Expert Led Workshops 8 December 2012A: Developing A Market Driven Strategy

B: Risk Management For Strategy Execution

C: Best Practice Governance Of A Strategy Execution Programme

D: Benefits Management For Delivering Strategic Change

NEW “How To” Clinics 9 December 2012 (afternoon)1: Key Performance Indicators (KPIs)

2: Strategy Mapping

3: Value Chain Analysis

4: Process Mapping

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

ONLY At Balanced Scorecard Saudi Arabia 2012: Inspirational lessons in the Balanced Scorecard and risk management

direct from Dr Robert Kaplan – a must-attend experience!

Relatable case studies from multiple sectors in KSA – over 50% of case studies from KSA!

�e Strategy Execution Ambassador – Jeroen de Flander – on why companies fail in strategy execution

�e latest Balanced Scorecard case study learnings from both the private and public sectors

Broader agenda featuring crucial sessions on strategy formulation, KPIs and risk management

In-depth guidance and training through four expert led workshops

Brand NEW “How To” Clinics focused on critical management skills delivered in an interactive setting

Innovative management game – Friday Night At �e ER© - for the first time in Saudi Arabia!

An entire week of inspiration, management learning and skills building

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SponsorStrategic Partner Associate Sponsor

�e Essential Strategy, Performance And Risk Management Week

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Introducing �e Strategy Execution Ambassador

Jeroen De Flander

�e Essential Strategy, Performance And Risk Management Week

Introducing �e Strategy Execution Ambassador

Bestselling author of Strategy Execution Heroes

Management GamePlus NEW Friday Night At �e ER©

Innovative management skills learning sessionfor all functions and industries!

For the first time in Saudi Arabia

Plenary Sessions

Dr Kaplan Masterclass 9-10 December 2012

Case Studies 11-12 December 2012

Workshops8 December 2012

A: Developing A Market Driven Strategy

B: Risk Management For Strategy Execution

C: Best Practice Governance Of A Strategy Execution System

D: Benefits Management For Delivering Strategic Change

Clinics9 December 2012 (Afternoon)

1: Key Performance Indicators (KPIs)

2: Strategy Mapping

3: Value Chain Analysis

4: Process Mapping

Management Game10 December 2012 (Afternoon)

Friday Night At �e ER©

Media Partners Event Partners

Organised By

Super Early BirdBook By 13 September 2012 and

SAVE US$ 2,160!

BALANCED SCORECARD8 – 12 December 2012 • Marriott Hotel, Riyadh, KSA Saudi Arabia

BALANCED SCORECARD8 – 12 December 2012 • Marriott Hotel, Riyadh, KSA Saudi Arabia

Under the Patronage of:

Keynote Welcome AddressH.E. Adel Fakih

Minister of Labor, KSA

�e FamousDr Kaplan

Masterclass

Tel: +971 4 335 2437 Email: register@iirme.com Fax: +971 4 335 2438 www.iirme.com/bscsaudi 2

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. �is 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.

�e BSC approach is also being successfully applied by governments and non-profits throughout the world to improve transparency, governance, and measurable social outcomes.Robert Kaplan and co-author David Norton have written five landmark books on �e 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.

Masterclass Day Two Monday, 10 December 2012 08:00 – 13:00

Management Game – Friday Night At �e ER© 14:00 – 17:30

“How To” Clinics 13:30 – 17:00

07:30 Registration And Coffee

08:00 Opening Remarks From �e Chairman Alan Fell, Managing Director, Alan Fell Consultancy, UK

08:05 Keynote Welcome Address H.E. Adel Fakih, Minister of Labor, KSA

08:15 �e Strategy Execution System (Dr Robert Kaplan) Strategy Execution: �e #1 Priority of CEOs �e Palladium Hall of Fame fo r Strategy Execution Examples of private, nonprofit and public sector

enterprises from around the world that have successfully implemented their strategy for breakthrough results

�e Six-Stage Kaplan-Norton Management System for Strategy Execution

07:45 Morning Coffee

08:00 Opening Remarks From �e Chairman Matthias Mangels, Partner Symnetics and Tantum Group – Europe, Germany 08:10 Continuing �e Strategy Execution Journey (Dr Robert Kaplan)

Stage 3a: Aligning organisational units to the strategy Defining the corporate value proposition How conglomerates align operating companies to

strategy Achieving vertical and horizontal alignment among

business units Examples from the financial services and public

sectors Aligning strategy across organisational boundaries Corporate governance: aligning the Board to the

strategy Creating strategy maps between suppliers and

customers Creating shared value strategies between business

and government to create economic, environmental and social value

Brought to you by �e KPI Institute

Numbers are strictly limited. Places will be allocated on a first come first served basis.

