strategy execution event dubai

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Super Early Bird Book By 2 February 2012 and SAVE US$2,920! Introducing e Strategy Execution Ambassador Jeroen De Flander Plus! e Strategy Execution Barometer™ - the leading resource worldwide for practical, fact-based Strategy Execution market data – with data from more than 1400 companies! Bestselling author of Strategy Execution Heroes Dr Kaplan And Dr Norton’s Famous Masterclass Plus Brand NEW Material on Co-Creation, Shared Value And Scenario Analysis For Risk Management! 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 Post-Forum Workshops: 26 April 2012 D: “e 8” – A Unique Strategy Execution Framework E: e Balanced Scorecard In A Project Focused Organisation F: A Practical Guide To Performance Benchmarking Tel: 971-4-335 2437 Fax: 971-4-335 2438 Email: [email protected] Web: www.iirme.com/bsc Strategic Partner Supporting Sponsor Sponsor Organised By ONLY At e Balanced Scorecard Forum 2012 ü THE definitive Balanced Scorecard Masterclass delivered by the iconic gurus themselves ü NEW e region’s top business leaders on today’s most pressing business challenges and the way forward ü NEW e Strategy Execution Ambassador – Jeroen de Flander – on why 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! BALANCED SCORECARD FORUM 21 - 26 April 2012 • The Address Hotel, Dubai Marina, UAE DUBAI Building Competitiveness rough World Class Strategy Execution Practices Media Partners

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The brochure for the 2012 Balanced Scorecard event in Dubai with Kaplan, Norton and De Flander

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Page 1: strategy execution event Dubai

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

Introducing The Strategy Execution Ambassador

Jeroen De Flander

Plus! The Strategy Execution Barometer™ - the leading resource worldwide for practical, fact-based Strategy Execution market data

– with data from more than 1400 companies!

Bestselling author of Strategy Execution Heroes

Dr Kaplan And Dr Norton’s Famous Masterclass

Plus Brand NEW Material on Co-Creation, Shared Value And Scenario

Analysis For Risk Management!

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

Post-Forum Workshops: 26 April 2012

D: “The 8” – A Unique Strategy Execution Framework

E: The Balanced Scorecard In A Project Focused Organisation

F: A Practical Guide To Performance Benchmarking

Tel: 971-4-335 2437 Fax: 971-4-335 2438 Email: [email protected] Web: www.iirme.com/bsc

Strategic Partner Supporting Sponsor Sponsor Organised By

ONLY At The Balanced Scorecard Forum 2012ü THE definitive Balanced Scorecard Masterclass delivered by the iconic gurus

themselvesü NEW The region’s top business leaders on today’s most pressing business

challenges and the way forwardü NEW The Strategy Execution Ambassador – Jeroen de Flander – on why

companies fail in strategy executionü NEW Expert lessons on implementing the Balanced Scorecard in project

focused organisationsü 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

lifecycleü NEW 5 Hall of Fame case studies for best practice Balanced Scorecard

implementationsü NEW 6 expert led workshops on everything from change management

to aligning human capital for performance breakthroughs!

BALANCED SCORECARD FORUM21 - 26 April 2012 • The Address Hotel, Dubai Marina, UAE DUBAI

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

Payments

A confirmation letter and invoice will be sent upon receipt of your 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 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 an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received.

Cancellation

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

Event Venue:

The Address Hotel, Dubai Marina, UAETel: +971 4 436 7777Accommodation DetailsWe highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on:Tel: +971-4-4072693 Fax: +971-4-4072517Email: [email protected]

Conference fees include documentation, luncheon and refresh-ments. Delegates who attend all sessions will receive a Certificate of Attendance.

Avoid Visa Delays - Book Now

Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible. Visas for non-GCC nationals may take several weeks to process. All registrations are subject to acceptance by IIR which will be confirmed to you in writing. Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers or topics.

A1196

DELEGATE DETAILS

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FIVE WAYS TO REGISTERIIR Holdings Ltd.P.O Box 21743Dubai, UAE

GCS/IIR Holdings Ltd.P.O Box 13977Muharraq Kingdom of Bahrain

971-4-3352438

971-4-3352437

[email protected] www.iirme.com/bsc

Name: ..............................................................................................................................................................................................................

Job Title: ......................................................................................................... Email: .....................................................................................

Tel: ..................................................... Fax: .................................................... Mobile: ................................................................................

CALL – 971 -4-3352483E-MAIL – [email protected]

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE

Training Manager: .............................................................................................................................................................................................

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

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

Booking Contact: ................................................................................................................................................................................................

Department: ........................................................... Mobile: .......................................... Email: ........................................................................© Copyright I.I.R. HOLDINGS B.V.

BU08 ManagementIK/VH OJ

Please the session/s you wish to attend:

Pricing Promotions:ü Group Booking Discounts for full conference registrations up to 25%. ü No 2 discounts can be combined

Fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

DaysBalanced

ScorecardForum Dubai 2012

Super Early BirdBook Before

2 February 2012

Book Between 3 February And 15 March 2012

Book After 16 March

2012

6 Days Entire Event US$ 5,180

Save US$ 2,920US$ 5,530

Save US$ 2,570US$ 5,680

Save US$ 2,420

5 DaysMasterclass + Forum

+1 Workshop US$ 4,685

Save US$ 2,160US$ 5,035

Save US$ 1,810US$ 5,185

Save US$ 1,660

4 Days Masterclass + ForumUS$ 4,090

Save US$ 1,500US$ 4,440

Save US$ 1,150US$ 4,590

Save US$ 1,000

4 DaysMasterclass

+2 WorkshopsUS$ 4,205

Save US$ 1,200US$ 4,405

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Save US$ 800

4 DaysForum

+ 2 WorkshopsUS$4,005

Save US$ 1,200US$ 4,205

Save US$ 1,000US$ 4,405

Save US$ 800

3 DaysMasterclass +1 Workshop

US$ 3,290Save US$860

US$ 3,705Save US$ 445

US$ 3,855Save US$ 295

3 DaysForum

+1 WorkshopUS$ 2,890

Save US$ 1,060US$ 3,505

Save US$ 445US$ 3,655

Save US$ 295

2 Days MasterclassUS$ 2,595

Save US$ 300US$ 2,795

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2 Days ForumUS$ 2,195

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1 Day 1 WorkshopUS$ 955

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Save US$ 50US$ 1,255

Conferences 22-23 April 2012

Masterclass with Dr Kaplan and Dr Norton – 2 days

24-25 April 2012Balanced Scorecard Forum – 2 days

Pre-Forum 21 April 2012

Workshop A Risk Management for Strategic Execution

Workshop BAligning Human Capital To Drive Performance Breakthroughs

Workshop CBest Practice Change Management For Success-ful Strategy Execution

Post-Forum 26 April 2012

Workshop DThe 8 – A Unique Strategy Execution Framework

Workshop EThe Balanced Scorecard In A Project Focused Organisation

Workshop FA Practical Guide To Performance Benchmarking

Building Competitiveness Through World Class Strategy Execution Practices

BALANCED SCORECARD FORUMDUBAI21 - 26 April 2012

The Address Hotel, Dubai Marina, UAE

Media Partners

All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them asthey include important information. By submitting your registration you agree to be bound by the terms and conditions in full.

Page 2: strategy execution event Dubai

07:30 Morning Coffee

08:00 Opening Remarks From The Chairman Mazen Dauleh, Strategy Consultant, State Audit Bureau, Qatar

08:05 Risk Management: Interactive Case Study “The Harvard Experience” Using a real-life case study example from the Canadian

utility, Hydro One, Dr Kaplan will lead an interactive session on establishing and running a comprehensive enterprise risk management system. The session will emphasise the mechanisms for identifying and quantifying the principal risks to an organisation’s strategy, especially how to develop and transmit risk information from the front lines to the boardroom, and how to allocate resources to mitigate the most likely and consequential risks.

