Prof. Richard Rumelt International Leader in Strategy Selection and Competitive Advantage

Bernard MarrGlobal Authority on Organisational

Performance and KPIs

Dr. Robert Kaplan Professor of Harvard Business School and Co-Founder of the Balanced Scorecard

www.strategyleadersforum.com/vip

3 international gurus in strategy development, execution and organisational performance

20+ regional CEOs, CSOs and Heads of Strategy sharing real-life experiences of strategic innovation, diversi�cation and success

30+ hours of exemplary Balanced Scorecard and strategy implementation

100s of inspirational executable ideas to take back to your team

Unparalleled insight into developing and executing competitive corporate and Government strategies in emerging markets

13 – 17 APRIL 2014The Address Hotel Dubai Marina, Dubai, UAE

Formulating And Executing World-Class StrategiesFor Sustained Competitive Growth

Formulating And Executing World-Class StrategiesFor Sustained Competitive Growth

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#STRATEGYLEADERS

Your strategy journey starts here. Strategy Leaders is the Middle East’s premier strategy development and execution programme, addressing top-of-mind priorities for forward thinking leaders in businesses and public organisations across the region. Hosting three internationally acclaimed strategy leaders and best in class regional innovators, you’ll take home the inspiration, advice and collective experience required to develop and execute successful growth strategies for sustained business excellence.

Engage with inspirational global authorities. Exchange ideas with regional peers. Execute effective world-class public and corporate strategies to ensure sustained organisational success.

FIVE DAYS of interactive learning and PEER-TO-PEER sharing including:

LIVE engaging Super Guru Mornings with global strategy leaders

INTERACTIVE lunch meetings with international speaker faculty

REAL CASE STUDIES to benchmark your progress against regional peers

HANDS ON workshops to cement your ideas into applicable strategies for your business

UP CLOSE AND PERSONAL interactive sessions with key event partners

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

Your agenda at a glance

13 April

Workshops

14 April

Strategy Selection

15 April

OrganisationalPerformance

17 April

Workshops

• Business War Gaming• Key Performance Indicators• Balanced Scorecard Essentials

Prof. RichardRumelt

• CEO Roundtable• CSO Forum• Strategic Capabilities• Managing Change

Bernard Marr

• Organisational Alignment• Risk Management• Family Businesses • Strategy Review

Dr. RobertKaplan

• Six Step Strategy Execution System

16 April

Balanced Scorecard

Leaders, managers and executives from across multiple disciplineswill benefit from attending, including:

Project Management

Process andQuality Control

Change and Transformation

PerformanceManagement

Balanced Scorecard

Business Development

Chairman, President, CEO, GM, MD Finance

HR and Talent Management Strategy

Business Excellence

Register your leadership team to ensure successful strategy alignment across the organisation. Generous group discounts are available – contact us today to secure the best price.

Email a.watts@iirme.com or call +971 (0)4 335 2483

Personalise your learning journey. Choose the sessions most relevant to you and create a programme tailored speci�cally to your

organisation’s needs. See back page for more details.

Position your brand as a strategy formulation and execution leader. We have exclusive partnership opportunities for leading organisations that can improve strategic

capabilities across public and corporate entities. For more information speak toCharlie Bark-Jones on +971 (0)4 407 2608 or email sponsorship@iirme.com

• Project Portfolio Management• Business Model Generation• Stakeholder Engagement

Don’t recognise us? Strategy Leaders is the new name for the Balanced Scorecard Forum. As regional businesses are gearing for growth, we’re expanding our offering – with more gurus, more content and more inspiration across the entire strategy journey.

HE Dr Ali Al KhouriDirector GeneralEmirates Identity Authority

Fadi MalasCEOJust Falafel

Wijnand Van TillVice PresidentSales StrategyEtisalat

Adri PolsVice President Strategy TAQA-Abu Dhabi National Energy Company

Neeraj MahajanCEOAl Naboodah Commercial

Ousama FansaCEO Roots Group

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

08.00 Registration 08.30 Chairman’s Welcome Address Eddy Abou Chakra, Managing Partner, Vanguards Consulting, UAE/Lebanon 08.45 Keynote Address: Implementing clear strategic vision and world-class corporate excellence programmes to deliver outstanding efficiency, outputs and quality of customer service HE Dr Ali Al Khouri, Director General, Emirates Identity Authority, UAE 09.15 Super Guru Morning with Prof. Richard Rumelt 12.45 Lunch and Networking Break 14.00 CEO Roundtable: Driving sustainable growth through strategic innovation Fadi Malas, CEO, Just Falafel, UAE Ousama Fansa, CEO, Roots Group, KSA Abdullah Al Majdouie, President, Al Majdouie Group of Companies, KSA Neeraj Mahajan, CEO, Al Naboodah Commercial, UAE 14.45 CSO Forum: Keeping Pace - The changing role of Chief Strategy Officers in the Middle East Adri Pols, Vice President Strategy, TAQA - Abu Dhabi National Energy Company, UAE Dr. Sami Alom, Chief Strategy Of�cer, Al Noor