Session Overview�is learning session centres around a board game played at tables of four players each. �e game simulates the challenge of managing a hospital during a typical 24 hour period. Players perform distinct

Stage 1: Select your strategy Start with re-affirming Mission, Values and Vision Select the differentiating strategy Describe your strategy in 50 words or less using the

Vision-Advantage-Scope strategy statement Stage 2: Translate the strategy into operational terms Examples of Strategy Maps from manufacturing,

financial services, health care, and the public sector Selecting KPIs for the customer and process

perspectives that link to your differentiating strategy Choosing human resources objectives and metrics to

drive strategy execution Selecting and funding strategic initiatives; the role of

StratEx (Strategic Expenditures) Organising the initial Balanced Scorecard project �e 12 week journey to your first Balanced Scorecard

Stage 3b: Aligning employees to the strategy Communicating strategy – 7 times, 7 different ways -

to employees Setting employees’ personal objectives and incentive

plans linked to business unit’s strategic priorities Stage 4: Linking strategy to operations Aligning quality and continuous improvement

programs to strategic objectives Developing and deploying dashboards

Stage 5: Review and monitor strategy implementation Operational review meetings Strategy review meetings Using valid cost information from activity-based

costing to measure and manage product and customer profitability

�e new Robert Kaplan-Michael Porter Value Framework for measuring and managing health care costs and outcomes

Stage 6: Test and adapt the strategy Testing the causal linkages in your strategy Learning how to distinguish when you are

implementing a bad strategy well versus implementing a good strategy poorly

functions but come to realise that they also depend on each other. �ey experience work flow and decision making in a virtual world in which space is compressed and time is accelerated so that the consequences of decisions can be observed – a near impossibility with complex systems in the real world! �e game is followed by an interactive debrief.

Clinic 2: Strategy MappingBreak down your strategy to its fundamentals using best practice strategy mapping!

Clinic OverviewStrategy maps have become widely recognised as a central theme of the Balanced Scorecard. �is clinic addresses two related issues: How do we create a Strategy Map – what are the best practices? How do we use a Strategy Map to best effect?In the first place, we consider what exactly a strategy map is and what it is not.

Please bring a laptop with you. It is a “hands-on” workshop. Learn by doing, not just by listening.

Benefits Of AttendingYou will gain a thorough understanding of the principles and good practices of strategy mapping. You will learn how to use this powerful technique to maximum benefit within your organisation.�is aspect is especially important . One of the major challenges associated with the BSC is NOT how to develop (which is well documented), but how to use the Scorecard concept effectively.

Key Topics Introduction And Concept Agenda and deliverables of the clinic What is a strategy map and how does it fit within the overall

Balanced Scorecard discipline?

Methodology – How To Develop An Effective Strategy Map Step-by-step methodology Overall strategic goals Strategic themes Combining “theme maps” into an overall organisation-level

strategy map Cascading the strategy map within the organisation

Group Exercise - Develop Your Own Strategy Map

Who Should Attend All those directly involved in the development and refreshment /

updating of Balanced Scorecards at all levels within an organisation Balanced Scorecard management users who need to have a better

understanding of what exactly is the strategy map, and how to use it to best effect within the organisation

�ose who do NOT currently have a BSC within their organisation, but who want to understand the “heart of the Scorecard”

Your Expert Clinic LeaderAlan Fell, Managing Director,Alan Fell Consultancy, UK

Leadership team roles Project team roles and responsibilities

10:00 Networking And Refreshment Break

10:30 Strategy Execution, Leadership And Change Management (Dr Robert Kaplan) Leadership: the necessary and sufficient condition for

implementing the Kaplan-Norton strategy execution system

�e strategic change agenda that explains the need for change and the journey ahead

Lessons from John Kotter and Michael Beer on overcoming organisational resistance to change and achieving buy-in up, down, and across the organisation; illustrated with the Volkswagen do Brasil BSC Hall of

10:00 Networking And Refreshment Break

10:30 Managing Risks: A New Framework (Dr Robert Kaplan) �e �ree Categories of Risk Preventable Risks arising from employees’

undesirable and unauthorised 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)

Using Values, Beliefs, Internal Controls and Internal Audits to eliminate Preventable Risks

Identifying and managing the risks inherent to your strategy Customise your risk management to your strategy What went wrong at BP’s Deep Horizons drilling

platform? Why the Boeing Dreamliner (787) project finished

three years late and $10 billion over budget Individual and organisational biases that prevent

companies and agencies from thinking rationally about the risks they face

Benefits Of Attending�e game teaches the following core management skills in a stimulating environment: Systems thinking – managing interdependence, complexity and

delay Collaboration – shared accountability and coordinated action Innovation – mental models and openness to redesign Use of data – data driven decision making

Clinic 3: Value Chain AnalysisUnlock the hidden value of the value chain to achieve process alignment and boost performance!