Dr Robert Kaplan

09:15 Integrating Risk Management To The Strategy Execution System

Risk management has become essential for successful and sustainable strategy execution. Many organisations, however, despite having a designated risk management officer and even a risk management department, have suffered massive losses from their failure to understand and manage the risks inherent in their strategies. Dr Kaplan will share insights on how Hall of Fame organisations, such as Infosys and VW do Brasil use their strategy maps to identify the key risks in the strategy. From this early identification, they develop Key Risk Indicator scorecards to give them advance warning of imminent risk events and also develop portfolios of risk mitigation initiatives that reduce the likelihood and consequences from risk events. The session will conclude with the role for war-gaming and scenario analysis to envision and mitigate the non-controllable risks that can arise from the organisation’s volatile external environment.

Dr Robert Kaplan

10:15 Networking And Refreshment Break

10:45 Aligning Employees To The Strategy Ultimately, strategy is executed by employees, not the senior

leadership team. But employees cannot help implement a strategy that they are unaware of, do not understand, or have little motivation to execute. This session covers the important processes needed to communicate strategy, motivate employees, and align the development of employees’ capabilities and competencies to strategic objectives.

Dr David Norton

11:30 Continually Improving The Strategy Today, strategies are implemented in volatile and highly-

competitive environments. Strategy is a hypothesis on how to satisfy shareholder/stakeholder objectives. The strategy execution system must not only define these hypotheses, but also continually monitor the external and internal environments so that managers can guide, test, and adapt the strategy to changing conditions. The BSC management

system achieves this objective at several levels including conducting operational and strategy review meetings as well as meetings that test and adapt the strategy, leading to new objectives and BSC metrics that keep the strategy relevant to changing market and business conditions. Dr Kaplan will demonstrate the role for business analytics to inform the design of operational KPI dashboards. He will also summarise his current collaboration with Professor Michael Porter on the tremendous opportunities to improve the value and cost of health care delivery through accurate measurement of outcomes and costs.

Dr Robert Kaplan

12:30 Lunch and Networking Break

13:45 BSC Implementation: Leading Change And The Role For The CEO

Strategy requires that companies break away from doing business-as-usual so they can adopt a new way of competing and doing business. Yet most change management programme fail. In this session, Dr Kaplan will highlight the vitally important role for the CEO to lead and manage the change process. He will start with the key role – embedded in leadership gurus John Kotter and Michael Beer’s pioneering work – to unfreeze the organisation so that executives and employees alike accept the urgent need for change. He will continue by showing how Kotter’s Leading Change programme can be leveraged and accelerated by integrating with the Kaplan-Norton strategy execution system. The session will include examples from the successful CEOs of enterprises in the Palladium Balanced Scorecard Hall of Fame for Strategy Execution®.

Dr Robert Kaplan

14:45 Networking And Refreshment Break

15:15 BSC Implementation And The Office Of Strategy Management

The new BSC strategy management system does not manage itself. This session will discuss how a new competency and a new organisation, the Office of Strategy Management, has emerged to play this role. Dr Norton will explain the multi-year agenda for the OSM as it migrates the Balanced Scorecard from an initial feasibility project into a sustainable strategy execution system that delivers transformational improvements in performance. The stages include:

1. Unfreeze the organisation (continuing the discussion in Dr Kaplan’s previous session) 2. Focus and align the organisation to strategic priorities, and 3. Sustain the new culture of strategy execution and accountability for delivering performance. Dr David Norton

16.00 Kaplan–Norton Clinic Open Forum for Q&A

17.00 Close Of Masterclass

07:00 Registration And Coffee

08:00 Opening From The Chairman Mazen Dauleh, Strategy Consultant, State Audit Bureau,

Qatar

08:15 Strategy Execution System: From A To Z Managing strategy execution should be a permanent part

of an executive’s job. This requires a management system. Most organisations have pieces of this system, such as budgeting and goal-setting, but the pieces are isolated and incompatible. Further, most organisations do not have a formal process to translate the strategy, test it, and align the organisation. This session provides a CEO’s guide: What to expect when adopting the Balanced Scorecard system – real world insights into the challenges, timeframes, investment and skills involved in a successful sustainable implementation. Dr Norton will also describe how mature BSC organisations sustain their strategy execution system by embedding it within the organisation’s three to five year strategy cycle.

Dr David Norton

09:45 Strategy Maps, Strategic Themes And The Balanced Scorecard

In this session, Dr Kaplan will describe the latest innovations in strategy mapping. The session will illustrate how external and internal customer metrics need to be selected based on the organisation’s differentiating customer value proposition. Discover how to choose the right strategic objectives and construct a strategy map around four to six themes that link human capital and process objectives to customer and shareholder objectives. While strategy maps provide an overall view of an organisation’s strategy, strategic themes segment the strategy into general categories, allowing organisations to focus actions and provide a structure for accountability. New material will include how to incorporate triple bottom line reporting and sustainability objectives into your strategy map. Dr Kaplan will also demonstrate how to co-create strategy maps with key stakeholders to create the “shared value” described in Michael Porter’s seminal January 2011 Harvard Business Review article.

Dr Robert Kaplan

10:45 Networking And Refreshment Break

11:15 Strategy Execution: Best Practice Case Volkswagen do Brasil (VWB) is the second largest

Volkswagen operation in the world, with four plants, 22,000 employees, and revenues of more than US$9 billion, enjoying one of the highest profitability rates in the VW group. It wasn’t always this way. In 2006, following years of currency devaluation, a sluggish economy, new sources of competition, and market share loss, VWB undertook a major restructuring and adopted the BSC to mobilise the company. In this interactive session, Dr Kaplan will demonstrate how VWB grew revenue by 80 percent in four years, doubled employee engagement, and improved internal processes through the organisation’s implementation of a sustainable strategy management system.

Dr Robert Kaplan

12:30 Lunch And Networking Break

13.45 Setting Meaningful KPIs, Stretch Targets And Selecting And Funding Strategic Initiatives

The discussion of the system continues by showing how to set targets for strategic themes and objectives, the process to select portfolios of strategic initiatives, and the new funding mechanism of strategic expenditures (StratEx).

Dr Norton will describe his recent research on the performance breakthroughs that Hall of Fame enterprises have achieved. These provide guidance for setting ambitious quantitative and qualitative targets for key BSC achievement metrics. The role of theme owners and theme teams for managing the implementation of cross-functional and cross-business projects will be introduced.

Dr David Norton

14.30 Aligning The Organisation To The Strategy Most enterprises consist of multiple business and

functional units. For the full execution premium to be earned, the enterprise must achieve both vertical and horizontal alignment in each unit’s strategic objectives. This session will review how to achieve organisational synergies through a cascaded and linked strategy map, and how to co-create strategy maps with strategic suppliers and customers for shared value creation.

Dr Robert Kaplan

15.15 Networking And Refreshment Break

15.45 Linking Strategy To Operations High-level strategic objectives must be driven down into

operational processes. Dr Norton will illustrate how to link operational process improvements to strategic objectives, including the role for performance improvement programs (TQM, Six Sigma, Lean); and how to design operational dashboards of KPIs that drive continuous improvement.

Dr David Norton

16.30 Kaplan–Norton Clinic Open Forum for Q&A

17.30 Close Of Masterclass Day One

Tel: +971 4 335 2437 Email: [email protected] Fax: +971 4 335 2438 www.iirme.com/bsc

Masterclass Day One Sunday, 22 April 2012 Masterclass Day Two Monday, 23 April 2012

The Famous Kaplan Norton MasterclassTwo Days LIVE and IN PERSON With The Iconic Inventors of Balanced Scorecard Dr Robert Kaplan And Dr David Norton

Hearing it from the masters is a unique experience

Rajeev Thomas, Qatar Foundation

Dr Robert Kaplan,ProfessorHarvard Business School and Co-founder of the Balanced Scorecard USA

Dr David NortonDirector

Palladium Group and Co-founder of the Balanced Scorecard USA

One of the most valuable speakers on business strategy and leadership today

Few people have contributed as significantly to the art, and especially the science, of business strategy as Robert Kaplan. His Balanced Scorecard is the premier tool for aligning a company’s current actions with its strategic goals. This performance management system helps business leaders clarify their corporate vision and align people, business units, and resources with a unified strategy.

In his research and writing, speaking and consulting, Robert develops ways to link cost and performance management systems to strategy implementation and operational excellence.