Hospitals Group, UAE Omar Mehanna, Chief Strategy Of�cer, The Saudi British Bank (SABB), KSA Mohammad Absi-Halabi, Strategic Development Advisor, The Executive Council – Government of Dubai, UAE15.30 Afternoon Break16.00 Scenario Analysis: Appropriate strategy selection, scenario analysis and stress testing models for business leaders Wael Zein, Chairman, ADDIMA Consulting, Lebanon 16.30 Building Strategic Capabilities: Identifying, recruiting and retaining key capabilities and embedding a performance culture to deliver strategic aspirations Diaa Mohammed, VP Human Resources Global Services, Hewlett-Packard, UAE Joe Chalouhi, HR Director MENA, GE Middle East, UAE 17.15 Managing Change: Implementing change initiatives to improve performance and efficiency at Etisalat Wijnand Van Till, Vice President Sales Strategy & Planning, Etisalat, UAE 17.45 Close of Day One

Successful Strategy Selection: Formulating competitive strategies to drive dynamic business growth

Super Guru Morning Session with Prof. Richard Rumelt

Day 01 - 14 April

In this interactive and engaging session, Richard will teach you the ‘kernel’ concept – a simple logical structure that creates good executable strategy. He’ll also teach you about the perils of bad strategy – what its hallmarks look like, how to identify it, and how to ensure poor strategy is not implemented in your organisation. Following Richard’s approach will enable corporations to move away from seeing strategy as an extension of �nancial planning to a more powerful and realistic approach, and allow Governments and non-pro�t organisations to draw focus and coherence to yield dramatic improvements in effectiveness. Richard will also guide you through his ‘14 rules for good growth’ – a set of key ideas that should be followed to ensure that strategic growth creates value and effectiveness for the organisation. He’ll also discuss how corporations, Governments and non-pro�t organisations can exploit innovation and market conditions to create and maintain competitive advantage.

About Richard Richard Rumelt helps executives craft meaningful, ambitious, yet actionable strategies for facing the most important challenges and opportunities they face. He gained a worldwide reputation with his book, “Good Strategy/Bad Strategy,” and has been called “Strategy’s Strategist,” by the McKinsley Quarterly. He has been elected to Thinkers 50, a group of the 50 most in�uential business thinkers in the world. Richard is a pioneer in the �eld of business and corporate strategy and is widely recognized as having put in place many of the key foundations of the subject. He is the Harry and Elsa Kunin Professor of Business & Society at UCLA Anderson. He earned Bachelor’s and Master’s degrees in Electrical Engineering from the University of California, Berkeley. He studied decision sciences and corporate strategy at the Harvard Business School, receiving his doctorate in 1972.

Learn more about Richard’s session at www.strategyleadersforum.com/gurus/richard

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

PRE-FORUM WORKSHOPS – 13 APRIL

Workshops

Choose ONE Pre-Forum Workshop and ONE Post-Forum Workshop to improve your strategy execution.

Visit www.strategyleadersforum.com/workshops to see the full workshop outlines, meet your expert workshop leaders and decide the best topic to meet your learning needs.

Workshops run from 08.30 until 14.30, when lunch will be served.

POST-FORUM WORKSHOPS – 17 APRIL

Workshop D: Executing Strategy by Engaging Project Portfolio Management MethodologiesThis workshop focuses on how organisations can implement the project portfolio management (PPM) framework for identifying, aligning, scoring, prioritizing and selecting project initiatives to achieve strategic objectives. Through a mixture of examples and nteractive exercises, attendees will learn how to integrate Organisational Strategic Plans with Project Initiatives and build a culture of project management within the �rm. It will also address how to enhance the methods used by your organisation to successfully deliver projects, how to de�ne metrics and standards to measure the performance of your projects, as well as how to use technology to support managing and tracking your project data.Who should attend? Executives, strategists, managers, planners and analysts from commercial, public, and nonprofit organisations who want to learn the critical factors that lead to successful strategy execution.

Workshop D: Executing Strategy by Engaging Project Portfolio Management MethodologieThis workshop focuses on how organisations can implement the project portfolio management (PPM) framework for identify

support managing and tracking your project data.Who should attend? organisations who want to learn the critical factors that lead to successful strategy execution.