Clinic Overview�is clinic uses an “Interactive and Action Learning Experience” by which you will be actively engaged in the session rather than just attending a typical lecture. Coached by the ShiftIN facilitator, you will be expected to roll up your sleeves and get your hands on the current challenges faced by your organisation.

Benefits Of AttendingLearn practical tips and tricks on how to link your value chain to the internal perspectives of your Balanced Scorecard: Learn how to identify the process streams that deserve a higher

strategic focus Create a tangible link between your process indicators and your

strategy Apply our proven methodology to prioritise your process improvement

initiatives focusing on what really matters

Key Topics Introduction to the concept of Value Chain and its link to the Balanced

Scorecard Exercise 1: develop your company value chain and link it to your

strategic objectives Exercise 2: identify your process gaps and develop process indicators Develop process improvement initiatives to drive strategic

performance Connecting the dots: align/ refine your Balanced Scorecard using the

learnings from this session

Who Should Attend�is clinic will benefit managers and directors within the private and public sector seeking to learn practical tricks and tips used by the consultants to develop your company value chain and link it to your Balanced Scorecard.

Your Expert Clinic LeaderCarlos Guevara, Partner, ShiftIN Partners, UAEMBA from IE Business School.

Fame case study:1. Establish a sense of urgency2. Form a powerful guiding coalition3. Create the vision for change and a strategy for

achieving it4. Communicate the vision and strategy5. Empower others to act on the vision and strategy6. Produce short-term wins7. Sustain the effort: Produce still more change8. Institutionalise the new culture

�e new Office of Strategy Management: facilitates and sustains the strategy execution system

12:00 Kaplan Clinic Open forum for Q&A 12:30 Networking Lunch And Prayer Break

Jet Propulsion Laboratory: mitigating risk when undertaking ambitious technological projects

Hydro One: managing risk in a large enterprise with safety, environmental, regulatory, and operational risks

JP Morgan Chase Private Bank: managing risks in high-velocity environment where the risk profile can change hourly with investment decisions and volatile market movements

Using your strategy map to identify risks inherent to your strategy Examples from Volkswagen do Brasil and Infosys

Developing a Key Risk Indicator scorecard Selecting cost-effective risk mitigation initiatives

Identifying and mitigating your external risks War gaming Scenario analysis Stress testing

Smart and dumb questions about risk management 12:30 Kaplan Clinic Open Forum for Q&A 13:00 Networking Lunch And Prayer Break

Structural thinking – designing for performance

Who Should Attend�e game is a valuable exercise for managers in any function and industry.

Your Expert FacilitatorAurel Brudan, Founder and CEO, �e KPI Institute, Australia

Clinic 4: Process MappingClinic Overview�is session seeks to provide you an insight into the following: What is process mapping, what does it entail, why the hype? Benefits of process mapping for an organisation in order to appreciate

who, what and for how much activities are done Approach to running a process mapping exercise for your organisation

in order to ensure a smooth and timely execution of the work required Quality and detail considerations for process mapping, thus avoiding

re-run of potentially time consuming exercises and sessions and ensuring all benefactors are able to receive desired outcomes

Walk-through examples of process maps

Benefits Of Attending Gain an appreciation into what is process mapping Be able to apply process mapping to your organisation Establish a platform aligning organisational strategy to operational

reality Build your organisational IP (Intellectual Property) Lay the foundation for continuous process improvement

Key Topics What is process mapping? Process mapping is known by its other names such as processes,

flowcharts, diagrams etc, all seeking to provide the user with a quick and meaningful insight into the activities required to complete a specific process for an organisation.

Benefits of process mapping Organisations embarking on process mapping exercises need to be

aware of the numerous benefits to be gained from a well run and maintained system for ensuring continuous process improvement.

Approach to running a process mapping exercise A well thought-out and communicated approach to process mapping

makes this whole exercise less cumbersome than it is normally reported to be.

Walk-through examples of process maps A few examples will be run in the session to highlight the above key

considerations when running a process mapping exercise in your organisation.