The BSC approach is also being successfully applied by governments and nonprofits throughout the world to improve transparency, governance, and measurable social outcomes.

Robert Kaplan and coauthor David Norton have written five landmark books on The Balanced Scorecard, describing how it works and outlining best practices for its implementation. Together, these books have transformed the business strategy

landscape and made Robert Kaplan one of the most valuable speakers in the fields of business strategy and leadership.

Robert Kaplan is Baker Foundation Professor at Harvard Business School and a former Dean of the Graduate School of Industrial Administration, Carnegie-Mellon University.

The BooksThe Execution Premium describes a systematic and proven framework for achieving the financial results promised by your strategy: How to put it into action, test it and revise it for reliable returns.

The Balanced Scorecard: Translating Strategy into Action-The seminal book on the tool that dozens of companies 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.

The Strategy Focused Organisation describes how to make strategy a continuous process owned by everyone throughout the organisation. Best international business book for 2000, Cap Gemini Ernst & Young.

Strategy Maps offers a powerful new visual tool for aligning processes, people and IT with desired outcomes. One of top 10 business books of 2004 by strategy+business magazine and amazon.com.

Alignment applies the Balanced Scorecard to corporate strategy, aligning business units (often poorly-coordinated) with headquarters’ long-term goals, using an Office of Strategic Management.

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 issues of management, from information technology and knowledge management to the discipline of strategy management. A frequent lecturer and author, David Norton is best known for his work with the Balanced Scorecard, which has been the subject of many conferences and articles. He is the co-author, with Robert S. Kaplan, of eight Harvard Business Review (HBR) articles and five books: The Balanced Scorecard, The Strategy Focused Organization, Strategy Maps, Alignment and The Execution Premium. Dr. Norton’s books have sold more than one million copies in 23 different languages.

The Balanced Scorecard concept was selected by the editors of the Harvard Business Review as “One of the most influential management ideas of the past 75 years.” Dr Norton was also voted as one of the “World’s 12 Most Influential Management Thinkers” by Sun Top Media’s Thinkers 50. Drs. Norton and Kaplan were honored with the “Champion of Workplace Learning and Performance Award” by the The American Society for Training and Development (ASTD). David P. Norton is the preeminent authority, along with Robert Kaplan, on how to institutionalise strategic thinking using The Balanced Scorecard (BSC). Dr Norton co-developed this extraordinary tool for defining and executing business strategy. He co-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, Dr Norton helps companies make effective strategic thinking and execution an essential part of their business, both at the top (through the equivalent of a Chief Strategy Officer) and throughout the organization.

An effective and influential speaker, David P. Norton is one of the most significant figures transforming business today.More About David NortonUtilising the Balanced Scorecard concept, Dr Norton allows complex organisations to effectively 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 revolutionary tool to guide their strategic investments in people, systems and new products for long-term growth. Dr Kaplan and Dr Norton describe a multistage system that enables organisations to gain measurable benefits from carefully formulated business strategies. Together, these books and the 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 determining the underlying economics of a business, which he describes in his books Cost & Effect and, more recently, Time-Driven Activity-Based Costing.

Honours � Accounting Hall of Fame

� Lifetime Contribution Award, Management Accounting Section of the American Accounting Association, and the Institute of Management Accountants

� One of top 20 Business Writers/Management Gurus, Financial Times 2005 CEO Survey

Dr David Norton’s research and lectures have tremendous value for any company seeking to plan and sustain value creation over the long term. Dr Norton has 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 the strategic potential of human resources.

David P. Norton earned a BS in electrical engineering from Worcester Polytechnic Institute, an MS in operations research from the Florida Institute of Technology, an MBA from Florida State University, and his doctorate in business administration from Harvard Business School.

Meet The Masterclass Chairman Mazen’s experience comes from hands-on implementation projects as the top Strategy Executive responsible to large company CEOs and boards to create strategic planning management systems using Balanced Scorecard (including Qatar Steel and Qtel). Beyond specialised strategy management experience in the last decade, Mazen’s management experience spans 25 years with world class companies including Schlumberger and Qatar Petroleum. He has also supervised and managed Strategic HR initiatives, including structure reorganisation, performance management and job evaluation. Mazen’s MBA dissertation topic was on Change Management and further academic credentials include the highest available certifications from Drs Kaplan and Norton in Balanced Scorecard and (OSM) Office of Strategy Management. He is also founder and CEO of Vision Strategy Management Consulting.

Mazen Dauleh, Strategy Consultant,

State Audit Bureau, Qatar

With NEW material from Dr Kaplan and Dr Norton on Co-Creation, Shared Value and Scenario Testing for Risk Management!

This was the best Forum I and my executive team

ever attended; the best time invested for our company’s

future

Zeyad Al Moosa, Managing Director, Gulf Drug Establishment, UAE

Page 3: strategy execution event Dubai

Feature Speakers Spotlight

Tel: +971 4 335 2437 Email: [email protected] Fax: +971 4 335 2438 www.iirme.com/bsc

07. 30 Registration And Coffee

08.00 Chairman’s Opening Remarks

Business Leaders Panel08.15 New Pillars Of Competitiveness – Leveraging Performance Culture,

Governance And Risk Management Practices To Succeed In Today’s Middle East Business Landscape

� How will the region’s economy develop in the next five years and what will be the keys to success?

� To what extent is governance an important part of corporate board agendas in the Arab World?

� How are left field macroeconomic events impacting business in the Middle East?

� How important are risk management practices in achieving success in today’s business landscape?

� What are the performance levers businesses need to leverage to be competitive in an ever changing world?

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

� Defining the scope and responsibilities for the OSM to ensure real alignment of management processes to the strategy

� Populating the OSM with capable managers who will make things happen � In it for the long haul: moving past the initial project to embed a sustainable

organisational framework to support the new performance management system

Alan Guest, CEO, YK Almoayyed & Sons, Bahrain

09.45 Networking And Refreshment Break

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

� The ADPC Enterprise Risk Management Framework: Aligning risk management activities down to the project level

� Back from the brink: Managing a “black swan risk event” on a regional mega-project

� Risk action: Engaging multiple internal and external stakeholders for successful risk mitigation

� Risk velocity: Understanding its impact on risk appetite and response � Future-world scenario planning: less about prediction, more about organisation

flexibility and resilience Domenic Antonucci, Chief Risk Officer,

ADPC (Abu Dhabi Ports Company), UAE 11.00 Successful Balanced Scorecard Implementation In A Project Focused Organisation

� Real results: applying the Balanced Scorecard to deliver new infrastructure and public services in support of Bahrain Vision 2030

� Linking core business and management initiatives with operational projects � Integrating the Balanced Scorecard with the Ministry’s Project Management

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

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

� The case for change and resistance to migrating from a government culture to a performance-driven one based on KPIs

� Implanting the OSM (Office of Strategy Management) into the Finance Function - where you would least expect it

� How this BSC implementation will enable the State Audit Bureau to audit the more than120 government ministries and entities for strategy execution capability in Qatar - another term for sound governance

Mazen Dauleh, Strategy Consultant, State Audit Bureau, Qatar

12.30 ADDIMA Consulting Case Study

13.15 Lunch And Networking Break

The BSC Journey And Practitioner Perspectives Along The Way

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

� Developing strategic direction and establishing a strategic change agenda that reflects the key strategic priorities

� Getting started with a robust strategy map and scorecard which are a true reflection of the corporate strategy

� Building and sustaining senior level understanding and commitment to a new approach and a new corporate scorecard

� Keeping up the momentum with the BSC implementation: Managing the BSC programme to ensure success

Mahmoud Al Sayyed, Vice President Strategy Management, Zamil Group Holding Company, KSA

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

� Achieving alignment to a strategic vision across borders and functions � Translating strategic vision into tangible behaviors to maximise synergy and

clarify performance expectations � Linking business activities and performance indicators to people processes and

individual appraisal systems

� Communicating strategy, reducing altitude and maintaining focus to maximise synergy

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

15.45 Networking And Refreshment Break

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

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

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

17.00 Balanced Scorecard Practitioner – Expert Panel A great opportunity to ask those questions you really want to ask expert

practitioners about every step of the Balanced Scorecard journey. Mahmoud Al Sayyed, Vice President Strategy Management,

Zamil Group Holding Company, KSA Ruben Decoud, Manager International Human Resources, Mary Kay, USA V. Ganapathy Subramanian, Head – Strategic Planning, Infosys Ltd, India

17.45 End Of Forum Day One

Constantin Salameh is CEO of Abdulla Al Masaood & Sons, a diversified Abu-Dhabi-based private group with operating companies in the automotive and motor sports, hospitality and leisure, industrial, services and construction sectors. He has 25 years of senior cross-functional management experience with multinational companies in the technology, private equity, retail and financial services sectors. He was the MD of Safinvest SA, a multi-billion dollar private investment group, and the senior VP and CFO of Compass Holding, a family business with operations in fifty countries. Constantin previously held senior executive positions with Hewlett Packard.