Bassan A. Samman

CEO and FounderCMCS

Workshop F: Engaging Stakeholders for Successful Strategy ExecutionThis workshop will present and discuss challenges, opportunities, successful experiences and bene�ts of implementing a well structured process for engaging and managing the relationship with key stakeholders in the public and private sectors.At the end of the session the participants will gain a thorough understanding of all relevant matters related to maximizing the RESULTS coming from involving key stakeholders in strategy execution. Among other topics: the process to identify those stakeholders that are strategic, determine the stakeholders’ impact and identify synergy points to engage and co-create with them a coherent approach driven by business goals, mission, values and corporate strategies, etc.Who should attend? CEOs, Directors, Leaders and Senior Managers; Functional Heads; Strategy and Balanced Scorecard Practitioners

Workshop F: Engaging Stakeholders for Successful Strategy ExecutionThis workshop will present and discuss challenges, opportunities, successful experiences and bene�ts of implementing a well structured process for engaging and managing the relationship with key stakeholders in the public and private sectors.At the end of the session the participants will gain a thorough understanding of all relevant matters related to maximizing the RESULTS

strategic, determine the stakeholders’ impact and identify synergy points to engage and co-create with them a coherent approach driven by business goals, mission, values and corporate strategies, etc.Who should attend?

Paulo Serra e Silva Principal

Palladium EMEA

Workshop E: Rethink and Innovate Your Business Strategy To Open Up New Markets and Reach Different Audiences Using Business Model Generation MethodologyThe �nancial crisis, globalisation, digitisation, access to information and changing customer behaviours have transformed the way corporates and Governments need to think about and respond to their customers. New innovative business models are required to keep meeting the expectations of the 21st century customer. This practical facilitative workshops will explain how organisations can use the ‘Business Model Canvas’ to drive nnovative business models and robust strategies. It will enable you to challenge your existing models and design new strategies that reach new audiences and cutomers. The team will also explain how to use the canvas to innovate and start developing new business models for the future.

Who Should Attend? Senior leadership; Functional managers and heads of business; Business developers and solutions/product designers; Strategy, business planning and performance heads; Innovation managers.Who Should Attend?

Carlos GuevaraPartner

ShiftIN Partners

Workshop E: Rethink and Innovate Your Business Strategy To Open Up New

The �nancial crisis, gltransformed the way corporates and Governments need to think about and respond to their customers. New

design new strategies that reach new audiences and cutomers. The team will also explain how to use the canvas to innovate and start developing new business models for the future.

Roberto Wyszkowski

PartnerShiftIN Partners

Senior leadership; Functional managers and heads of business; Business developers and solutions/product designers;

Workshop C: Balanced Scorecard: Concept, Development and DeploymentThis workshop will provide a starting base knowledge of the Balanced Scorecard concept, potential bene�ts and key development steps of the Balanced Scorecard, delivered via a combination of content delivery and group exercises to enhance learning and take-away’ output. The �rst session will guide you through the concept and rationale of the BSC, its context, key aspects, various applications, the cascade process to align employees to the overall organisation, as well as the bene�ts and common problems to be avoided. The second session will look a the development process including planning and output design. It will also examine how to align existing strategic and operational plans with budget, as well as speci�c methodologies including the Balanced Scorecard Institute 9 steps. Session three will look at how to use the BSC model to its best effect, including ‘ownership’, management leadership, Rules of Engagement and dynamic scorecard development. Who should attend? Leaders and senior managers; Functional heads; Strategy and Balanced Scorecard practitioners.

Workshop C: Balanced Scorecard: Concept, Development and DeploymenThis workshop will provide a starting base knowledge of the Balanced Scorecard concept, potential bensteps of the Balanced Scorecard, delivered via a combination of content delivery and group exercises to enhance l

align existing strategic and operational plans with budget, as well as speci�c methodologies including the Balanced Scorecard Institute 9 steps. Session three will look at how to use the BSC model to its best effect, including ‘ownership’, management leadership, Rules of Engagement and dynamic scorecard development. Who should attend?

Alan FellManaging Director

Alan Fell Consultancy

Workshop B: Maximise the Impact of KPIs on your Organisation's Performance with Key Performance Indicators (KPIs)n a recent poll conducted by The KPI Institute over 51% of the respondents nominated KPI selection as the most challenging aspect of working with KPIs. This session will present the fundamental techniques for KPI selection that ensure a rigorous process and quality result. Practical exercises will be combined with best practice examples from a variety of industries and functional areas. Topics to be covered include: KPI naming standards and use of terminology; KPI lifecycle; KPI selection process; Techniques for KPI selection (Value Flow Analysis, KPI balancing); Examples of KPIs in practice. Learn about the KPI naming standards that ensure quality assurance for the selection process. Practice KPI selection techniques (Value Flow Analysis, KPI balancing). Review KPI selection good and poor practice and edentify the essential KPIs by industry and functional area.Who Should Attend? Experienced strategy and performance management practitioners interested in improving the use of KPIs

as part of existing systems; Professionals who are about to embark on KPI selection projects; Everyone interested in being up to date with the latest thinking in KPI selection.