Who Should Attend C-Level executives Operations managers and assistant managers Quality Finance Internal audit Knowledge manager Business development Performance department IT

Your Expert Clinic Leader Dr Jamshed Moneer, Chief Performance Officer,International Extended Care Centre, KSA

�e Famous Kaplan Masterclass Dr Robert KaplanProfessorHarvard Business School andCo-founder of the Balanced Scorecard, USA

�e BSC approach is also being successfully applied by governments and non-profits throughout the world

Robert Kaplan and co-author David Norton have written five landmark books on �e 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

USALIVE and IN PERSON with �e Iconic Inventor Of �e Balanced Scorecard

Clinic 1: Key Performance Indicators (KPIs)Maximise the impact of KPIs on your organisation’s performance!

Clinic OverviewIn a recent poll conducted by �e KPI Institute over 51% of the respondents nominated KPI selection as the most challenging aspect of working with KPIs. �is 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.

Benefits Of Attending 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 Identify the essential KPIs by industry and functional area Test your KPI selection IQ with a short quiz

Key Topics And Tools 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

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

Your Expert Clinic LeaderAurel Brudan, Founder and CEO�e KPI Institute, Australia

Develop your strategy execution skill set with one of FOUR hands-on clinics focused on your must-have management tools! Clinic Timings: �e clinics will run simultaneously from 13.30 to 17.00 with an appropriate break for prayer and refreshments.

Masterclass Day One Sunday, 9 December 2012 08:00 – 12:30

Fast track your management skills with this interactive, innovative management skills learning session! �e game will run from 14.00 to 17.30 with appropriate breaks for prayer and refreshments.

OR OR OR

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

12:00 Networking Lunch And Prayer Break

13:00 A Strategic Journey To Achieving Breakthrough Results Starting our strategic journey: a transformation programme to

establish strategy management as a core capability What we have achieved: how successfully we have executed our

chosen strategy and achieved breakthrough results Using Balanced Scorecards and the Strategy Focused

Organisation best-practice framework Strategy management lessons learnt on the journey Strategy is 5% planning and 95% execution … �e critical importance of the intangible disciplines of execution

Building on what we have already done: our future strategic ambitions

Ziyad Alshaikh, President, ARASCO Corn Products, KSA Abdulaziz Almosaad, Strategy Management Officer, ARASCO, KSA

13:45 A Four Year Roadmap To Successful Strategy Execution Understanding the critical role of the leadership in driving the BSC

change programme Preparing the groundwork: building an organisational structure

and integrating the strategy management processes that supports the strategy and execution

A structured approach to driving awareness and employee engagement across the whole organisation

Managing and facilitating the cascade process right down to the level of the individual

Creating a culture of challenge to deliver improved performance outcomes across the four perspectives

Himanshu Verma, Manager Performance Management, Emirates National Oil Company (ENOC), UAE

14:30 Business War Games – Stress Testing Your Strategy Good strategy vs bad strategy: the evaluation criteria for winning

strategies Playing war games: stress test your strategy against your

competition and market forces �e feedback loop: constantly honing your strategy towards

success Edy Abou Chakra, Partner, ADDIMA Consulting, UK, KSA and Lebanon Rami Itani, Manager, ADDIMA Consulting, UK, KSA and Lebanon

15:15 Refreshments And Prayer Break

15:45 A Journey Of Culture Change And Key Performance Indicators (KPIs): Driving Tangible Performance Improvements With �e Right KPIs Linking the Dubai Customs BSC with vision of �e Executive

Council of Dubai: a top down and bottom up approach to total government alignment

Creating a strategy focused organisation with effective use of KPIs at all levels of the organisation

�e rocky road to a mature approach to KPIs: from first steps to complexity and back again

Driving performance benefits through employee buy-in, a common language and data verification

Ahmed Abdul Salam Kazim, Director of Strategy and Corporate Excellence, Dubai Customs, UAE

16:30 Creating Value With �e Balanced Scorecard In A Multi Business Multi Sector Conglomerate Adding value at the corporate level: exploring key roles the holding

company can play in driving value creation through the Balanced Scorecard

Step-by-step or big bang approach: managing the Balanced Scorecard programme across a multi business multi sector group

Developing performance enhancing scorecards for different industry sectors in the group

Galvanising support and buy-in for the Balanced Scorecard programme across multiple operating businesses with varied ownership and control structures

Dirk Kalff, Head Strategic Performance Management, Corporate Strategy and Development, Al Faisaliah Group Holding, KSA

Almoatazbellah Al Sagri, Performance Management Officer, Al Faisaliah Group Holding, KSA

17:15 Close Of Day One

07:30 Registration And Coffee

08:15 Opening Remarks From �e Chairman Alan Fell, Managing Director, Alan Fell Consultancy, UK

Guru Morning Become A Strategy Execution Hero by Jeroen De Flander

08:30 �e Strategy Execution Barometer™: Why Do Companies Fail To Execute �eir Strategy Successfully…?