Book signing with Jeroen de Flander

on Wednesday, 25 April 2012, 10.00-10.30Forum Day One Tuesday, 24 April 2012

Michel Ayat is a seasoned automobile industry professional with over 25 years of experience in leading a portfolio of automotive brands. Ayat has spearheaded the operations of Arabian Automobiles Co. (AAC), which is the flagship of the AW Rostamani Group and the National Sales Company (NSC) for the Nissan, Infiniti and Renault brands in Dubai and the Northern Emirates. Ayat has been responsible for delivering consistent year-on-year growth and ensuring market leadership in key vehicle segments. His medium term goal is to turn the automotive operations of AW Rostamani Group into a US$2 billion company by 2015.

Alan’s early career saw him overseeing the CKD assembly of both Land Rover and Range Rover in assembly plants throughout Africa, the Far East and other developing markets. In 1980 he became Export Sales Director for Land Rover and the Overseas Strategy Director for Rover International before moving in the early 90’s into General Management in the Middle East. He worked in Dubai, Qatar and Egypt in senior management positions before joining YK Almoayyed in 2005 as Chief Executive. YK Al Moayyed is a diversified business group with business in the automobile, building materials, electronics, industrial and building systems and furniture and interior design sectors.

Michel Ayat CEOAW Rostamani UAE

Alan Guest CEO YK Almoayyed & Sons Bahrain

Constantin SalamehCEOAbdulla Al Masaood & SonsUAE

Raja has established the strategic planning section at the Ministry of Works, which has acted as the region’s first Office of Strategy Management. In three years from its establishment, the strategic planning section has supported Ministry of Works in winning the Hall of Fame Award, which is the world renowned award for excellence in strategy management. Raja has been a key member in supporting Ministry of Works to found, plan, execute, and manage the strategy. She has been recognised by Palladium Group for Strategy Execution as the world’s first Certified Practitioner during the Palladium Summit at London during June 2011.

Domenic is responsible for programme risk and Enterprise-wide Risk Management (ERM) for Abu Dhabi Ports Company (ADPC) an infrastructure developer. The Khalifa Port and Industrial Zone is a mega-size project constructing one of the world’s largest vertically integrated industrial and transportation hubs. Domenic has 30 years experience in corporate strategic planning, operations and business risk management consulting in the UAE, Middle East, Africa and Asia-Pacific with firms such as Shell. Prior to joining ADPC, Domenic was a strategic risk consultant to MENA regional clients with the world’s largest risk consulting firm Marsh, having relocated from chief risk officer roles implementing AS4360 risk standards with Australian organisations.

Domenic AntonucciChief Risk OfficerADPC (Abu Dhabi Ports Company)UAE

Raja Al ZayaniChief Of Strategic Planning Ministry Of WorksBahrain

Mahmoud has an MBA, Certified Management Consultant (CMC), Kaplan-Norton Palladium Balanced Scorecard (BSC) Certified Graduate and Certified Project Management Professional (PMP) with 16 years of experience in management and consulting in the fields of strategy management, corporate governance, organisational development and business valuation. Mahmoud has been in his current role since September 2008. He is responsible for initiating and implementing the Group strategy management system using the Balanced Scorecard framework as well as governance and organisation alignment practices.

Mahmoud Al SayyedVice President Strategy ManagementZamil Group Holding Company KSA

Amir Al Janahi is a member of Dubai Aluminium (DUBAL)’s Executive Management team working as Corporate Controller. He is responsible for the effective execution of DUBAL’s strategy and operational objectives using the Balanced Scorecard, which was adopted by DUBAL in 2005. Amir also has responsibility for management reporting, budgeting, forecasting, preparation of financial statements, internal control and management of the finance department and the accounts payable process. He has been with DUBAL since 1988, and formerly held a financial control role at the Commercial Bank of Dubai. He is a fellow member of CIMA.

Amir Al JanahiCorporate ControllerDubalUAE

BALANCED SCORECARD FORUM21 - 26 April 2012 • The Address Hotel, Dubai Marina, UAE DUBAI

Balanced Scorecard Forum 201221 April 22 April 23 April 24 April 25 April 26 April

Pre-Forum Workshops A, B, CKaplan Norton MasterclassIncluding Executive Lunch ü ü

Balanced Scorecard Forum ü üPost-Forum Workshops D, E, F

Agenda At A Glance NEW And Refreshed Agenda For 2012!

Bringing You All Of The Latest Developments In Strategy Management And Execution ü Essential updates on the latest strategy management concepts, including new industry buzzwords

“shared value” and “co-creation”

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

ü Practical “how to” on risk management from Dr Kaplan, Abu Dhabi Ports Company and Dimension Data Asia Pacific

ü Strategy execution benchmarking data from more than 1400 companies

ü The full story: multiple perspectives on the Balanced Scorecard at every stage of its lifecycle

ü Successful Balanced Scorecard implementation in project focused organisations

ü And much more…

Best Practice Contributions And Insights From:Dubal YK Almoayyed and Sons Abu Dhabi Ports Company Bahrain Ministry of Works AW Rostamani Abdulla Al Masaood and Sons Qatar Government Zamil Group Holding Company Mary Kay Infosys Dimension Data Asia Pacific Abu Dhabi Sewerage Services Company Qatar Steel Abu Dhabi Education Council

Edy Abou Chakra heads the management and strategy consulting practice at ADDIMA 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 them through the balanced scorecard and other performance planning and management 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).

Edy Abou ChakraPartnerADDIMA Consulting UK, KSA & Lebanon

A great opportunity to meet the Balanced Scorecard gurus

Dexter Calivara, Qatar Fuel - WOQOD

Wonderful Masterclass which can change an organisation’s fate

Prakash Loganath, Reliance Industries

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end

BOOK BEFORE 2 FEBRUARY 2012 AND SAVE UPTO US$2,920WWW.IIRME.COM/BSC

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Tel: +971 4 335 2437 Email: [email protected] Fax: +971 4 335 2438 www.iirme.com/bsc

12.00 Implementing Balanced Scorecard To Achieve Best In Class Business Performance In Adverse Market Conditions Setting the tone at the top: the instrumental role of leadership in strategy execution success

� Delivering a communication and awareness campaign that brings strategy to life every day

� “Strategy is everywhere”: Creating a strategic line of sight from head office to the plant

� Embedding a true performance culture: from strategy definition to budgeting and operations

Amir Al Janahi, Corporate Controller, Dubal, UAE Hall of Fame Award Winner 2011

Amir Al Janahi is a member of Dubai Aluminium (DUBAL)’s Executive Management team working as Corporate Controller. He is responsible for the effective execution of DUBAL’s strategy and operational objectives using the Balanced Scorecard, which was adopted by DUBAL in 2005. Amir also has responsibility for management reporting, budgeting, forecasting, preparation of financial statements, internal control and management of the finance department and the accounts payable process. He has been with DUBAL since 1988, and formerly held a financial control role at the Commercial Bank of Dubai. He is a fellow member of CIMA.

