureau to audit
the more than120 government ministries and entities for strategy execution
Balanced Scorecard gurus
organisational framework to support the new performance management capability in Qatar - another term for sound governance
system Dexter Calivara, Qatar Fuel - WOQOD
Mazen Dauleh, Strategy Consultant, State Audit Bureau, Qatar
Alan Guest, CEO, YK Almoayyed & Sons, Bahrain
12.30 ADDIMA Consulting Case Study
09.45 Networking And Refreshment Break
13.15 Lunch And Networking Break
10.15 Risk Management: When Competing Strategic Objectives Collide To Create A
“Black Swan” Risk
The BSC Journey And Practitioner Perspectives Along The Way Ÿ Communicating strategy, reducing altitude and maintaining focus to maximise
synergy
Ÿ The ADPC Enterprise Risk Management Framework: Aligning risk management 14.15 BSC: The Right Start - Building Engagement, Accountability And A True Ruben Decoud, Manager International Human Resources, Mary Kay, USA
activities down to the project level Performance Culture With The Balanced Scorecard
Ÿ Back from the brink: Managing a “black swan risk event” on a regional mega- Ÿ Developing strategic direction and establishing a strategic change agenda that 15.45 Networking And Refreshment Break
project reflects the key strategic priorities
Must Attend

Ÿ Risk action: Engaging multiple internal and external stakeholders for successful Ÿ Getting started with a robust strategy map and scorecard which are a true 16.15 BSC: Mature Implementation – Maintaining Momentum And A Clear Strategic
risk mitigation reflection of the corporate strategy Direction In An Ever Changing World
Ÿ Sustaining strategic focus
Ÿ Risk velocity: Understanding its impact on risk appetite and response Ÿ Building and sustaining senior level understanding and commitment to a new
Ÿ Driving organisational change
approach and a new corporate scorecard
Ÿ Future-world scenario planning: less about prediction, more about organisation Ÿ Delivering performance
flexibility and resilience Ÿ Keeping up the momentum with the BSC implementation: Managing the BSC Ÿ Lessons for implementation
programme to ensure success V. Ganapathy Subramanian, Head – Strategic Planning, Infosys Ltd, India
Domenic Antonucci, Chief Risk Officer, Hall of Fame Award Winner 2007
Mahmoud Al Sayyed, Vice President Strategy Management,
ADPC (Abu Dhabi Ports Company), UAE Zamil Group Holding Company, KSA
17.00 Balanced Scorecard Practitioner – Expert Panel
11.00 Successful Balanced Scorecard Implementation In A Project Focused Organisation 15.00 BSC: The Middle Years - Linking The Organisational Vision To The Individual By A great opportunity to ask those questions you really want to ask expert
Ÿ Real results: applying the Balanced Scorecard to deliver new infrastructure and Creating A Strategic Line Of Sight practitioners about every step of the Balanced Scorecard journey.
public services in support of Bahrain Vision 2030 Ÿ Achieving alignment to a strategic vision across borders and functions Mahmoud Al Sayyed, Vice President Strategy Management,
Ÿ Linking core business and management initiatives with operational projects Zamil Group Holding Company, KSA
Ÿ Translating strategic vision into tangible behaviors to maximise synergy and
Ÿ Integrating the Balanced Scorecard with the Ministry’s Project Management Ruben Decoud, Manager International Human Resources, Mary Kay, USA
clarify performance expectations
Framework V. Ganapathy Subramanian, Head – Strategic Planning, Infosys Ltd, India
Ÿ Linking business activities and performance indicators to people processes and
Raja Al Zayani, Chief Of Strategic Planning, Ministry Of Works, Bahrain individual appraisal systems 17.45 End Of Forum Day One

Feature Speakers Spotlight
Amir Al Janahi Domenic Antonucci Raja Al Zayani Mahmoud Al Sayyed
Corporate Controller Chief Risk Officer Chief Of Strategic Planning Vice President Strategy
Dubal ADPC (Abu Dhabi Ports Company) Ministry Of Works Management
UAE UAE Bahrain Zamil Group Holding Company
KSA

Amir Al Janahi is a member of Dubai Aluminium (DUBAL)’s Domenic is responsible for programme risk and Enterprise-wide Raja has established the strategic planning section at the Ministry Mahmoud has an MBA, Certified Management Consultant (CMC),
Executive Management team working as Corporate Controller. Risk Management (ERM) for Abu Dhabi Ports Company (ADPC) of Works, which has acted as the region’s first Office of Strategy Kaplan-Norton Palladium Balanced Scorecard (BSC) Certified
He is responsible for the effective execution of DUBAL’s strategy an infrastructure developer. The Khalifa Port and Industrial Management. In three years from its establishment, the strategic Graduate and Certified Project Management Professional (PMP)
and operational objectives using the Balanced Scorecard, which Zone is a mega-size project constructing one of the world’s planning section has supported Ministry of Works in winning with 16 years of experience in management and consulting
was adopted by DUBAL in 2005. Amir also has responsibility for largest vertically integrated industrial and transportation hubs. the Hall of Fame Award, which is the world renowned award in the fields of strategy management, corporate governance,
management reporting, budgeting, forecasting, preparation of Domenic has 30 years experience in corporate strategic planning, for excellence in strategy management. Raja has been a key organisational development and business valuation. Mahmoud
financial statements, internal control and management of the operations and business risk management consulting in the UAE, member in supporting Ministry of Works to found, plan, execute, has been in his current role since September 2008. He is
finance department and the accounts payable process. He has Middle East, Africa and Asia-Pacific with firms such as Shell. and manage the strategy. She has been recognised by Palladium responsible for initiating and implementing the Group strategy
been with DUBAL since 1988, and formerly held a financial control Prior to joining ADPC, Domenic was a strategic risk consultant to Group for Strategy Execution as the world’s first Certified management system using the Balanced Scorecard framework
role at the Commercial Bank of Dubai. He is a fellow member of MENA regional clients with the world’s largest risk consulting firm Practitioner during the Palladium Summit at London during June as well as governance and organisation alignment practices.
CIMA. Marsh, having relocated from chief risk officer roles implementing 2011.
AS4360 risk standards with Australian organisations.