Workshop B: Maximise the Impact of KPIs on your Organisation's Performance with Key

covered include: KPI naming standards and use of terminology; KPI lifecycle; KPI selection process; Techniques for KPI selection (Value Flow Analysis, KPI balancing); Examples of KPIs in practice. Learn about the KPI naming standards that ensure quality assurance for the selection process. Practice KPI selection techniques (Value Flow Analysis, KPI balancing). Review KPI selection good and poor practice and edentify the essential KPIs by industry and functional area.Who Should Attend?

as part of existing systems; Professionals who are about to embark on KPI selection projects; Everyone interested in being up to date with the

Adrian BrudanResearch DirectorThe KPI Institute

Workshop A: Securing Sustainable Strategic Advantage on the Enterprise Battleground Through Business War GamesExecuting �awed strategies can cause signi�cant damage to a business’ reputation, �nances, market positioning and ultimately lead to business failure. This in-depth workshop will provide attendees with hands-on experience on how to develop and test a strategy against external competition, industry developments and market forces. Through a rigorous and tested human-decision-making framework, attendees will have the opportunity to develop, test and re�ne individual strategies live, and learn the tools and techniques critical to developing robust strategic frameworks for their organisation. Understand how market forces, competition, internal drivers and constraints can impact strategy development. Learn how to explore various strategic scenarios and take into account uncertain-ties faced in industry. Outline courses of action and reactions to the competition’s moves, and identify strategies for capitalizing on new business opportunities.

Who should attend? Entrepreneurs, chief executives and senior managers faced with increasing competition and escalating demands within complex markets.

Workshop A: Securing Sustainable Strategic Advantage on the Enterprise Battleground Through

to business failure. This in-depth workshop will provide attendees with hands-on experience on how to develop and test a strategy

framework, attendees will have the opportunity to develop, test and re�ne individual strategies live, and learn the tools and techniques critical to developing robust strategic frameworks for their organisation. Understand how market forces, competition, internal drivers and constraints can impact strategy development. Learn how to explore various strategic scenarios and take into account uncertain-ties faced in industry. Outline courses of action and reactions to the competition’s moves, and identify strategies for capitalizing on new business opportunities.

Who should attend?

Eddy Abou ChakraManaging Partner

Vanguards Consulting

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

About BernardBernard Marr is a global enterprise performance expert and a best-selling business author. He helps companies to better manage, measure, report and analyse performance. His leading-edge work with major companies, organisations and governments across the globe makes him an acclaimed and award-winning keynote speaker, researcher, consultant and teacher. Bernard is acknowledged by the CEO Journal as one of today’s leading business brains. He has written a number of seminal books and over 200 high pro�le reports and articles on enterprise performance.

Learn more about Bernard’s session at www.strategyleadersforum.com/gurus/bernard

Wael ZeinChairmanADDIMA Consulting

Abdallah ObeikanCEOObeikan Group

Faisal Al BelooshiDirector - Interiors & Facility ManagementDAFZ

Rachel MathewSenior Executive – Performance ManagementDAFZ

Jude Chagas PereiraCEOIYCON

Steven BarlowSenior Vice PresidentHead of Strategic Risk Management Dubai Holding

SMART Strategy Execution: Leveraging KPIs, Analytics and Big Data To Drive Fact-Based Management

Super Guru Morning with Bernard Marr

Day 02 - 15 April

Learn how your organisation can use the latest strategic performance management approaches to ensure effective strategy execution. Bernard will draw on many global best-practice case studies and real world examples to demonstrate how �ve simple steps can transform the way any organisation – large or small, private or public – manages its performance.

Talking Points include how to: 1. Translate your strategy into a simple one-page performance management framework 2. Develop relevant KPIs and performance metrics to understand whether they are on track or not 3. Analyse your performance data and turn it into relevant insights 4. Report and communicate your performance insights to engage senior decision makers 5. Ensure you make better-informed and fact-based decisions

The session will look at how companies like Google, Wal-Mart, Shell, as well as leading Government Organisations apply these 5 steps to ensure they stay on track and make the best-informed decisions. It will also explore how leading organisations are now integrating the analysis of un-structured data as well as big-data analytics with their traditional performance metrics to optimise insights and decision-making.