Insights From �e Largest Strategy Execution Benchmark In �e World

Learn 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.

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 �e Same Mistakes!

Essential New Tools And Techniques �at Will Make Strategy Happen For Your Organisation

In 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 “�e 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

3

NEW And Refreshed Agenda For 2012!

Bigger �an �e Balanced Scorecard

Bringing You A Comprehensive Week Of Strategy, Performance And Risk Management Learning

BALANCED SCORECARD8 – 12 December 2012 • Marriott Hotel, Riyadh, KSA Saudi Arabia

Jeroen De FlanderJeroen 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 was responsible for the global Balanced Scorecard product line for Arthur D. Little – a leading strategy consulting firm. �e 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.

Drawing on �e 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!

New Guru Speaker

Book signing with

Jeroen de FlanderTuesday, 11 December 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 processDr Mohammed Ilyas, Manager Economics and Business Support, SABIC, KSA

�is 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

What people say about �e Strategy Execution Barometer™:

impressive and inspiring amazing

highly engaging speaker the wow of the event

What People Said About Jeroen De Flander At �e Balanced Scorecard Forum (April 2012)

Tuesday, 11 December 2012 10.00-10.30

Tuesday 11 December 2012

Your Personal Event Planner

Balanced Scorecard Saudi Arabia 2012Saturday, 8 Dec 2012 Sunday, 9 Dec 2012 Monday, 10 Dec 2012 Tuesday, 11 Dec 2012 Wednesday, 12 Dec 2012

MorningExpert Led Workshops

Select one of: A B C D See page 5 for details

Dr Kaplan Masterclass Dr Kaplan Masterclass Guru Morning with Jeroen de Flander

Strategy Execution Case Studies

Afternoon“How To” Clinics

Select one of: 1 2 3 4 See page 2 for details

Management Game“Friday Night At �e ER©” Strategy Execution Case Studies

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

Balanced Scorecard Saudi Arabia In Numbers

�e 1 and only Dr Robert Kaplan – the iconic co-inventor of the Balanced Scorecard

9 hands-on training sessions to choose from – workshops, “How To” clinics and a management game!

56% of case studies direct from Saudi Arabia!

Crucial strategy execution insights from Jeroen de Flander drawing on benchmarking data from more than 1400 companies!

3 essential sessions on risk management

2 hands-on workshops featuring Arabic speaking instructors

3.5 hours of dedicated training on KPI management

�e 4th year of the hugely popular Balanced Scorecard Saudi Arabia

Case Studies

Abu Dhabi Water and Electricity Authority (ADWEA)

ACWA Power International

Al Faisaliah Group Holding

ARASCO Corn Products

Dubai Customs

Emirates National Oil Company

King Faisal Specialist Hospital and Research Centre

National Water Company

Saudi E Government Programme (Yesser)

Benefits Of Attending Balanced Scorecard Saudi Arabia

Be inspired and drive your team to success by hearing direct from Dr Robert Kaplan on the latest in Balanced Scorecard and risk management

Replicate the successes of your peers in the Kingdom and the GCC by hearing how they implemented the Balanced Scorecard, what challenges they faced and how they overcame them

Build a network of expert BSC contacts to guide you through your own strategy execution journey

Build essential strategy and risk management skills by attending one of four expert led workshops

Apply essential management tools successfully in your organisation to better use KPIs, strategy maps and more

Find out why many organisations fail to execute strategy successfully and avoid the same mistakes with Jeroen de Flander’s guru morning

Develop core management skills of systems thinking and data-driven decision making by taking part in Friday Night At �e ER© - a superior innovative and interactive learning experience

11:30 Driving Value Creation and Total Alignment �rough Communication, Education and Engagement at ADWEA Articulating a corporate strategy for the whole water and

electricity sector in Abu Dhabi Aligning the ADWEA group to drive business results with the

Balanced Scorecard Powerful communication: communicating strategy successfully

throughout the entire ADWEA Group Linking strategy to operations with value chain analysis:

reengineering business processes to ensure all activities support ADWEA’s strategic priorities

Bigger than Balanced Scorecard: exploring how ASTRO (ADWEA Strategic Transformation) is using its strategy execution model to propel its own transformation