New Guru Speaker Jeroen De Flander
Jeroen De Flander is a seasoned international strategy execution expert, top executive coach, seminar leader and highly regarded keynote Be among the first to hear Jeroen speak in the UAE
speaker. on Wednesday, 25 April 2012, 08.30 – 12.00!
Jeroen has helped more than 17,500 managers in 22 countries master the necessary execution skills, including the USA, Brazil, Venezuela, Drawing on The Strategy Execution Barometer™, the
Jordan, Malaysia, Spain, Italy, Russia, Estonia, the Netherlands, France, the UK, Germany, Egypt, China, Croatia, Korea and Belgium. He has leading resource worldwide for practical, fact-based
shared the stage with strategy gurus like Michael Porter and Costas Markides. Strategy Execution market data, Jeroen de Flander will
answer that all-important question: Why do companies
His book, Strategy Execution Heroes, reached the Amazon bestseller list in five countries. Jeroen is co-founder of the performance factory fail in executing their strategy? With reference to data from
– a leading research, training and advisory firm which is solely focused on helping individuals and organisations increase performance over 1400 companies, 20,000 managers, 36 countries
through best-in-class strategy execution. and 29 sectors, Jeroen will show you how your company
measures up against others in terms of strategy execution
For several years, he had global responsibility for the Balanced Scorecard product line for Arthur D. Little – a leading strategy consulting capability, explain why companies fail to execute their
firm. The 50+ companies he has advised on various strategy and strategy execution topics include Atos Worldline, AXA, Base, Bridgestone, strategy correctly and provide you with the tools and
CEMEX, GDFSuez, Honda, ING, Johnson & Johnson, Komatsu, Sony and the Flemish and Belgian governments. techniques to avoid making the same mistakes!

What people say about The Strategy Execution Barometer™:
A very insightful report that reflects everyday realities This report offers a true benchmark for us with
at the ground level. It also makes you realise that regards to other large international companies.
Book signing with you are not alone in facing the problems of implementing It allows us to compare ourselves to both the
Jeroen de Flander your company strategy. I have been able to use this average and the best-in-class so we know
report as a benchmark to improve my organisation’s exactly where we stand and how we should act
on Wednesday, 25 April 2012, 10.00-10.30 performance management process accordingly

Dr Mohammed Ilyas, Manager Economics and Business Support, SABIC, KSA Bart Ponsioen, Senior Associate, ING, Germany

Forum Day Two Wednesday, 25 April 2012
07. 45 Morning Coffee 12.00 Implementing Balanced Scorecard To Achieve Best In Class 15.15 Networking And Refreshment Break
Business Performance In Adverse Market Conditions
08.15 Chairman’s Opening Remarks Setting the tone at the top: the instrumental role of leadership in 15.45 The Internal Processes Perspective: Driving Operational Excellence
José María Ortiz, Vice-President, Palladium, EMEA strategy execution success Through The Balanced Scorecard
Jose Maria oversees EMEA operations. Since joining Ÿ Delivering a communication and awareness campaign that Ÿ Identifying and understanding your competitive advantage as a
Palladium ten years ago, Jose Maria has developed a brings strategy to life every day driver of breakthrough performance
strong professional career, first appointed as the COO
of Iberia Spain, later becoming the Managing Director, Ÿ “Strategy is everywhere”: Creating a strategic line of sight from Ÿ Identifying opportunities for productivity gains by designing
and more recently the COO for the EMEA region. He previously head office to the plant productivity initiatives
worked for PwC, collaborating with companies such as Endesa, Ÿ Embedding a true performance culture: from strategy definition Ÿ Prioritising and monitoring productivity initiatives to embed
Iberdrola, Barcelona City Council, the Spanish government and the to budgeting and operations process change for sustainable results
Portuguese government to develop strategy management systems.
The focus of his work has been on the development and definition of Amir Al Janahi, Corporate Controller, Dubal, UAE Ÿ Benchmarking results against industry peers to drive
corporate performance tools in large, complex organisations. Hall of Fame Award Winner 2011 continuous performance improvement
Amir Al Janahi is a member of Dubai Aluminium (DUBAL)’s
Yousef Ahmed Al-Muhannadi, Rolling Mill Manager,
Executive Management team working as Corporate Controller.
Qatar Steel, Qatar
Guru Morning He is responsible for the effective execution of DUBAL’s strategy
Become A Strategy Execution Hero by Jeroen de Flander and operational objectives using the Balanced Scorecard, which
16.30 Staying On Track: Developing Corporate Performance That Fairly
was adopted by DUBAL in 2005. Amir also has responsibility for
Reflects The Organisation Strategy And Objectives
08.30 The Strategy Execution Barometer™: Why Do Companies Fail To management reporting, budgeting, forecasting, preparation of
Ÿ ADEC programmes and performance management
Execute Their Strategy Successfully…… financial statements, internal control and management of the
finance department and the accounts payable process. He has been Ÿ Defining an optimum balance of quantitative vs qualitative
Insights From The Largest Strategy Execution Benchmark In The with DUBAL since 1988, and formerly held a financial control role at measures across the three perspectives (not for profit)
World the Commercial Bank of Dubai. He is a fellow member of CIMA. Ÿ Keeping the strategic objectives in sight: defining the right
Learn how your organisation’s strategy execution performance
metrics to influence behaviours in a way which drives improved
and capability compares to your peers in the region and around 12.45 Lunch And Networking Break performance
the world! Find out just how the world’s top companies are faring
in executing their strategy with reference to the world’s leading Ÿ Challenges and limitations to performance management
13.45 Driving Strategic Alignment And Managing Risk In The New World
strategy execution benchmarking data covering over 20,000 Tarek El Mourad, Head Of Programms And Performance
Order: Keeping Your Business On Track In An Ever Changing
managers, 1400+ companies, 36 countries and 29 industry sectors.
Business World Management, Abu Dhabi Education Council, UAE
Jeroen De Flander, Managing Director, The Performance Factory,
Belgium Ÿ Boosting business results with the Balanced Scorecard
Ÿ ‘New Normal’ in the technology industry: Adapting the strategy 17.15 Closing Remarks From The Chairman
10.00 Networking And Refreshment Break to succeed in a world of cloud computing and shifting vendor
strategies 17.30 End Of Forum
Book Signing with Jeroen de Flander Ÿ Leveraging the Balanced Scorecard to drive alignment around
the new strategy
10.30 …..And What You Can Do To Lock In Strategy Execution Success By
Avoiding The Same Mistakes! Bill Padfield, CEO, Dimension Data Asia Pacific, Singapore