08.45 Chairman’s Welcome Address Wael Zein, Chairman, ADDIMA Consulting, Lebanon 09.00 Super Guru Morning with Bernard Marr, Founder and CEO, The Advanced Performance Institute, UK 12.15 Lunch and networking break 13.30 Building Organisational Alignment: Ensuring core business processes and organisational structures are aligned to deliver strategic goals 14.15 Risk Management: Coordinating a common approach to strategic risk management across holding and individual business units to maximise shareholder value for the long term at Dubai Holding Steven Barlow, Senior Vice President, Head of Strategic Risk Management, Dubai Holding, UAE 15.00 Afternoon Break 15.30 Performance Management: Improving business value through effective performance management at Dubai Airport Free Zone Faisal Al Belooshi, Director - Interiors & Facility Management, DAFZ, UAE Rachel Mathew, Senior Executive – Performance Management, DAFZ, UAE

16.10 Integrating Performance, Initiative and Risk Managment Jude Chagas Pereira, CEO, IYCON 16.30 Family Businesses In Focus: Leading the obeikan business through successful cultural and organisational change to become one of the leading providers in their field Abdallah Obeikan, CEO, Obeikan Group, KSA 17.00 Strategy Refresh: Effective strategy renew and refresh procedures to ensure long term business success 17.30 End of Day Two

Keep checkingwww.strategyleadersforum.com

for the latest agenda updates

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

Position your brand as a leader in strategic innovation and management

TECHNOLOGY PARTNER

STRATEGIC SPONSOR

Sponsoring or exhibiting at Strategy Leaders is a unique opportunity to align your brand with some of the world’s leading strategy thinkers, and to position your company as a leader in strategy development, execution and management in the Middle East and Africa. With a broader agenda than ever before, the event provides excellent opportunities to showcase your experience and products in strategy development, change management, business intelligence, strategy execution and risk management.

Whether you can help corporate or government organisations to develop their strategy, manage their core business risks or implement the Balanced Scorecard, Strategy Leaders is an essential platform to reaf�rm your position with existing clients and develop brand new sales leads.

Opportunities open to your business include:

Positioning yourself as a thought leader by moderating or taking part in a panel discussionDemonstrating consulting and facilitation skills by leading an interactive group or discussion sessionExclusive breakfast, lunch or dinner sponsorReleasing research or reports to a target audienceExposing your brand to key decision makers across the regionShowcasing your products and services at your exhibition stand

To discuss these opportunities or to tailor a package speci�c to your needs contact Charlie Bark-Jones on +971 (0)4 407 2608 or sponsorship@iirme.com

ASSOCIATE SPONSORSICSME is a leading Information Technology company in the Middle East, in the areas of Corporate Performance Management (Balanced Scorecard), Archiving, Document Management, Business Process Automation, Business Intelligence. ICSME also has an IP infrastructure division offering and designing solutions in the areas of security, Video Conferencing and Satellite Communications. ICSME has implemented major projects in UAE, Qatar, Jordan, Saudi Arabia. ICSME has implemented Balanced Scorecard projects for major customers like DP World, Ministry of Agriculture in Saudi using the software STRATandGO, which is also implemented in Abu Dhabi Environment Agency, and world-wide customers like Novartis, Roche, Bayer and many others.

ASSOCIATE SPONSOR

ASSOCIATE SPONSOR

ASSOCIATE SPONSOR

IYCON is a transformational technology solutions company whose mission is to serve businesses and governments, by delivering high quality strategic execution services, through world class technology tools, expertise, best practice methodologies and continued quality support. IYCON’s mission, "Sustaining Your Adaptive Advantage™” is geared to help companies discover and maintain their competitive advantage, as well as empowering them with the ability to master change. IYCON is a leader in improvement & delivery of performance management execution, as well as a preferred performance execution partner for government & private corporations. We understand how to provide solutions which work for our customers. We deliver more than products, and we add value to these products through our best practice implementation methodology, and empower the customer team to take full ownership of the product, and the initiative being driven by the product. IYCON is the Strategic Value Added Partner for QPR Software across EMEA, the Asian Subcontinent, North America & Oceania. QPR Software is specialized in operational development of private and public sector organizations whose mission is to help our customers to become agile and ef�cient in their operations. QPR offers software solutions and services in areas of enterprise architecture development, process modeling and analysis as well as performance management.

ASSOCIATE SPONSOR VANGUARDS is a specialized management consulting �rm offering deep functional knowledge spanning strategy formulation and execution, business process management and information technology services. We assist our clients in charting a roadmap for the future and aligning their operations and resources to achieve their vision. VANGUARDS leads clients through restructuring and turn-around situations to achieve breakthrough results. Word of mouth referrals and numerous repeat clients are a testament of our dedication and success.

Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are �exible, ready-to-run, and that can be easily managed and con�gured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its of�ces and strategic partnerships. Corporater recently established its operations in Dubai to support and grow key partnerships in UAE. Corporater EPM Suite is a Palladium Kaplan-Norton Balanced Scorecard Certi�ed Software.Business in Control: Corporater is changing the way people view corporate performance management software solutions. Our slogan is Business in Control - we deliver solutions that are fully managed and con�gured by corporate users. We believe that the focus should be on how you run your organisation - not on the technology. Strategy-driven Performance Management: By placing strategy at the centre of corporate performance management, Corporater enables a holistic approach to strategic execution by harmonizing performance disciplines, such as operations, budgeting, risk management, quality, etc.