12.45 Lunch And Networking Break

13.45 Driving Strategic Alignment And Managing Risk In The New World Order: Keeping Your Business On Track In An Ever Changing Business World

� Boosting business results with the Balanced Scorecard

� ‘New Normal’ in the technology industry: Adapting the strategy to succeed in a world of cloud computing and shifting vendor strategies

� Leveraging the Balanced Scorecard to drive alignment around the new strategy

Bill Padfield, CEO, Dimension Data Asia Pacific, Singapore

14.30 Organisational Excellence At Abu Dhabi Sewerage Services Company: An Integrated Approach

� Getting started with the Abu Dhabi Executive Council’s Strategic Planning and Performance Management framework

� Developing an organisational excellence roadmap focusing on process improvement, risk mitigation, benchmarking and compliance with international standards

� Introducing the Balanced Scorecard at ADSSC and integrating it into the organisational excellence roadmap

� Leveraging technology to fully integrate multiple excellence initiatives for effective performance management

Zillay Ahmed, Organisational Excellence and Quality Advisor, Abu Dhabi Sewerage Services Company, UAE

15.15 Networking And Refreshment Break

15.45 The Internal Processes Perspective: Driving Operational Excellence Through The Balanced Scorecard

� Identifying and understanding your competitive advantage as a driver of breakthrough performance

� Identifying opportunities for productivity gains by designing productivity initiatives

� Prioritising and monitoring productivity initiatives to embed process change for sustainable results

� Benchmarking results against industry peers to drive continuous performance improvement

Yousef Ahmed Al-Muhannadi, Rolling Mill Manager, Qatar Steel, Qatar

16.30 Staying On Track: Developing Corporate Performance That Fairly Reflects The Organisation Strategy And Objectives

� ADEC programmes and performance management

� Defining an optimum balance of quantitative vs qualitative measures across the three perspectives (not for profit)

� Keeping the strategic objectives in sight: defining the right metrics to influence behaviours in a way which drives improved performance

� Challenges and limitations to performance management

Tarek El Mourad, Head Of Programms And Performance Management, Abu Dhabi Education Council, UAE

17.15 Closing Remarks From The Chairman

17.30 End Of Forum

Jeroen De Flander

Book signing with Jeroen de Flander

on Wednesday, 25 April 2012, 10.00-10.30

A very insightful report that reflects everyday realities at the ground level. It also makes you realise that

you are not alone in facing the problems of implementing your company strategy. I have been able to use this report as a benchmark to improve my organisation’s

performance management process

Dr Mohammed Ilyas, Manager Economics and Business Support, SABIC, KSA

This report offers a true benchmark for us with regards to other large international companies. It allows us to compare ourselves to both the average and the best-in-class so we know

exactly where we stand and how we should act accordingly

Bart Ponsioen, Senior Associate, ING, Germany

Forum Day Two Wednesday, 25 April 2012

Ganapathy heads Strategic Planning and Performance Management at Infosys. In this role, he is responsible for long and medium term planning for the company, corporate development and driving alignment through the corporate performance management processes across Infosys. He has over 13 years of experience in the areas of strategy, planning and finance, in industries spanning banking, insurance, management consulting and IT Services. Before joining Infosys in 2005, his experience has been in areas of planning and assurance, having set up and headed business planning and financial planning functions in two private sector general insurance companies. Prior to his stint in insurance, he also has consulted for Indian companies, primarily in the areas of strategy and finance.

Tarek is heading the programmes and performance management division at Abu Dhabi Education Council (ADEC) since April 2007. Tarek has worked more than 14 years in strategic planning, effectiveness and performance management. Prior to joining ADEC, Tarek established and managed the office of Institutional Research and Planning at Abu Dhabi University and the office of Institutional Research at the American University of Sharjah. During his career, Tarek has directed performance management, institutional effectiveness, business advisory, quality control and information management units. He has also served as the Human Capital coordinator for Abu Dhabi government.

Bill (AMP, INSEAD, France) was appointed Chief Executive Officer of Dimension Data Asia Pacific Pte Ltd (formerly known as Datacraft Asia Pte Ltd) in August 2003. Bill joined Dimension Data as Chief Operating Officer in November 2001 and was appointed as an Executive board member in October 2002. As the CEO, Bill manages and oversees all aspects of the Dimension Data Asia Pacific Group’s operations, and drives the Group’s transition into a world-class IT services company. Bill has 34 years of IT and telecom industry experience in Europe, North America, the Middle East and Asia Pacific.

V. Ganapathy SubramanianHead – Strategic PlanningInfosysIndia

Bill PadfieldCEODimension Data Asia PacificSingapore

Tarek El Mourad Head Of Programmes And Performance ManagementAbu Dhabi Education Council UAE

For the last 20 years Ruben Decoud has been involved in strategic planning and management of Human Resources in Lloyds TSB Bank Plc and KPMG Consulting in Paraguay, Brazil, UK and USA. At his current company, Mary Kay Inc., based in Dallas – TX, he is involved in Global Human Resources Strategy which includes strategic design and deployment of Human Resources programmes and systems to employees across four regions and 33 countries. Ruben has concentrated his efforts and energy on creating clarity and alignment within the business. He now has responsibility for the Balanced Scorecard for the Human Resources function.

Ruben DecoudManager International Human ResourcesMary KayUSA

Jeroen De Flander is a seasoned international strategy execution expert, top executive coach, seminar leader and highly regarded keynote speaker.

Jeroen has helped more than 17,500 managers in 22 countries master the necessary execution skills, including the USA, Brazil, Venezuela, Jordan, Malaysia, Spain, Italy, Russia, Estonia, the Netherlands, France, the UK, Germany, Egypt, China, Croatia, Korea and Belgium. He has shared the stage with strategy gurus like Michael Porter and Costas Markides.

His book, Strategy Execution Heroes, reached the Amazon bestseller list in five countries. Jeroen is co-founder of the performance factory – a leading research, training and advisory firm which is solely focused on helping individuals and organisations increase performance through best-in-class strategy execution.

For several years, he had global responsibility for the Balanced Scorecard product line for Arthur D. Little – a leading strategy consulting firm. The 50+ companies he has advised on various strategy and strategy execution topics include Atos Worldline, AXA, Base, Bridgestone, CEMEX, GDFSuez, Honda, ING, Johnson & Johnson, Komatsu, Sony and the Flemish and Belgian governments.

What people say about The Strategy Execution Barometer™:

07. 45 Morning Coffee

08.15 Chairman’s Opening Remarks José María Ortiz, Vice-President, Palladium, EMEA

Jose Maria oversees EMEA operations. Since joining Palladium ten years ago, Jose Maria has developed a strong professional career, first appointed as the COO of Iberia Spain, later becoming the Managing Director,

and more recently the COO for the EMEA region. He previously worked for PwC, collaborating with companies such as Endesa, Iberdrola, Barcelona City Council, the Spanish government and the Portuguese government to develop strategy management systems. The focus of his work has been on the development and definition of corporate performance tools in large, complex organisations.

Guru MorningBecome A Strategy Execution Hero by Jeroen de Flander

08.30 The Strategy Execution Barometer™: Why Do Companies Fail To Execute Their Strategy Successfully……

Insights From The Largest Strategy Execution Benchmark In The WorldLearn how your organisation’s strategy execution performance and capability compares to your peers in the region and around the world! Find out just how the world’s top companies are faring in executing their strategy with reference to the world’s leading strategy execution benchmarking data covering over 20,000 managers, 1400+ companies, 36 countries and 29 industry sectors.

Jeroen De Flander, Managing Director, The Performance Factory, Belgium

10.00 Networking And Refreshment Break

Book Signing with Jeroen de Flander

10.30 …..And What You Can Do To Lock In Strategy Execution Success By Avoiding The Same Mistakes!

Essential New Tools And Techniques That Will Make Strategy Happen For Your OrganisationIn this session, leaders learn about the strategy execution secrets from the best-in-class. You will discover new insights and receive practical tips to boost strategy execution in your own company:

� How to link organisational and individual performance with “The 8”, a powerful strategy execution framework

� Strategy communication: how to get the strategy into the head, heart and hands of your people

� Four Balanced Scorecard insights for the advanced practitioner

� Strategy execution Zen: the art of a simple strategy execution process

Jeroen De Flander, Managing Director, The Performance Factory, Belgium

New Guru Speaker

Be among the first to hear Jeroen speak in the UAE on Wednesday, 25 April 2012, 08.30 – 12.00!

