Strategy Development at Emirates Identity Authority

12 March 2011

Case Study
Strategy Development at Emirates
Identity Authority
Conference: ‘Changing Perspective of Management: Revisit the Existing
and Explore the Novel Ideas’
International Conference Jointly organized by Nepalese Academy of
Management and KFA Business School
Venue: Hotel Yak and Yeti-Kathmandu, Nepal - March 10-12, 2011
Education & Learning : Technical Session - Time: 11.15- 13.15
Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ www.emiratesid.ae
Our Vision: To be a role model and reference point in proofing individual identity and build wealth informatics that guarantees innovative and sophisticated services for the benefit of UAE © 2010 Emirates Identity Authority. All rights reserved

Agenda

• Introduction: Public Sector

• Case Study: Emirates Identity Authority

• Lessons Learned

Federal Authority | ‫هيئــــــــة اتحــــــــــــادية‬ © 2010 Emirates Identity Authority. All rights reserved

Agenda

• Introduction
Introduction: Public Sector


• Lessons Learned


Definitions

Successful Delivered on time, on budget, with
required features and functions.

Late, over budget, and/or with less
Challenged than the required features and
functions.

Cancelled prior to completion or
Failed delivered and never used.


Challenges ! GAO 1991 Used with
Usable fixes Extensive
Unfinished
Standish 2009 rework
Failed / Aborted
required

Successful

General Accounting Office (Circa 1990) couldn’t
Keuffel, W. “Solving the Right
Problems”, DATA BASED ADVISOR, Aug be used
Challenged 1991, p.134.


Government Projects Lack of Information & Statistics.

• Globalization &
Trends.

• Population Cost
demands. A B
• Government
Policies and
regulations.
D
C
• Need for
Strategic Performance
Planning.


Government Trends Quality Focus

Porter’s Generic
Business Strategies
Broad

Cost
Differentiation
Leadership
Scope
Narrow

Cost Differentiation
Focus Focus
Cost Differentiation
Source of Competitive Advantage


Public Sector Why Strategies Fails ?

• a plethora of methods, too much papers
and remain theoretical!

• totally focused on the thoughts of those
Need to
involved.. (not leadership and
operations)

• assume world is structured, stable, and
logical, or will respond to a structured
approach.
re-connect
with Business
• Little evidence to suggest that
consistently lead to success.

• Not driven by the needs of the public
sector

Agenda


• Case Study

• Lessons Learned


Emirates Identity Authority

• Federal Government
Organisation in UAE.

• Tasked to develop and
Implement Advanced
National Identity
Management
Infrastructure in the UAE.

• 900 Employees.

• Annual Budget: $ 200 M.


Change Need
• Strategy focused on infrastructure and
organisational needs.

• Lacked clear linkage between different levels
of the strategy. Outcomes
• Vagueness: no the satisfaction and
were not clear link between the strategic
direction and their day-to-day activities.

• un-prioritised initiatives: delays and Expectations
cancellations.
of Stakeholders
• No clear execution and reporting
mechanisms: Lack of Info. and management
inability to make proactive decisions.

Project Approach

Implementation
Diagnostics Development Planning


Diagnostic Phase

• Leadership Vision
• External and internal assessment.
• Current Strategy Review.
• Stakeholders Strategic Intents.
• Articulate current and foreseen
operating model.
• Study organisational enablers
(people, processes, technologies.
• International benchmark.


Strategy Development Framework


Development

• 16 KSFs were established and
assigned (KPIs)
• 20 distinct initiatives were
identified
• For every Strategic Objective, a
series of measurable Key
Success Factors (KSFs) –
strategic enablers - were
identified in order to guide
progress.
• Linking Strategic Objectives,
KSFs, Gaps, and Initiatives.


Implementation Planning

• High level activities (Holistic View)
• Strong focus on detailed activities
for ICT, planned timelines, estimated
budgets, and accountabilities were
detailed out for each initiatives.
• KPIs were designed and set to
measure progress.
• This exercise resulted in an
elaborated four-year work plan
linking day-to-day activities within
departments and functional units to
the overall strategy.


Results
• Structured (but AGILE)strategy
development process.
• Measurability (through linked KPIs)
at every level of the strategy.
• Clear linkages between all levels of
the strategy
(from Mission/Vision to Strategic Intents to
Strategic Objectives, to Key Success Factors, to
Initiatives, and finally, to day-to-day activities).

• Every department were accounted
for within the strategy
• Prioritisation of organisation's
technological needs

Outcomes

Before After
Daily
2,000 9,000
Enrolment
Annual
500,000 1.5 Million
Enrolment
Intake
5,000 12,000
Capacity
Staff
20% 7%
Turnover
Quality 90% 97%
Customer
40% 70%
Satisfaction
Waiting
4 hrs 15 min
Time


Agenda



• Learned Lessons from Strategy Development Project
• Lessons Learned


Lessons Learned

• Change Management.
• Communication.
• Involvement and contribution of
key stakeholders across multiple
levels in the Org.
• Structured process guiding the
development of the strategy.
• Detailed and accurate work plan.
• Looking at the “Big Picture” and
longer time horizon.


Lessons Learned

• Core Functions vs.
Support Functions

• Focus on
Customers

Lessons Learned

Project
Management
Office
vs.
Strategy
Support Office

Conclusion
In simple terms..

Think Simple
Focus on
Outcomes and
Results
Develop
Business Agility

Presenter:
Dr. Ali M. Al-Khouri
Director General
Emirates Identity Authority
United Arab Emirates
ali.alkhouri@emiratesid.ae


Strategy Development at Emirates Identity Authority

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