The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the �rst KPI Management Framework and coordinates several research programs dedicated to performance management, strategy, Balanced Scorecard and Key Performance Indicators. It operates smartkpis.com, the result of the research program dedicated to documenting and cataloguing how KPIs are used in practice, an online portal containing the largest collection of well documented KPI examples, supported by a community of tens of thousands of members.

The shift key in your keyboard enables regular characters to be capitalized or transformed into something completely new. Similarly, ShiftIN Partners is a management consulting �rm focused on helping clients develop and execute strategy programs that enable them to achieve the necessary Shift, working from withIN. With an accumulated experience in consulting of +20 years among our Senior Team, our consultants are regularly appointed by the Leadership Teams of Ministries, Councils, Government Departments and Private Holdings in the Middle East, to provide advice on how to overcome challenges related to Strategy, Performance Management and Change. ShiftIN's professionals are bound by a shared set of values and a culture of fellowship, entrepreneurship, trust, and respect—and an unwavering willingness to go above and beyond to ensure our clients’ success. ShiftIN Partners is headquartered in Abu Dhabi, with of�ces in Dubai, Riyadh, Doha and Kuwait.

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.

SUPPORTING SPONSOR ADDIMA Consulting is a specialized consulting �rm based in Dubai, London, Beirut and Riyadh. ADDIMA is well positioned to provide a proven turnkey Balanced Scorecard (BSC) development & implementation because of : · Our experienced & certi�ed 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

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

Few people have contributed as signi�cantly 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 manage-ment system helps business leaders clarify their corporate vision and align people, business units, and resources with a uni�ed 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 govern-ments and nonpro�ts throughout the world to improve transparency, governance, and measurable social outcomes. Robert Kaplan and coauthor David Norton have written �ve landmark books on The Balanced Scorecard, describing how it works and outlining best practices for its implementation. Robert Kaplan is Baker Foundation Professor at Harvard Business School and a former Dean of the Graduate School of Industrial Administration, Carnegie-Mellon University.

Learn more about Dr Kaplan’s session at www.strategyleadersforum.com/gurus/kaplan

Laptops at the ready! We will send electronic supporting documentation in advance to registered delegates for Dr Kaplan’s Masterclass. Remember to bring your tablet or laptop with the documents ready loaded on the day!

Dr. Kaplan One Day Balanced Scorecard Masterclass“One of the most valuable speakers on business strategy and leadership today”

Super Guru Day with Dr. Robert Kaplan

Day 03 - 16 April

08.00 Chairman’s Opening Remarks Alan Fell, Managing Director, Alan Fell Consultancy, UK

08.15 Leading Change, with Dr. Robert Kaplan • Leadership and Strategy Execution: The #1 Priority of CEOs - What is “Leadership”? How does “Leadership” differ from “Management”? - What great leaders really do: Examples from recent business history • Creating the stretch target, the enterprise’s “Big, Hairy, Audacious Goal (BHAG)” • Complacency: the #1 enemy of change • The Strategic Change Agenda: Creating the roadmap for change • Barriers to change: Recognizing and overcoming individual and organizational resistance

09.45 Guest Address: Improving tourism revenue, customer satisfaction and global competitveness through implementing the Balanced Scorecard at the Canadian Toursum Commission Michele McKenzie, Former President & CEO, Canadian Tourism Council, Canada

10.15 Morning Refreshments and Networking Break

10.45 Strategy Execution System: Part 1, with Dr. Robert Kaplan • The Kaplan-Norton Strategy Execution System • Stage 1: Select your strategy - Reaf�rm mission, values and vision - Strategy Analysis: PESTEL, SWOT and Five Forces - Develop your 50 word strategy statement: Vision, Advantage and Scope • Stage 2: Develop your strategy map and Balanced Scorecard - Translate your Vision-Advantage-Scope strategy statement into customer objectives and measures - Use strategic themes as the foundation for your strategy map and Balanced Scorecard - Examples of excellent strategy maps from the private and public sectors - Put the strategy into action with Strategic Initiatives

12.15 Lunch featuring hosted discussion tables

13.15 Unlocking the Magic Formula: Harnessing the power of technology to improve strategy execution Tor Inge Vasshus, CEO, Corporater, Norway

13.40 Strategy Execution System: Part 2, with Dr. Robert Kaplan • Stage 3: Aligning organizational units and employees to the strategy - Corporate-level strategy for conglomerates and diverse businessunits - Cascade the corporate strategy map to business and support units in private and public sector enterprises - Communicate strategy to employees: 7 times 7 different ways - Link employee incentives to strategic performance