Essential New Tools And Techniques That Will Make Strategy 14.30 Organisational Excellence At Abu Dhabi Sewerage Services
Happen For Your Organisation Company: An Integrated Approach
In this session, leaders learn about the strategy execution secrets Ÿ Getting started with the Abu Dhabi Executive Council’s Strategic
from the best-in-class. You will discover new insights and receive Planning and Performance Management framework
practical tips to boost strategy execution in your own company:
Ÿ Developing an organisational excellence roadmap focusing
Ÿ How to link organisational and individual performance with “The
on process improvement, risk mitigation, benchmarking and
8”, a powerful strategy execution framework
compliance with international standards
Ÿ Strategy communication: how to get the strategy into the head,
heart and hands of your people Ÿ Introducing the Balanced Scorecard at ADSSC and integrating it
into the organisational excellence roadmap
Ÿ Four Balanced Scorecard insights for the advanced practitioner
Ÿ Leveraging technology to fully integrate multiple excellence
Ÿ Strategy execution Zen: the art of a simple strategy execution
process initiatives for effective performance management

Jeroen De Flander, Managing Director, The Performance Factory, Zillay Ahmed, Organisational Excellence and Quality Advisor,
Belgium Abu Dhabi Sewerage Services Company, UAE

V. Ganapathy Subramanian Bill Padfield Ruben Decoud Tarek El Mourad
Head – Strategic Planning CEO Manager International Human Head Of Programmes And
Infosys Dimension Data Asia Pacific Resources Performance Management
India Singapore Mary Kay Abu Dhabi Education Council
USA UAE

Ganapathy heads Strategic Planning and Performance Bill (AMP, INSEAD, France) was appointed Chief Executive Officer For the last 20 years Ruben Decoud has been involved in strategic Tarek is heading the programmes and performance management
Management at Infosys. In this role, he is responsible for long and of Dimension Data Asia Pacific Pte Ltd (formerly known as planning and management of Human Resources in Lloyds TSB division at Abu Dhabi Education Council (ADEC) since April 2007.
medium term planning for the company, corporate development Datacraft Asia Pte Ltd) in August 2003. Bill joined Dimension Data Bank Plc and KPMG Consulting in Paraguay, Brazil, UK and Tarek has worked more than 14 years in strategic planning,
and driving alignment through the corporate performance as Chief Operating Officer in November 2001 and was appointed USA. At his current company, Mary Kay Inc., based in Dallas – effectiveness and performance management. Prior to joining
management processes across Infosys. He has over 13 years as an Executive board member in October 2002. As the CEO, Bill TX, he is involved in Global Human Resources Strategy which ADEC, Tarek established and managed the office of Institutional
of experience in the areas of strategy, planning and finance, in manages and oversees all aspects of the Dimension Data Asia includes strategic design and deployment of Human Resources Research and Planning at Abu Dhabi University and the office
industries spanning banking, insurance, management consulting Pacific Group’s operations, and drives the Group’s transition into programmes and systems to employees across four regions and of Institutional Research at the American University of Sharjah.
and IT Services. Before joining Infosys in 2005, his experience a world-class IT services company. Bill has 34 years of IT and 33 countries. Ruben has concentrated his efforts and energy During his career, Tarek has directed performance management,
has been in areas of planning and assurance, having set up and telecom industry experience in Europe, North America, the Middle on creating clarity and alignment within the business. He now institutional effectiveness, business advisory, quality control and
headed business planning and financial planning functions in two East and Asia Pacific. has responsibility for the Balanced Scorecard for the Human information management units. He has also served as the Human
private sector general insurance companies. Prior to his stint in Resources function. Capital coordinator for Abu Dhabi government.
insurance, he also has consulted for Indian companies, primarily in
the areas of strategy and finance.