Dr Mohamed Guidoum, Corporate Strategy and Performance Lead, Abu Dhabi Water and Electricity Authority (ADWEA), UAE

12:15 Technology For Strategy Execution: Case Studies Of Abu Dhabi And Dubai Government Entities Main benefits of strategy solution implementation How to transfer power to business users during strategic

meetings Differences in strategy frameworks and their impact on solutions

implementation: real world case studies

Pedro Pereira, Vice President, Corporater Middle East, UAE

12:45 Networking Lunch And Prayer Break

13:45 Delivering Dramatic Performance Gains With A Balanced Scorecard Based Approach Strategy Execution Identifying, prioritising and delivering key initiatives to drive

tangible performance improvements Ensuring focus on the strategic objectives A disciplined project-focused approach to performance excellence

driven by the Project Management Office (PMO) Bridging silos and fostering accountability across functions with a

matrix organization and RACI charts Embedding performance measurement and KPIs as the common

language of success• Leveraging multiple communications strategies to achieve people

buy-in from the boardroom to the front line Cascading Board level targets and KPIs to mid management level

for an organisation of NWC’s size Rashid Al Jalajil, Senior Manager – Corporate Office, National Water Company, KSA

14:30 Balanced Scorecard Case Study

15:15 Refreshments And Prayer Break

15:45 ISO 31000 And �e COSO ERM Integrated Framework: Your Building Blocks For Enterprise Risk Management A strategic initiative driven by the board: linking the risk

management process to the strategy management process Exploring the role of the risk management committee and

leveraging the reach of departmental risk champions Developing a comprehensive risk register, key risk indicators

(KRIs) and risk responses through open, structured debate and facilitated workshops

Working with key external stakeholders (from the offtaker to joint venture partners to lenders) to understand and manage external risks

Manish Madhok, Director – Group Internal Audit and Risk Management, ACWA Power International, UAE

16:30 Boosting Hospital Performance And Alignment With A Customised Approach To �e Balanced Scorecard Aligning operations with the hospital vision and mission by

using the Balanced Scorecard, both hospital-wide and at the department/service levels

Leveraging the Balanced Scorecard to focus improvement initiatives on the highest priorities

Customising software to develop a needs-based performance dashboard

Transforming data into information to support decision making and initiative management

Ramzi Abuzahrieh, Assistant Director Quality Management, King Faisal Specialist Hospital and Research Centre, KSA

17:15 Close Of Balanced Scorecard Saudi Arabia

07:30 Morning Coffee

08:30 Opening Remarks From �e Chairman Edy Abou Chakra, Partner, ADDIMA Consulting, UK,

KSA and Lebanon

08:45 Leading Strategy And BSC Government Change �rough Common Measurements

Strategy alignment challenges

Change and BSC management challenges in government Communication plan for BSC adoption across departments Lessons learned from using common measurements and

interdepartmental programs Sultan Al Harbi, OSM Director, Ministry of Labor, KSA Dr Nihal Nounou, General Manager, Horizons Software, KSA

09:30 Engaging Internal And External Stakeholders For Value Creation �e powerful role of the strategy map in focusing staff on the

critical successful factors for the organisation Securing management and staff buy-in for the adoption of

Balanced Scorecard with a comprehensive programme of education, communication and change management

Clarifying the role of the Office of Strategy Management in galvanising support for BSC and making it happen

Applying the principles of co-creation with customers and partners to develop key initiatives for value creation

Suhail Almaee, Director Strategic Planning and Supporting Initiatives, Saudi E Government Programme (Yesser), KSA

10:15 Governance Of A National Strategy: Mobilising Efforts And Competencies Of Sectors And Entities Towards Achieving �e Targeted Goals Understanding the challenges of national strategy: national

strategies are not simply government plans Stakeholder engagement and value co-creation �e development and deployment dynamics of national strategy National strategy case studies

Matthias Mangels, Partner, Symnetics and Tantum Group – Europe, Germany

11:00 Networking And Refreshment Break

Wednesday 12 December 2012

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

Choose from a selection of FOURessential pre-event workshops.

Workshop A: Developing A Market Driven StrategyDrive business growth and profitability by developing the right strategy for

your business based on a real understanding of your market!