• Stage 4: Align operational improvements to strategic priorities - Develop operational dashboards to drive day-to-day continuous improvement

• Stages 5 and 6: Conduct regular management meetings to review, guide and adapt strategy implementation • Of�ce of Strategy Management: Roles and Organizational Structure

15.40 Case Study: Implementing effective communication, engagement and governance practices at Abu Dhabi Sewerage Services Company to achieve strategy execution success Alan Thomson, Managing Director, Abu Dhabi Sewerage Services Company, UAE

16.10 Afternoon Break

16.40 Managing Risks: A New Framework for Integrating Strategy Execution and Risk Management, with Dr. Robert Kaplan • Managing the multiple dimensions of risk - Preventable Risks arising from employees undesirable and unauthorized actions - Strategy Risks that prevent us from achieving our enterprise’s goals and objectives - External Risks from non-controllable events (natural disasters, geo-political and macro-economic disruptions, competitors’ unexpected actions) • Mitigating Preventable Risks - Using Values and Belief Systems - Boundary systems and Internal Controls - Role for Internal Audit • Identifying and managing the risks inherent to your strategy - Customize your risk management to your strategy - Individual and organisational biases that prevent companies and agencies from thinking rationally about the risks they face - Aligning risk management processes to your organisation’s strategy and context: multiple case studies • Using your strategy map and BSC to identify risks inherent to your strategy - Selecting cost-effective risk mitigation initiatives • Identifying and mitigating your external risks - War gaming - Scenario analysis • The role for a chief risk of�cer and the Of�ce of Risk Management - Managing the tension between strategy execution and risk management

18.20 End of Day Three

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units in private and publ c sector enterprises

Goal (BHAG)”

“Management”?

Michele McKenzieFormer President & CEOCanadian Tourism Council

Alan ThomsonManaging DirectorAbu Dhabi Sewerage Services Company

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INSTITUTE FOR INTERNATIONAL RESEARCH IIR CONFERENCES & TRAINING: P.O. BOX 21743 – DUBAI - UNITED ARAB EMIRATES

Please

the session you wish to attend

Days STRATEGY LEADERS featuring BSC Register by 9

th Jan Register by 6

th Feb Register by 13

th March

5 Days (Strategy Leaders & 2 Workshops)

US$ 5299 US$ 5499 US$ 5699

4 Days (Strategy Leaders & 1 Workshop)

US$ 4499 US$ 4699 US$ 4899

3 Days (Strategy Leaders Only)

US$ 3599 US$ 3799 US$ 3999

2 Days (2 Workshops only)

US$ 2398 US$ 2598 US$ 2798

1 Day (1 Workshop only)

US$ 1199 US$ 1299 US$ 1399

Delegate Details Delegate 1, Name: Job Title:

Tel / Mobile: Email:

Delegate 2, Name: Job Title:

Tel / Mobile: Email:

Delegate 3, Name: Job Title:

Tel / Mobile: Email:

Delegate 4, Name: Job Title:

Tel / Mobile: Email:

Delegate 5, Name: Job Title:

Tel / Mobile: Email: Company Name & Mailing Address:

Invoicing Contact Name: Email:

PAYMENT DETAILS A confirmation letter and invoice will be sent to you on receipt of your registration form. Please note that payment must be received

before the event date. Upon receiving invoice my preferred mode of payment will be:

Cheque Bank Transfer

I agree to Terms and Conditions (as below) and confirm this registration: Signature:

Call: +971 4 4072730

PRIORITY REGISTRATION FORM

Please complete the registration form and fax to the attention of (Sowmya Yellappa) on

Fax number: +971 4 335 2718 OR E-mail to: sowmya.yellappa@iirme.com

For any queries; call Tel Direct: +971 4 4072730

Terms and Conditions for Delegates: IIR Middle East Conferences and Training These terms and conditions apply to delegate registrations for all conferences and public training courses (each an “Event”) organised by IIR Middle East (“IIR”). Please read them carefully as they contain important information. By submitting your registration you agree to be bound by these terms. If you do not agree to be bound by these terms IIR will be unable to accept your registration. 1. Your registration constitutes an offer to IIR to attend an Event. All registrations are subject to acceptance by IIR which will be

confirmed in writing (including but not limited to email). A contract between IIR and you will only be formed when this confirmation is sent to you (whether or not it is received) provided that if confirmation is not sent within 14 days of us receiving your registration, it will be deemed to be confirmed unless we notify you otherwise. IIR reserves the right to refuse to accept any registration.

2. Payment for the Event must be received in full by IIR in accordance with IIR’s payment terms from time to time in force but in any event not later than 48 hours before the Event. If payment in full is not received before the Event, IIR reserves the right at its sole discretion and without liability either to require payment as a condition of entry to the Event or to refuse entry to the Event. No refunds of any proportion of fees already paid (if any) will be made and any balance of the fees will remain due and payable where entry to an Event is refused under this condition 2.