Drawing on The Strategy Execution Barometer™, the leading resource worldwide for practical, fact-based Strategy Execution market data, Jeroen de Flander will answer that all-important question: Why do companies fail in executing their strategy? With reference to data from over 1400 companies, 20,000 managers, 36 countries and 29 sectors, Jeroen will show you how your company measures up against others in terms of strategy execution capability, explain why companies fail to execute their strategy correctly and provide you with the tools and techniques to avoid making the same mistakes!

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Tel: +971 4 335 2437 Email: [email protected] Fax: +971 4 335 2438 www.iirme.com/bsc

Expert Led WorkshopsWorkshop 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.

The 8 – A Unique Strategy Execution Framework Take the complexity out of implementing Balanced Scorecard with this simple, practical, straightforward methodology!

Workshop Overview In this workshop, you learn what it takes to turn strategy execution into a competitive advantage for their organisation. The session will zoom into two crucial execution levers, often overlooked: how to link all execution efforts into one, simple framework and the other side of innovation: turning great ideas into practice.

Benefits Of Attending � Learn how strategy execution can become your next

competitive advantage � Deep dive into the ‘8’, a unique, simple strategy execution

framework � Learn how to turn your company into an innovation

execution factory � Find out what strategy execution role is expected from the

2020 leader

Key Topics � The crucial building blocks of the ‘8’ � Guidelines to simplify the strategy execution process in your

organisation � The other side of innovation – the innovation execution

challenge

Who Should AttendEveryone who is looking for research based, practical tips to boost strategy execution in their organisation.

Your Expert Workshop LeaderJeroen de Flander, Managing Director, The Performance Factory, BelgiumJeroen De Flander is a seasoned international strategy execution expert, top executive coach, seminar leader and highly regarded keynote speaker. Jeroen has helped more than 17,500 managers in 22 countries master the necessary

execution skills, including the USA, Brazil, Venezuela, Jordan, Malaysia, Spain, Italy, Russia, Estonia, the Netherlands, France, the UK, Germany, Egypt, China, Croatia, Korea and Belgium. He has shared the stage with strategy gurus like Michael Porter and Costas Markides.

His book, Strategy Execution Heroes, reached the Amazon bestseller list in 5 countries. Jeroen is co-founder of the performance factory – a leading research, training and advisory firm which is solely focused on helping individuals and organisations increase performance through best-in-class strategy execution. For several years, he was the responsible manager worldwide of the Balanced Scorecard product line for Arthur D. Little – a leading strategy consulting firm. The 50+ companies he has advised on various strategy and strategy execution topics include Atos Worldline, AXA, Base, Bridgestone, CEMEX, GDFSuez, Honda, ING, Johnson & Johnson, Komatsu, Sony and the Flemish and Belgian governments.

The Balanced Scorecard In A Project Focused OrganisationApply the Balanced Scorecard on your next project and watch your project delivery performance soar!

Workshop OverviewAll organisations combine, in varying degrees, processes and projects. The classic Balanced Scorecard methodology aligns the themes of strategic objectives, measures, targets and initiatives (strategic projects).That said, most textbook applications of the BSC are focused on organisations that are principally “process” in focus, albeit with some project involvement. However, this workshop specifically addresses the issues of applying the BSC to an organisation that is principally project-focused.The final session of the day involves a group exercise in which each group will be required to develop and present their solution to a given case study situation.Attendee numbers will be strictly limited to facilitate a workshop rather than lecture format.Benefits Of Attending

� Understand how to align the strategic disciplines of the Balanced Scorecard with that of project management

� Explore – generically – the development of a project-focused BSC: from overall corporate goals to measures and targets

� Learn how the traditional role of the Project Management Office (PMO) can be aligned with Office of Strategy Management (OSM).

Workshop AgendaSession 1

� Introduction and overview of the business differences between a process and project focused business

� Projects v programmes v portfolios – and the management differences

� BSC strategic initiatives ( projects ) - Effective planning of appropriate initiatives - Project planning and evaluation - Initiative / project prioritisation - Aligning project output with business outcome

Session 2 � Applying the BSC concept and methodology to a project-

focused business

� Step by step development of a generic project organisation scorecard

- What are the common strategic objectives and measures (note – this is NOT a menu approach, but intended to illustrate the concept with a hypothetical business situation)

� The practicalities and limitations of attempting to apply the BSC to a single project

Session 3 � An extended group exercise � Based upon a given case study situation, each group will

develop and then present to the workshop as a whole on the process and outcome of how they have designed a project-focused Scorecard

� Closure and next steps

Who Should Attend � Business managers, at all levels of the organisation, who

recognise the challenges of aligning project performance with overall organisational strategy

� Project, programme and portfolio managers who understand the potential benefits of applying Balanced Scorecard concepts to their activities

� Strategy and Balanced Scorecard coordinators

Your Expert Workshop Leader Alan Fell, Managing Director, Alan Fell Consultancy, UK

Alan Fell is a leading internationally recognised and respected specialist in the Balanced Scorecard and the wider discipline of strategy execution. After a successful

career with a major UK commercial bank, and which he led one of the very early BSC applications in 1993-96, Alan has been a consultant and trainer on the BSC and related disciplines for the last 15 years. His work spans a wide variety of business sectors and covers public training seminars, customised in-house training and management consulting in the BSC and strategy execution. During these 16 years, he has run well over 250 workshops across the UK, Europe, South Africa, Middle East and South East Asia. Alan has been a very frequent visitor to the GCC for many years and some 75% of his work is now undertaken in the GCC. During this long experience he has also been chairman of many events with Drs Kaplan and Norton. Alan brings a highly pragmatic, no-nonsense and robustly disciplined approach to the subject and a passionate belief that – provided it is designed and used properly – a BSC can indeed transform the performance of an organisation.

A Practical Guide To Performance Benchmarking Find out how your company’s performance compares to your regional and international peers and use the knowledge to drive your own performance breakthroughs!

Workshop OverviewBenchmarking in the Middle East can be challenging but can be valuable means of understanding how your company’s performance compares to others in your peer group and where you should target your performance improvement efforts. Whether it is same-industry or multi-business or process-based or metric-based or 1-2-1, all approaches can be complex and time-consuming and organisations should be willing to implement changes in order to realise the full benefits. This workshop will present real world benchmarking case studies to delegates to demonstrate how to initiate and deliver performance benchmarking projects in line with multiple approaches. This session will provide invaluable practical tools and insights to allow you to implement a benchmarking initiative in your organisation.

Key Topics � Understanding the business benefits of performance

benchmarking � Evaluating performance benchmarking approaches and

deciding which is best for your organisation � Case study 1: multi-business process benchmarking � Case study 2: same-business consortium style process

benchmarking � Case study 3: same-business consortium style metric

benchmarking � Case study 4: multi-business 1-2-1 benchmarking

Benefits Of AttendingYou will see how performance benchmarking works in practice and develop the skills and knowledge to initiate and deliver a benchmarking initiative in your own organisation.

Who Should Attend � Executive management team members � Organisational excellence and performance management

professionals

Your Expert Workshop Leader

Zillay Ahmed, Organisational Excellence and Quality Advisor, Abu Dhabi Sewerage Services Company, UAE

Zillay Ahmed is an organisational transformation professional with over 31-years of diversified experience in strategic business planning, performance management, process improvement, risk management, Balanced Scorecard, change management, corporate communication, sustainability reporting, business continuity, corporate governance, business intelligence and benchmarking. With 27-years of experience in Abu Dhabi, Zillay is currently a member of the senior management team at ADSSC, working as Organisational Excellence and Quality Advisor. He has successfully developed and deployed a unique organisational excellence model at ADSSC, focusing on process, risk, technology, strategy and performance dimensions. Zillay has led benchmarking projects at ADSSC with Australian and Canadian based consortiums, respectively. Prior to joining ADSSC, Zillay worked with National Bank of Abu Dhabi and later with Abu Dhabi Securities Market (renamed ADX) as Head of Business Excellence. Not averse to taking risks, Zillay left the corporate world after 13-years with ZADCO (ADNOC group) and established his own consultancy practice (Al Bawardi Tatweer) in Abu Dhabi, which expanded regionally into 8 countries. Partnering with blue-chip industry leaders like Juran Institute, Gentia, Micrographics and others, he introduced consortium-style process benchmarking, six sigma and balanced scorecard in UAE.