Limited Spaces Available
Expert Led Workshops Book early to secure your first choice!
Workshop timings: Registration for the workshops will commence at 08.00 on the day of the workshop.
Workshops will begin promptly at 08.30 with refreshments being served at appropriate times. The workshops will conclude at 14.30 at which time lunch will be served.

Pre-Forum Workshops Saturday, 21 April 2012 Post-Forum Workshops Thursday, 26 April 2012
A Risk Managementrisks that might otherwise derail your
Mitigate the business
For Strategy Execution
Who Should Attend D The 8 –complexity out of implementing Balanced Scorecard
Take the
A Unique Strategy Execution Framework Who Should Attend
Everyone who is looking for research based, practical tips to boost
company from its strategic journey! Ÿ Risk management professionals with this simple, practical, straightforward methodology! strategy execution in their organisation.
Attendance at this workshop counts towards credits for the Kaplan Ÿ Senior officers involved in strategy definition
Norton BSC Certification™ Ÿ Strategy execution executives Workshop Overview Your Expert Workshop Leader
In this workshop, you learn what it takes to turn strategy execution Jeroen de Flander, Managing Director,
Workshop Overview Benefits Of Attending
into a competitive advantage for their organisation. The session will The Performance Factory, Belgium
In the aftermath of the global economic meltdown, risk The workshop provides you with: Jeroen De Flander is a seasoned international strategy
Ÿ A proven framework to implement immediately and achieve zoom into two crucial execution levers, often overlooked: how to link
management has taken on new importance, not only in the financial execution expert, top executive coach, seminar leader and
results all execution efforts into one, simple framework and the other side
services sector, but across industries. Experienced users of the highly regarded keynote speaker. Jeroen has helped more
strategy map and BSC realise that the BSC management system Ÿ Hands-on training with expert instructors of innovation: turning great ideas into practice. than 17,500 managers in 22 countries master the necessary
represents not only an appropriate tool for risk management but Ÿ Practical application through learning exercises execution skills, including the USA, Brazil, Venezuela, Jordan, Malaysia, Spain,
also one that allows integration of risk management with strategy Ÿ Networking opportunities with other professionals involved Benefits Of Attending Italy, Russia, Estonia, the Netherlands, France, the UK, Germany, Egypt, China,
and performance management in strategy execution Ÿ Learn how strategy execution can become your next Croatia, Korea and Belgium. He has shared the stage with strategy gurus like
competitive advantage Michael Porter and Costas Markides.
The workshop will present best practice examples of project and Your Expert Workshop Leader Ÿ Deep dive into the ‘8’, a unique, simple strategy execution
enterprise risk management and will examine the role of the ‘risk Aldo Labaki, Consulting Manager, framework His book, Strategy Execution Heroes, reached the Amazon bestseller list
Palladium Middle East, UAE in 5 countries. Jeroen is co-founder of the performance factory – a leading
management officer’ focusing on how to balance compliance and Ÿ Learn how to turn your company into an innovation research, training and advisory firm which is solely focused on helping
business enabling roles. Linking risk management to strategy execution factory individuals and organisations increase performance through best-in-class
execution will be explained as will the development of a Key Risk Aldo Labaki has over 10 years of international experience Ÿ Find out what strategy execution role is expected from the strategy execution. For several years, he was the responsible manager
Indicator (KRI) scorecard. The Palladium expert trainers will describe in strategy execution, change management and
2020 leader worldwide of the Balanced Scorecard product line for Arthur D. Little – a
how to develop initiatives to mitigate and manage risk and will corporate performance implementation projects in large
leading strategy consulting firm. The 50+ companies he has advised on
explain the role for scenario planning, war gaming and stress testing organisations. At Palladium, he focuses on definition and implementation of various strategy and strategy execution topics include Atos Worldline, AXA,
strategy execution and corporate performance management methodologies,
Key Topics
to anticipate and avoid the adverse consequences from external Base, Bridgestone, CEMEX, GDFSuez, Honda, ING, Johnson & Johnson,
processes and tools, as well as leading complex change management Ÿ The crucial building blocks of the ‘8’
risk events. Finally, the positioning of the organisational risk Komatsu, Sony and the Flemish and Belgian governments.
programmes. Aldo has international experience in the finance, utilities, Ÿ Guidelines to simplify the strategy execution process in your
management office within the enterprise will be discussed.
engineering, telecommunications, construction and government sectors. organisation
Key Topics Prior to joining Palladium, Aldo was a member of the BSC implementation Ÿ The other side of innovation – the innovation execution
Ÿ The risk management framework outline team in Unibanco (a Brazilian privately held financial institution), achieving challenge
Ÿ Linking risk management to strategy execution the acclaimed Balanced Scorecard Hall of Fame™ certification for the
Ÿ Developing initiatives to mitigate risk organisation. Prior to that Aldo led a major restructuring project for a large