3. Discounts for group registrations are only valid for the number of delegates specified. If the number of delegates attending the Event is less than the number specified in the group booking (either as a result of cancellations prior to the Event or as a result of delegates failing to attend the Event), IIR reserves the right to revise the fees in line with the number of delegates actually attending the Event in accordance with IIR’s published prices then in force and require payment of such fees in accordance with the terms of condition 2.

4. Prices for each Event are correct at the time of publication. IIR reserves the right to change the prices at any time but changes will not affect registrations which have already been confirmed by IIR.

5. It is the intent of the parties that IIR will receive the Fees net of all applicable taxes, including without limitation, sales, VAT, service or withholding taxes (“Taxes”), all of which shall be paid solely by the Client. If and to the extent that any Taxes are levied upon, or found to be applicable to, the whole or any portion of the Fees, the amount of the Fees shall be increased by an amount necessary to compensate for the Taxes (including any amount necessary to “gross up” for Taxes levied on the increase itself).

6. Registrations cancelled after confirmation by IIR but 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. If you fail to attend an Event, the full fees remain payable and no refunds will be given. IIR reserves the right to cancel any registration after confirmation in which case all fees paid will be refunded. You acknowledge that the refund of registration fees is your sole remedy in the event of cancellation of your registration by IIR and all other liability is expressly excluded.

7. Substitutions are welcome at any time but in all other respects delegate registrations are issued for your personal use only. You may not purchase registrations as agent for any third party or sell or otherwise transfer your registration to others, or exploit the registration commercially or non-commercially in any way.

8. You may transfer your registration for a training course to an alternative course provided that the alternative course takes place within 3 months of the date of the original course. Transfers are subject to availability and to the payment of any additional fees due in respect of the alternative course. You will not be entitled to any refund when you transfer to an alternative course. You may only transfer between courses once. We regret that we cannot accept cancellations once you have transferred to an alternative course and any fees will be remain payable in full. We regret that we cannot accept the transfer of registrations between conferences.

9. IIR reserves the right at any time to change the format, participants, content, location and timing or any other aspect of the Event, in each case without liability.

10. IIR reserves the right to cancel or change the date of an Event at any time for any reason whether or not due to causes beyond its reasonable control. Where the date of an Event is changed, your registration will be valid for the new date of the Event if you wish to attend. Where IIR changes the date of or cancels an Event (and you no longer wish to attend the Event where the date has been changed), you will be entitled to receive either a credit note or a refund in respect of the full registration fees at your discretion. You acknowledge that the credit note or refund of registration fees (or the continued validity of your registration if you choose to attend the rescheduled Event) is your sole remedy in the event of the changing of the date of the Event or cancellation of the Event by IIR and all other liability is expressly excluded.

11. IIR reserves the right without liability to refuse admission to, or to eject from the Event, any person in its absolute discretion, including (without limitation) any person who fails to comply with these terms and conditions or who in the opinion of IIR represents a security risk, nuisance or annoyance to the running of the Event. You agree to comply with all reasonable instructions issued by IIR or the venue owners at the Event.

12. All unauthorised photography and the recording or transmitting of audio or visual material, data or information is expressly prohibited. You consent to filming and sound recording and photography of the Event as a delegate and you consent to the use by IIR of any such recording or photography anywhere in the world for promotional, marketing and other purposes.

13. The personal information which you provide to us will be held by us on a database and may be shared with other companies in the Informa Group and selected third parties in the UAE and internationally for direct marketing purposes. For more information about how we use the information you provide please see our privacy policy at www.iirme.com/Content-Pages1/Privacy-Policy/

14. IIR excludes all liability for loss, injury or damage to persons or property at the Event. All indemnities, warranties, terms and conditions (whether express or implied) are excluded. IIR accepts no liability for any loss or damage whatsoever that you may suffer in connection with or arising from the Event whether direct, indirect or consequential (including but not limited to loss of profit, loss of business or any other type of economic loss) or otherwise. If IIR is liable to you for any reason, IIR’s tota l liability to you in relation to the Event (whether under these terms or conditions or otherwise) is limited to the amount of the registration fees paid by you to IIR. The limitations and exclusions in this condition 14 only apply to the extent permitted by applicable law.

15. IIR reserves the right to amend these terms and conditions from time to time and you will be subject to the terms and conditions in force at the time you submit your registration.

16. These terms and conditions will be governed by the laws of the Emirate of Dubai and such federal laws of the UAE applicable in the Emirate of Dubai and disputes under or in connection with them shall be subject to the non-exclusive jurisdiction of the Courts of Dubai.