ورشة عمل أ: تطوير استراتيجية مبنية على توجهات السوقزيادة النمو والربح من خالل وضع االستراتيجية الصحيحة لشركتك مبنية

على أساس فهم حقيقي للسوقأهداف الورشة

توفر الورشة المنعقدة ليوم واحد وباللغة اإلنجليزية، مع دعم باللغة العربية، مفاهيم وأدوات لوضع استراتيجيات وخطط

األعمال الناجحة. وسوف يكون التركيز على استخدام األدوات التقليدية مثل SWOT وقوات بورتر ال٥ وكذلك دور االبتكار

واالبداع في اقتصاد مبني على توجهات السوق.

الفوائد من حضور الورشة صياغة االستراتيجية وتخطيط األعمال

أدوات ومنهجيات في وضع استراتيجيات ناجحة منهجيات محددة مثل SWOT وقوات بورتر ال٥ مع التطبيقات

العمليةاستخدام المنهجيات التي تتطور وتنمي الSWOT إلى خطط

عملية وأهدافدور االبتكار واإلبداع في توفير ميزة تنافسية في صياغة

االستراتيجية

ملخص جدول األعمال تزويد المشاركين بفهم للعناصر الهامة في تخطيط وتنفيذ

االستراتيجية : صياغة االستراتيجية التي تأخذ في االعتبار تركيز المنظمة

(حكومة ، قطاع خاص ، مالية ، صناعية , خدمات ، الخ)التحليل والتقييم الذاتي

المواءمة والروابط التتالي من االستراتيجية الى العمليات

استخدام األدوات والمنهجيات في وضع استراتيجيات ناجحة مثل

SWOT قوات بورتر ال٥

Workshop Overview�e one-day workshop, in English, with Arabic support where required, provides the concepts and tools for developing successful strategies and business plans. �e focus will be on using traditional tools such as SWOT and Porter’s 5 Forces as well as the role of innovation and creativity in a market driven economy.

Benefits Of Attending Strategy formulation and your business planning Tools and methodologies in developing successful strategies Specific methodologies such as SWOT and Porter’s 5 Forces

with practical applications Use of methodologies that develop SWOT into actions and

objectives How innovation and creativity can provide competitive

advantage in strategy formulation

Key Topics Understanding the important elements of strategy planning

and execution Strategy formulation taking account of organisational focus

(Government, private, financial, manufacturing and services etc)

Analysis and self-assessment Alignments and linkages Strategy versus operations

Use of tools and methodologies in developing successful strategies, for example: SWOT Porter’s 5 Forces STEPS methodology

Developing an appreciation of long term strategy versus short term operations

�e importance of buy-in, commitment, change management and alignment

Communicating the strategy effectively through the entire organisation

Who Should Attend Leaders and senior managers Functional managers and heads Practitioners in strategy, business planning, excellence, finance,

operations and human resources

Your Expert Workshop LeaderDavid Jalili, Managing Partner,Ibtikar Management Services (IMS), UAEDavid Jalili is a Chartered Engineer and MBA (UK) with over 30 years experience in management and consultancy within government, oil and

gas, finance, manufacturing and services companies. Currently Managing Partner and founder of Ibtikar Management Services (IMS), with specific focus on Performance and Excellence covering organisations and human resources, David has been working extensively in this area for the past 12 years and has led numerous assignments on implementing performance, strategy and the BSC, and Excellence. David is a Member of the Institution of Mechanical Engineers, British Institute of Management, Institute of Management Consultants, Institute of Petroleum, British Business Group and the Dubai Quality Group.

STEPS منهجية ال تطوير االستراتيجية طويلة األمد مقابل العمليات قصيرة

األجل مناقشة أهمية التقبل من االدارة والموظفين وااللتزام

وإدارة التغيير والمواءمة تواصل االستراتيجية بشكل فعال في المنظمة بأكملها

وينبغي الحضور من قادة وكبار المدراء

مدراء ورؤساء الوظائف الممارسون في االستراتيجية وتخطيط األعمال والجودة

والمالية والعمليات والموارد البشرية

نبذة عن مقدم الورشة ديفيد جليلي، الرئيس التنفيذي،

ابتكار للخدمات اإلدارية، اإلمارات العربية المتحدة

مهندس معتمد وماجستير إدارة األعمال (المملكة المتحدة) ومع أكثر من ٣٠ عاما من الخبرة في مجال اإلدارة واالستشارات في القطاع

العام والخاص من ضمنها النفط والغاز والحكومة والمالية والصناعية والخدمات. أسس ديفيد ابتكار للخدمات اإلدارية

ويديرها االن مع التركيز بشكل خاص على األداء المؤسسي والتميز في المؤسسات والموارد البشرية ، وقد قام بالعمل

على نطاق واسع في هذا المجال على مدى ١٢ سنين ، وأدى مهمات عديدة على تنفيذ االستراتيجية واألداء وبطاقات

األداء . ديفيد عضو في منظمة المهندسين الميكانيكيين ومنظمة اإلدارة البريطانية ومنظمة المستشارين اإلداريين

ومنظمة للبترول ومجموعة األعمال البريطانية ومجموعة دبي للجودة.