E The Balanced Scorecard In A Project Focused
Ÿ The risk management office hotel organisation in the US. Ÿ Step by step development of a generic project organisation
Organisation scorecard
Apply the Balanced Scorecard on your next project and watch your - What are the common strategic objectives and
B Aligning Human Capital To Drive Performance
Breakthroughs project delivery performance soar! measures (note – this is NOT a menu approach, but
intended to illustrate the concept with a hypothetical
Harness the power of people behind common goals to guarantee business situation)
your company’s success! strategy management and human resource management to Workshop Overview
All organisations combine, in varying degrees, processes and Ÿ The practicalities and limitations of attempting to apply the
develop an approach to help organisations seamlessly align
Workshop Overview people to strategy – ensuring a clear link between expectation, projects. The classic Balanced Scorecard methodology aligns the BSC to a single project
Leaders are mystified when what they thought was a beautifully performance, result and reward. themes of strategic objectives, measures, targets and initiatives
crafted strategy from their offsite is not well implemented or (strategic projects). Session 3
executed. Who Should Attend Ÿ An extended group exercise
That said, most textbook applications of the BSC are focused on
Ÿ Strategy and HR Managers looking to align people to the Ÿ Based upon a given case study situation, each group will
Organisations do not execute unless the right people, individually strategy organisations that are principally “process” in focus, albeit with
some project involvement. However, this workshop specifically develop and then present to the workshop as a whole on the
and collectively across all levels of the organisation are effectively Ÿ Managers who want to link the performance management
addresses the issues of applying the BSC to an organisation that is process and outcome of how they have designed a project-
connected to the strategy, and are geared up to follow through and system to strategy execution
principally project-focused. focused Scorecard
act on the appropriate set of connected activities. Ÿ Individuals who seek to motivate their staff to work together
The final session of the day involves a group exercise in which each Ÿ Closure and next steps
for the shared objective
Key Topics group will be required to develop and present their solution to a
The workshop will introduce participants to our TAUC™ framework: Your Expert Workshop Leaders Who Should Attend
given case study situation.
Ÿ TALENT READINESS - how to ensure the individual and the Muibat Ijaiya, Director, Ÿ Business managers, at all levels of the organisation, who
organisation are geared up and enabled to execute Attendee numbers will be strictly limited to facilitate a workshop
BSC Strategy Management, UK
rather than lecture format. recognise the challenges of aligning project performance
Ÿ AGILITY – best practice of engaging and mobilizing all to with overall organisational strategy
continually challenge, innovate and renew for the purpose of Muibat is a strategy management and execution expert, Benefits Of Attending
with extensive experience helping organisations to Ÿ Understand how to align the strategic disciplines of the Ÿ Project, programme and portfolio managers who understand
our shared goal the potential benefits of applying Balanced Scorecard
Ÿ UNITY – empower each individual in the organisation in their develop and implement integrated strategy management Balanced Scorecard with that of project management
systems. Her client engagements range from strategy development, Balanced Ÿ Explore – generically – the development of a project- concepts to their activities
decision making to make choices that reinforce one another
Scorecard design and implementation, linking operation plans to strategy,
focused BSC: from overall corporate goals to measures and Ÿ Strategy and Balanced Scorecard coordinators
and thus rendering the whole population of employees
and business transformation projects. Muibat has over 12 years consulting
exponentially more effective and advisory experience with clients including Aviva Plc, EWA, QIB, DHL
targets
Ÿ CLARITY- how best to effortlessly ‘create a line of sight Ÿ Learn how the traditional role of the Project Management Your Expert Workshop Leader
logistics, ITFC- Islamic Development Bank, Express Vending, and Allianz
from the organisation’s strategic objectives to individual Global Investors – AP. Muibat previously worked with Drs Kaplan and Norton Office (PMO) can be aligned with Office of Strategy Alan Fell, Managing Director,
objectives’ – Personal Scorecards at Palladium and her industry experience was gained with Eli Lilly - a top ten Management (OSM). Alan Fell Consultancy, UK
global pharmaceutical company.
We shall not be covering how to develop a Balanced Scorecard for Alan Fell is a leading internationally recognised and
Workshop Agenda respected specialist in the Balanced Scorecard and the
the organisation. The content of this workshop goes beyond the Zakeera Vidler, Director - HR Consulting, Session 1
Balanced Scorecard design and development; it is about making it wider discipline of strategy execution. After a successful
ConnectedGroup, UAE Ÿ Introduction and overview of the business differences career with a major UK commercial bank, and which he led one of the very
practical on the ground with people!
Zakeera Vidler is the Managing Partner at ConnectedHR. between a process and project focused business early BSC applications in 1993-96, Alan has been a consultant and trainer on
She has extensive experience in the areas of leadership Ÿ Projects v programmes v portfolios – and the management the BSC and related disciplines for the last 15 years. His work spans a wide
Our workshop approach is interactive, energetic, and participative.
development, human capital, change management, and differences variety of business sectors and covers public training seminars, customised
We believe you learn by doing – to get hands-on experience we in-house training and management consulting in the BSC and strategy
will use a case study and various WholeBrain™ Thinking related coaching and mentoring and leadership team building experience. Prior to Ÿ BSC strategic initiatives ( projects )
consulting Zakeera held various leadership development and HR Director execution. During these 16 years, he has run well over 250 workshops across
concepts. - Effective planning of appropriate initiatives the UK, Europe, South Africa, Middle East and South East Asia. Alan has been
posts within large complex Fortune 500 organisations. Recently, her focus - Project planning and evaluation
has been on helping organisations ensure human capital readiness, as well a very frequent visitor to the GCC for many years and some 75% of his work
Benefits Of Attending - Initiative / project prioritisation
as supporting them with developing and building high performance oriented is now undertaken in the GCC. During this long experience he has also been
This workshop provides insights into how best practice - Aligning project output with business outcome chairman of many events with Drs Kaplan and Norton. Alan brings a highly
organisations address the key obstacles to execution and effective teams - geared for execution. Zakeera has worked with clients including
Bahrain’s Electricity and Water Authority, ITFC, and Woqod Qatar Fuel. pragmatic, no-nonsense and robustly disciplined approach to the subject and
align its human capital to strategy. We bring together expertise in a passionate belief that – provided it is designed and used properly – a BSC
Session 2
Ÿ Applying the BSC concept and methodology to a project- can indeed transform the performance of an organisation.