Limited Spaces AvailableBook early to secure your first choice!

Pre-Forum Workshops Saturday, 21 April 2012 Post-Forum Workshops Thursday, 26 April 2012

Aligning Human Capital To Drive Performance BreakthroughsHarness the power of people behind common goals to guarantee your company’s success!

Workshop OverviewLeaders are mystified when what they thought was a beautifully crafted strategy from their offsite is not well implemented or executed.

Organisations do not execute unless the right people, individually and collectively across all levels of the organisation are effectively connected to the strategy, and are geared up to follow through and act on the appropriate set of connected activities.

Key TopicsThe workshop will introduce participants to our TAUC™ framework:

� TALENT READINESS - how to ensure the individual and the organisation are geared up and enabled to execute

� AGILITY – best practice of engaging and mobilizing all to continually challenge, innovate and renew for the purpose of our shared goal

� UNITY – empower each individual in the organisation in their decision making to make choices that reinforce one another and thus rendering the whole population of employees exponentially more effective

� CLARITY- how best to effortlessly ‘create a line of sight from the organisation’s strategic objectives to individual objectives’ – Personal Scorecards

We shall not be covering how to develop a Balanced Scorecard for the organisation. The content of this workshop goes beyond the Balanced Scorecard design and development; it is about making it practical on the ground with people!

Our workshop approach is interactive, energetic, and participative. We believe you learn by doing – to get hands-on experience we will use a case study and various WholeBrain™ Thinking related concepts.

Benefits Of AttendingThis workshop provides insights into how best practice organisations address the key obstacles to execution and effective align its human capital to strategy. We bring together expertise in

strategy management and human resource management to develop an approach to help organisations seamlessly align people to strategy – ensuring a clear link between expectation, performance, result and reward.

Who Should Attend � Strategy and HR Managers looking to align people to the

strategy � Managers who want to link the performance management

system to strategy execution � Individuals who seek to motivate their staff to work together

for the shared objective

Your Expert Workshop LeadersMuibat Ijaiya, Director, BSC Strategy Management, UK

Muibat is a strategy management and execution expert, with extensive experience helping organisations to develop and implement integrated strategy management

systems. Her client engagements range from strategy development, Balanced Scorecard design and implementation, linking operation plans to strategy, and business transformation projects. Muibat has over 12 years consulting and advisory experience with clients including Aviva Plc, EWA, QIB, DHL logistics, ITFC- Islamic Development Bank, Express Vending, and Allianz Global Investors – AP. Muibat previously worked with Drs Kaplan and Norton at Palladium and her industry experience was gained with Eli Lilly - a top ten global pharmaceutical company.

Zakeera Vidler, Director - HR Consulting, ConnectedGroup, UAE

Zakeera Vidler is the Managing Partner at ConnectedHR. She has extensive experience in the areas of leadership development, human capital, change management, and

coaching and mentoring and leadership team building experience. Prior to consulting Zakeera held various leadership development and HR Director posts within large complex Fortune 500 organisations. Recently, her focus has been on helping organisations ensure human capital readiness, as well as supporting them with developing and building high performance oriented teams - geared for execution. Zakeera has worked with clients including Bahrain’s Electricity and Water Authority, ITFC, and Woqod Qatar Fuel.

Risk Management For Strategy Execution Mitigate the business risks that might otherwise derail your company from its strategic journey!Attendance at this workshop counts towards credits for the Kaplan Norton BSC Certification™

Workshop OverviewIn the aftermath of the global economic meltdown, risk management has taken on new importance, not only in the financial services sector, but across industries. Experienced users of the strategy map and BSC realise that the BSC management system represents not only an appropriate tool for risk management but also one that allows integration of risk management with strategy and performance management

The workshop will present best practice examples of project and enterprise risk management and will examine the role of the ‘risk management officer’ focusing on how to balance compliance and business enabling roles. Linking risk management to strategy execution will be explained as will the development of a Key Risk Indicator (KRI) scorecard. The Palladium expert trainers will describe how to develop initiatives to mitigate and manage risk and will explain the role for scenario planning, war gaming and stress testing to anticipate and avoid the adverse consequences from external risk events. Finally, the positioning of the organisational risk management office within the enterprise will be discussed.

Key Topics � The risk management framework outline � Linking risk management to strategy execution � Developing initiatives to mitigate risk � The risk management office

Who Should Attend � Risk management professionals � Senior officers involved in strategy definition � Strategy execution executives

Benefits Of AttendingThe workshop provides you with:

� A proven framework to implement immediately and achieve results

� Hands-on training with expert instructors � Practical application through learning exercises � Networking opportunities with other professionals involved

in strategy execution

Your Expert Workshop LeaderAldo Labaki, Consulting Manager, Palladium Middle East, UAE

Aldo Labaki has over 10 years of international experience in strategy execution, change management and corporate performance implementation projects in large

organisations. At Palladium, he focuses on definition and implementation of strategy execution and corporate performance management methodologies, processes and tools, as well as leading complex change management programmes. Aldo has international experience in the finance, utilities, engineering, telecommunications, construction and government sectors. Prior to joining Palladium, Aldo was a member of the BSC implementation team in Unibanco (a Brazilian privately held financial institution), achieving the acclaimed Balanced Scorecard Hall of Fame™ certification for the organisation. Prior to that Aldo led a major restructuring project for a large hotel organisation in the US.

C Best Practice Change Management For Successful Strategy ExecutionGet the change management skills and knowledge you need to fully embed your strategy execution programme!

Workshop OverviewNo organisation has a strategy that requires us to stand still. In a rapidly changing world, littered with unexpected surprises, it is critical for every organisation to manage change. Organisations that respond best to change usually emerge as the “winners”.

But whilst there is widespread recognition of the important of Change, there is an equally widespread concern that change management (“CM”) is difficult to implement successfully.

So if strategy execution is a critical requirement for the future, and change is a key element of strategy execution, how can we use the BSC to address the inherent challenges of the subject?.

Benefits Of Attending � Understand what is “change management” and why it is so

important for strategy execution? � Learn how to align change management within the

Balanced Scorecard. How can we measure / assess change management as a “measure” within the Scorecard?

� Identify and manage the common barriers to successful change managementUnderstand the “output” aspect of change management (“benefits management”) and how to assess the effectiveness of change management

Workshop Agenda � What is change management and how does it align with

BSC? � The challenges of strategy execution

- Most organisations fail in strategy execution. Why? - We examine why so many businesses fail to implement

their ambitions and the role of change management � Two key requirements: leadership and communication

- Leadership and the need for leadership as a critical input component of change management

- Leadership and management: different but both are very necessary

- How to assess leadership - Communicate, communicate, communicate ... - The vital importance of communication and the benefits

of creating a regular communication process � Measuring change management

- What gets measured gets managed. So how can we practically measure / assess the change management capability of an organisation.

- The John Kotter 8-step change model � Benefits management

- Measuring the effectiveness of change management - Change is not a one-off event: how can we embed

change management competence? � Case study – using the SFO (Strategy Focused Organisation)

framework to drive change across an organisation - A short introduction to the SFO framework - An amalgam case study setting out how the SFO

best-practice framework can provide a structured methodology to focus a change agenda directly linked to better strategy management / execution

� Managing unexpected change - Organisations that have the capability to respond faster

than the competition gain significant advantage at a time of unexpected turmoil

- How can businesses prepare for surprises

Who Should Attend � Business managers, at all levels, who recognise the

challenges of managing change � HR professionals who want to proactively help their

organisations to manage change � Strategy and Balanced Scorecard coordinators

Your Expert Workshop LeaderAlan Fell, Managing Director, Alan Fell Consultancy, UKSee workshop E for biography.

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Our Sponsors

ADDIMA Consulting is a specialized consulting firm based in London with solid presence in the Middle East through its offices in Riyadh, Dubai and Beirut. ADDIMA is well positioned to provide a proven turnkey Balanced Scorecard (BSC) development & implementation because of :

� Our experienced & certified BSC practitioners and strategy experts

� Our solid expertise in various industries in the Middle East, our deep understanding of the local culture, and the command of the Arabic business language in addition to the English and French.