C
C Best Practice Change Management For
Successful Strategy Execution
- Leadership and management: different but both are very
necessary
focused business

Get the change management skills and knowledge you need to fully - How to assess leadership
F A Practicalyour company’s performanceBenchmarking
Guide To Performance Benefits Of Attending
embed your strategy execution programme! - Communicate, communicate, communicate ...
- The vital importance of communication and the benefits Find out how compares to your You will see how performance benchmarking works in practice
Workshop Overview of creating a regular communication process regional and international peers and use the knowledge to and develop the skills and knowledge to initiate and deliver a
No organisation has a strategy that requires us to stand still. In a Ÿ Measuring change management drive your own performance breakthroughs! benchmarking initiative in your own organisation.
rapidly changing world, littered with unexpected surprises, it is - What gets measured gets managed. So how can we
critical for every organisation to manage change. Organisations that practically measure / assess the change management Who Should Attend
respond best to change usually emerge as the “winners”. Workshop Overview
capability of an organisation. Benchmarking in the Middle East can be challenging but can be Ÿ Executive management team members
But whilst there is widespread recognition of the important of - The John Kotter 8-step change model valuable means of understanding how your company’s performance Ÿ Organisational excellence and performance management
Change, there is an equally widespread concern that change Ÿ Benefits management professionals
compares to others in your peer group and where you should target
management (“CM”) is difficult to implement successfully. - Measuring the effectiveness of change management
- Change is not a one-off event: how can we embed your performance improvement efforts. Whether it is same-
industry or multi-business or process-based or metric-based or Your Expert Workshop Leader
So if strategy execution is a critical requirement for the future, and change management competence?
change is a key element of strategy execution, how can we use the Ÿ Case study – using the SFO (Strategy Focused Organisation) 1-2-1, all approaches can be complex and time-consuming and
BSC to address the inherent challenges of the subject?. framework to drive change across an organisation organisations should be willing to implement changes in order Zillay Ahmed, Organisational Excellence
- A short introduction to the SFO framework to realise the full benefits. This workshop will present real world and Quality Advisor, Abu Dhabi Sewerage
Benefits Of Attending - An amalgam case study setting out how the SFO benchmarking case studies to delegates to demonstrate how to Services Company, UAE
Ÿ Understand what is “change management” and why it is so best-practice framework can provide a structured initiate and deliver performance benchmarking projects in line with
important for strategy execution? methodology to focus a change agenda directly linked to multiple approaches. This session will provide invaluable practical Zillay Ahmed is an organisational transformation professional with
Ÿ Learn how to align change management within the better strategy management / execution over 31-years of diversified experience in strategic business planning,
tools and insights to allow you to implement a benchmarking performance management, process improvement, risk management,
Balanced Scorecard. How can we measure / assess change Ÿ Managing unexpected change
management as a “measure” within the Scorecard? initiative in your organisation. Balanced Scorecard, change management, corporate communication,
- Organisations that have the capability to respond faster sustainability reporting, business continuity, corporate governance, business
Ÿ Identify and manage the common barriers to successful than the competition gain significant advantage at a intelligence and benchmarking. With 27-years of experience in Abu Dhabi,
change managementUnderstand the “output” aspect of Key Topics Zillay is currently a member of the senior management team at ADSSC,
time of unexpected turmoil Ÿ Understanding the business benefits of performance working as Organisational Excellence and Quality Advisor. He has successfully
change management (“benefits management”) and how to - How can businesses prepare for surprises benchmarking developed and deployed a unique organisational excellence model at ADSSC,
assess the effectiveness of change management focusing on process, risk, technology, strategy and performance dimensions.
Who Should Attend Ÿ Evaluating performance benchmarking approaches and Zillay has led benchmarking projects at ADSSC with Australian and Canadian
Workshop Agenda Ÿ Business managers, at all levels, who recognise the deciding which is best for your organisation based consortiums, respectively. Prior to joining ADSSC, Zillay worked with
Ÿ What is change management and how does it align with Ÿ Case study 1: multi-business process benchmarking
National Bank of Abu Dhabi and later with Abu Dhabi Securities Market
challenges of managing change (renamed ADX) as Head of Business Excellence. Not averse to taking risks,
BSC?
Ÿ HR professionals who want to proactively help their Ÿ Case study 2: same-business consortium style process Zillay left the corporate world after 13-years with ZADCO (ADNOC group)
Ÿ The challenges of strategy execution and established his own consultancy practice (Al Bawardi Tatweer) in Abu
organisations to manage change benchmarking
- Most organisations fail in strategy execution. Why? Dhabi, which expanded regionally into 8 countries. Partnering with blue-chip
Ÿ Strategy and Balanced Scorecard coordinators Ÿ Case study 3: same-business consortium style metric
- We examine why so many businesses fail to implement industry leaders like Juran Institute, Gentia, Micrographics and others, he
their ambitions and the role of change management Your Expert Workshop Leader benchmarking introduced consortium-style process benchmarking, six sigma and balanced
Ÿ Two key requirements: leadership and communication Ÿ Case study 4: multi-business 1-2-1 benchmarking scorecard in UAE.
Alan Fell, Managing Director, Alan Fell Consultancy, UK
- Leadership and the need for leadership as a critical input See workshop E for biography.
component of change management


Our Sponsors
Strategic Partner Supporting Sponsor Sponsor

BSC Strategy Management is a professional services organisation
Palladium Group is the global leader in helping organisations execute ADDIMA Consulting is a specialized consulting firm based in London that focuses on helping private and public organisation’s to clarify
their strategies by making better decisions. with solid presence in the Middle East through its offices in Riyadh, and execute their strategies. Supported by expert associates,
Dubai and Beirut. ADDIMA is well positioned to provide a proven we effectively combine strategy implementation expertise, with
Our expertise in strategy, risk, corporate performance turnkey Balanced Scorecard (BSC) development & implementation best practise in aligning and managing Human Capital for higher
management and business intelligence helps clients achieve an because of : performance in strategy execution.
execution premium. Our services include consulting, conferences,
communities, training and technology. Palladium’s Balanced Ÿ Our experienced & certified BSC practitioners and strategy Our offering – Our subject matter expertise and field experience
Scorecard Hall of Fame for Executing Strategy™ recognises more experts is firmly grounded in the areas of strategy execution and human
than 120 organisations worldwide that have achieved outstanding Ÿ Our solid expertise in various industries in the Middle resource management. We offer bespoke consultancy services
execution premiums. East, our deep understanding of the local culture, and the in Strategy Review, Balanced Scorecard implementation,
command of the Arabic business language in addition to the Performance Improvement, Business Transformation, Organisation
English and French. Effectiveness, as well as Learning & Development solutions, and
Ÿ Our exclusive partnership in the Middle East with Paul Niven, Executive Coaching / Mentoring programmes.
a noted speaker and writer on the subject of the Balanced To hear more on how we can support you please contact:
Scorecard, and hands-on practitioner muibat@bsc-strategy.com +447796220535
zakeera@ConnectedHR.Com +974 55849897

Industries Who Attend Sponsorship Opportunities
Balanced Scorecard Forum
Align Your Brand With Drs Kaplan And Norton
Now in its second decade, the Balanced Scorecard Forum has established a strong reputation as the leading Balanced Scorecard conference in
the region. Many of our delegates are on the verge of adopting the Balanced Scorecard and are looking for advice and guidance on how to do it
well and are looking for experienced management consultants and Balanced Scorecard experts to help them do this.

Many have implemented the Balanced Scorecard by starting small with excel based measurement and reporting systems – they are now
looking to take the next step and automate – they need to find out more about the best software options on the market for their unique
circumstances.

As a management consultant with experience in implementing the Balanced Scorecard or a software vendor with performance management
solutions, you are perfectly placed to serve our large delegate base.

Contact Charlie Bark-Jones for details on tailored sponsorship packages to meet your needs
on +971 (0) 4 407 2608 or sponsorship@iirme.com

6 Great Reasons To Sponsor
Government
Petroleum, Energy and Utilities
1. New Sales Leads – Showcase your products or services either by exhibiting or taking part in the programme to meet key
strategy execution decision makers.
Investment and Finance
2. Launch New Products or Services – Draw attention to your brands by using Balanced Scorecard 2012 as a launch pad for
Telecommunications and Media new products and services.

Manufacturing - Industrial 3. Enter New Markets – Exhibiting is one of the most cost effective and time efficient ways of entering new markets.
Retail, Trade and Hospitality
Healthcare and Education 4. Build Customer Loyalty – Face to face contact at conferences cements your position as a market leader and helps to develop
client loyalty.
Real Estate
Agriculture, Metals, Minerals 5. Position Your Company Brand – Align your brand with Dr Kaplan and Dr Norton to position your company as an industry
leader.
Transport and Logistics
6. Brokering New Business Partnerships – Partner with delegates or other sponsors to deliver more compelling solutions to
Business services their clients.

About The Venue
Standing tall in the heart of one of Dubai’s most vibrant neighbourhoods, where crystal waters shimmer
against modern architecture and luxury yachts moor alongside trendsetting restaurants, The Address Dubai
Marina is a haven for the discerning traveller.

With 200 luxurious rooms, four superb restaurants and lounges, a relaxing spa, spectacular infinity pool and
state of the art meeting and event facilities, The Address Dubai Marina will keep you refreshed and inspired.

Perfectly situated for your business needs, The Address Dubai Marina is just a short ride away from Dubai
Media and Internet Cities, Knowledge Village, Jebel Ali Free Zone, and within walking distance from the metro
station.

And what is business without a little fun? With the white sand beaches of the Arabian Gulf just a stroll away,
and the hotel’s direct link to the stylish Dubai Marina Mall, The Address Dubai Marina gives you every reason
to extend your stay and unwind.
Source: http://www.theaddress.com/en/hotel/dubai-marina


BALANCED SCORECARD FORUM
21 - 26 April 2012
DUBAI
The Address Hotel, Dubai Marina, UAE

FIVE WAYS TO REGISTER
971-4-3352437 IIR Holdings Ltd. GCS/IIR Holdings Ltd.
P.O Box 21743 P.O Box 13977
971-4-3352438 Dubai, UAE Muharraq
Kingdom of Bahrain
register@iirme.com www.iirme.com/bsc

Please the session/s you wish to attend:
Conferences
Balanced Super Early Bird Book Between Book After
Days Scorecard Book Before 3 February And 16 March 22-23 April 2012
Masterclass with Dr Kaplan
Forum Dubai 2012 2 February 2012 15 March 2012 2012 and Dr Norton – 2 days