� Our exclusive partnership in the Middle East with Paul Niven, a noted speaker and writer on the subject of the Balanced Scorecard, and hands-on practitioner

Palladium Group is the global leader in helping organisations execute their strategies by making better decisions. Our expertise in strategy, risk, corporate performance management and business intelligence helps clients achieve an execution premium. Our services include consulting, conferences, communities, training and technology. Palladium’s Balanced Scorecard Hall of Fame for Executing Strategy™ recognises more than 120 organisations worldwide that have achieved outstanding execution premiums.

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

BSC Strategy Management is a professional services organisation that focuses on helping private and public organisation’s to clarify and execute their strategies. Supported by expert associates, we effectively combine strategy implementation expertise, with best practise in aligning and managing Human Capital for higher performance in strategy execution.

Our offering – Our subject matter expertise and field experience is firmly grounded in the areas of strategy execution and human resource management. We offer bespoke consultancy services in Strategy Review, Balanced Scorecard implementation, Performance Improvement, Business Transformation, Organisation Effectiveness, as well as Learning & Development solutions, and Executive Coaching / Mentoring programmes. To hear more on how we can support you please contact: [email protected] +447796220535 [email protected] +974 55849897

Supporting SponsorStrategic Partner Sponsor

Tel: +971 4 335 2437 Email: [email protected] Fax: +971 4 335 2438 www.iirme.com/bsc

Sponsorship Opportunities

About The Venue

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 [email protected]

New Sales Leads – Showcase your products or services either by exhibiting or taking part in the programme to meet key strategy execution decision makers.

Launch New Products or Services – Draw attention to your brands by using Balanced Scorecard 2012 as a launch pad for new products and services.

Enter New Markets – Exhibiting is one of the most cost effective and time efficient ways of entering new markets.

Build Customer Loyalty – Face to face contact at conferences cements your position as a market leader and helps to develop client loyalty.

Position Your Company Brand – Align your brand with Dr Kaplan and Dr Norton to position your company as an industry leader.

Brokering New Business Partnerships – Partner with delegates or other sponsors to deliver more compelling solutions to their clients.

6 Great Reasons To Sponsor

Industries Who Attend Balanced Scorecard Forum

Government Petroleum, Energy and Utilities Investment and Finance Telecommunications and Media Manufacturing - Industrial Retail, Trade and Hospitality Healthcare and Education Real Estate Agriculture, Metals, Minerals Transport and Logistics Business services

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

Introducing The Strategy Execution Ambassador

Jeroen De Flander

Plus! The Strategy Execution Barometer™ - the leading resource worldwide for practical, fact-based Strategy Execution market data

– with data from more than 1400 companies!

Bestselling author of Strategy Execution Heroes

Dr Kaplan And Dr Norton’s Famous Masterclass

Plus Brand NEW Material on Co-Creation, Shared Value And Scenario

Analysis For Risk Management!

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

Post-Forum Workshops: 26 April 2012

D: “The 8” – A Unique Strategy Execution Framework

E: The Balanced Scorecard In A Project Focused Organisation

F: A Practical Guide To Performance Benchmarking

Tel: 971-4-335 2437 Fax: 971-4-335 2438 Email: [email protected] Web: www.iirme.com/bsc

Strategic Partner Supporting Sponsor Sponsor Organised By

ONLY At The Balanced Scorecard Forum 2012ü THE definitive Balanced Scorecard Masterclass delivered by the iconic gurus

themselvesü NEW The region’s top business leaders on today’s most pressing business

challenges and the way forwardü NEW The Strategy Execution Ambassador – Jeroen de Flander – on why

companies fail in strategy executionü NEW Expert lessons on implementing the Balanced Scorecard in project

focused organisationsü 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

lifecycleü NEW 5 Hall of Fame case studies for best practice Balanced Scorecard

implementationsü NEW 6 expert led workshops on everything from change management

to aligning human capital for performance breakthroughs!

BALANCED SCORECARD FORUM21 - 26 April 2012 • The Address Hotel, Dubai Marina, UAE DUBAI

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

Payments

A confirmation letter and invoice will be sent upon receipt of your 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 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 an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received.

Cancellation

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

Event Venue:

The Address Hotel, Dubai Marina, UAETel: +971 4 436 7777Accommodation DetailsWe highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on:Tel: +971-4-4072693 Fax: +971-4-4072517Email: [email protected]

Conference fees include documentation, luncheon and refresh-ments. Delegates who attend all sessions will receive a Certificate of Attendance.

Avoid Visa Delays - Book Now

Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible. Visas for non-GCC nationals may take several weeks to process. All registrations are subject to acceptance by IIR which will be confirmed to you in writing. Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers or topics.

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DELEGATE DETAILS

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FIVE WAYS TO REGISTERIIR Holdings Ltd.P.O Box 21743Dubai, UAE

GCS/IIR Holdings Ltd.P.O Box 13977Muharraq Kingdom of Bahrain

971-4-3352438

971-4-3352437

[email protected] www.iirme.com/bsc

Name: ..............................................................................................................................................................................................................

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CALL – 971 -4-3352483E-MAIL – [email protected]

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE

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BU08 ManagementIK/VH OJ

Please the session/s you wish to attend:

Pricing Promotions:ü Group Booking Discounts for full conference registrations up to 25%. ü No 2 discounts can be combined

Fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

DaysBalanced

ScorecardForum Dubai 2012

Super Early BirdBook Before

2 February 2012

Book Between 3 February And 15 March 2012

Book After 16 March

2012

6 Days Entire Event US$ 5,180

Save US$ 2,920US$ 5,530

Save US$ 2,570US$ 5,680

Save US$ 2,420

5 DaysMasterclass + Forum

+1 Workshop US$ 4,685

Save US$ 2,160US$ 5,035

Save US$ 1,810US$ 5,185

Save US$ 1,660

4 Days Masterclass + ForumUS$ 4,090

Save US$ 1,500US$ 4,440

Save US$ 1,150US$ 4,590

Save US$ 1,000

4 DaysMasterclass

+2 WorkshopsUS$ 4,205

Save US$ 1,200US$ 4,405

Save US$ 1,000US$ 4,605

Save US$ 800

4 DaysForum

+ 2 WorkshopsUS$4,005

Save US$ 1,200US$ 4,205

Save US$ 1,000US$ 4,405

Save US$ 800

3 DaysMasterclass +1 Workshop

US$ 3,290Save US$860

US$ 3,705Save US$ 445

US$ 3,855Save US$ 295

3 DaysForum

+1 WorkshopUS$ 2,890

Save US$ 1,060US$ 3,505

Save US$ 445US$ 3,655

Save US$ 295

2 Days MasterclassUS$ 2,595

Save US$ 300US$ 2,795

Save US$100US$ 2,895

2 Days ForumUS$ 2,195

Save US$500US$ 2,545

Save US$ 150US$ 2,695

2 Days 2 WorkshopsUS$ 1,900

Save US$ 610US$ 2,360

Save US$1 50US$ 2,410

Save US$ 100

1 Day 1 WorkshopUS$ 955

Save US$ 300US$ 1,205

Save US$ 50US$ 1,255

Conferences 22-23 April 2012

Masterclass with Dr Kaplan and Dr Norton – 2 days

24-25 April 2012Balanced Scorecard Forum – 2 days

Pre-Forum 21 April 2012

Workshop A Risk Management for Strategic Execution

Workshop BAligning Human Capital To Drive Performance Breakthroughs

Workshop CBest Practice Change Management For Success-ful Strategy Execution

Post-Forum 26 April 2012

Workshop DThe 8 – A Unique Strategy Execution Framework

Workshop EThe Balanced Scorecard In A Project Focused Organisation

Workshop FA Practical Guide To Performance Benchmarking

Building Competitiveness Through World Class Strategy Execution Practices

BALANCED SCORECARD FORUMDUBAI21 - 26 April 2012

The Address Hotel, Dubai Marina, UAE

Media Partners

All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them asthey include important information. By submitting your registration you agree to be bound by the terms and conditions in full.