US$ 5,180 US$ 5,530 US$ 5,680 24-25 April 2012
6 Days Entire Event Balanced Scorecard Forum
Save US$ 2,920 Save US$ 2,570 Save US$ 2,420 – 2 days
Masterclass + Forum US$ 4,685 US$ 5,035 US$ 5,185 Pre-Forum 21 April 2012
5 Days
+1 Workshop Save US$ 2,160 Save US$ 1,810 Save US$ 1,660
Workshop A
4 Days Masterclass + Forum
US$ 4,090 US$ 4,440 US$ 4,590 Risk Management for A1196
Save US$ 1,500 Save US$ 1,150 Save US$ 1,000 Strategic Execution

4 Days
Masterclass US$ 4,205 US$ 4,405 US$ 4,605 Workshop B
Aligning Human Capital To
DISCOUNTS AVAILABLE
+2 Workshops Save US$ 1,200 Save US$ 1,000 Save US$ 800
Forum US$4,005 US$ 4,205 US$ 4,405
Drive Performance
Breakthroughs
FOR 2 OR MORE PEOPLE
4 Days
+ 2 Workshops Save US$ 1,200 Save US$ 1,000 Save US$ 800
Workshop C
3 Days
Masterclass US$ 3,290 US$ 3,705 US$ 3,855 Best Practice Change CALL – 971 -4-3352483
Management For Success-
+1 Workshop Save US$860 Save US$ 445 Save US$ 295
ful Strategy Execution E-MAIL – a.watts@iirme.com
Forum US$ 2,890 US$ 3,505 US$ 3,655
3 Days
+1 Workshop Save US$ 1,060 Save US$ 445 Save US$ 295
Post-Forum 26 April 2012
Workshop D
2 Days Masterclass
US$ 2,595 US$ 2,795
US$ 2,895 The 8 – A Unique Strategy Conference fees include documentation, luncheon and refresh-
Save US$ 300 Save US$100 Execution Framework ments. Delegates who attend all sessions will receive a Certificate
US$ 2,195 US$ 2,545 Workshop E of Attendance.
2 Days Forum US$ 2,695
Save US$500 Save US$ 150 The Balanced Scorecard
In A Project Focused
US$ 1,900 US$ 2,360 US$ 2,410 Organisation
2 Days 2 Workshops All registrations are subject to our terms and conditions which
Save US$ 610 Save US$1 50 Save US$ 100 are available at www.iirme.com/terms. Please read them as
Workshop F they include important information. By submitting your
US$ 955 US$ 1,205 A Practical Guide To
1 Day 1 Workshop US$ 1,255 registration you agree to be bound by the terms and conditions
Save US$ 300 Save US$ 50 Performance Benchmarking in full.

Fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.
Payments
Pricing Promotions:
ü Group Booking Discounts for full conference registrations up to 25%. A confirmation letter and invoice will be sent upon receipt of your
ü No 2 discounts can be combined registration. Please note that full payment must be received prior
to the event. Only those delegates whose fees have been paid
in full will be admitted to the event. You can pay by company
DELEGATE DETAILS cheques or bankers draft in Dirhams or US$. Please note that all
US$ cheques and drafts should be drawn on a New York bank and
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Job Title: ......................................................................................................... Email: ..................................................................................... received not later than 48 hours before the Event. Entry to the
Event may be refused if payment in full is not received.
Tel: ..................................................... Fax: .................................................... Mobile: ................................................................................ Credit card payment
If you would like to pay by credit card, please tick here and a
member of our team will contact you to take the details
Name: ..............................................................................................................................................................................................................

Job Title: ......................................................................................................... Email: .....................................................................................
Cancellation
Tel: ..................................................... Fax: .................................................... Mobile: ................................................................................ If you are unable to attend, a substitute delegate will be welcome
in your place. Registrations cancelled more than 7 days before
COMPANY DETAILS the Event are subject to a $200 administration charge. Registration
fees for registrations cancelled 7 days or less before the Event
Company: ............................................................................................................................................................................................................ must be paid in full. Substitutions are welcome at any time.

Address: ................................................................................................................................................................................................................ Avoid Visa Delays - Book Now
Postcode: ................................................................................. Country: ........................................................................................................... Delegates requiring visas should contact the hotel they wish to
stay at directly, as soon as possible. Visas for non-GCC nationals
Tel: .............................................................................................. Fax: .................................................................................................................
may take several weeks to process.
. of employees on your site:
No.
All registrations are subject to acceptance by IIR which will be
1000+ 500-999 250-499 50-249 0-49 YES, I would like to receive information about future events
confirmed to you in writing.
& services via e-mail .................................................................
Nature of your company's business: ..........................................
Due to unforeseen circumstances, the programme may change and IIR
reserves the right to alter the venue and/or speakers or topics.
To assist us with future correspondence, please supply the following details:
Event Venue:
Name of the Department Head: .....................................................................................................................................................................
The Address Hotel, Dubai Marina, UAE
Department: ........................................................... Mobile: .......................................... Email: ....................................................................... Tel: +971 4 436 7777
Accommodation Details
We highly recommend you secure your room reservation at the
Training Manager: .............................................................................................................................................................................................
earliest to avoid last minute inconvenience. You can contact the
IIR Hospitality Desk for assistance on:
Department: ........................................................... Mobile: .......................................... Email: ......................................................................
Tel: +971-4-4072693 Fax: +971-4-4072517
Email: hospitality@iirme.com
Booking Contact: ................................................................................................................................................................................................

IK/VH BU08 Management
J

Department: ........................................................... Mobile: .......................................... Email: ........................................................................
O

© Copyright I.I.R. HOLDINGS B.V.

strategy execution event Dubai

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