Workshop B: Risk Management For Strategy ExecutionMitigate the business risks that might otherwise derail your company from its strategic journey!

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 all 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.

�e 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. �e 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.

Benefits Of Attending 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

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

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

Your Expert Workshop LeadersAldo Labaki, Consulting Manager, Palladium Middle East, UAEAldo 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 programs. Aldo has international experience in the finance, utilities, engineering, telecommunications, construction and government sectors

Mohamed Gebriel, Principal and Managing Director, Palladium Saudi Arabia, KSA Mohamed Gebriel is a business entrepreneur and portfolio management expert with a 16 year record of international experience. He is the founder and Managing Director of Progress Consultants, a coalition of experts providing

professional project, programme, portfolio, PMO, strategy and performance management consultancy services. He was recently assigned as the KSA Palladium Principal and Managing Director. He has developed business and led corporate and project teams in 4 different continents in the construction, oil and gas, telecom, IT and government sectors.

Workshop C: Best Practice Governance Of A Strategy Execution ProgrammeRealise your performance improvement targets with best programme and initiative management!

Workshop D: Benefits Management For Delivering Strategic ChangeMaximise the business benefits of your next strategic change initiative!

Workshop Overview�e purpose of structuring a strategy execution system is to enable effective strategy implementation and thereby achieve sustainable success. Organisations often put in place the key elements of a strategy execution system. However, without proper programme governance the effectiveness of the system and its ability to enhance strategic decision making can be limited. �is workshop will introduce you to best practice governance practices for strategy management and execution approaches.

Benefits Of Attending 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

Key Topics �e challenges of activating and sustaining the effectiveness of the Balanced Scorecard as a

strategy execution system �e key components of effective governance of a strategy execution system Structuring a strategic governance system over different levels in the organisation �e governance of strategic initiatives and projects: prioritization, selection, and

management as integrated parts of the strategy execution system Data collection and performance reporting including strategic measures and strategic

initiatives

�e architecture of strategy governance and the different organizational forums for reviewing and updating strategic performance

Strategy governance as a platform for organisational leadership development and institutional learning

Strategy governance as the reference for integrating the corporate system: the relationship between strategy governance and the PMO, HR, Organisational Development, Quality and Finance.

Who Should Attend Managers who are considering getting their organisations to structure the Balanced

Scorecard system Strategy managers who have started establishing the strategy management system based

on Balanced Scorecard and are in the phase of activating it Leaders and strategy change agents who would like to advocate for their organisations

the importance and the impact of implementing strategy execution systems based on the Balanced Scorecard Methodology

Managers of different functions who are committed to enhancing their capabilities and contributions to their organisational strategic performance and competencies

Your Expert Workshop LeadersMathias Mangels, PartnerSymnetics and Tantum Group – Europe, GermanyMathias is a founding partner of Tantum Group and has been working for over 20 years as a managing partner within the organisation. He has been focusing on strategy finding and execution as his major topic of research and

practical experience. Organisations coached by him have been awarded Hall of Fame status. �e main focus of his consulting work includes innovative strategy development, strategy management for results, strategy transformation and implementation, strategy analytics and process and initiative management. He has experience in the following sectors: public sector and government, energy, oil, gas, petrochemicals and manufacturing. He has over 22 years of consulting experience and six years experience as Managing Director of a German multinational. He has published articles with VDI, HBR, Campus and others.

Omar Shroof, Managing Director, Tantum Group Middle East, UAEOmar is a partner of Tantum Group Middle East and has been working for more than 15 years as a management consultant. Omar has focused his experience on strategy finding and execution. He has supported several organisations in developing their strategy and strategy management system to achieve

breakthrough results and, in some cases, receive Hall of Fame status. �e main focus of his consulting work includes strategy governing and execution, organisational learning, strategy management and organisational excellence frameworks, performance reporting and decision making. He has experience in the following sectors: public sector and government, utilities, pharmaceuticals, telecommunications, education and manufacturing.

Workshop OverviewYou have identified your strategic objectives using the Balanced Scorecard, or other approach, but how do you develop a portfolio of change projects to achieve these objectives?

�is workshop will show you an approach to identifying change projects required to deliver on your objectives and building effective business cases for those change projects. It will look at the importance of benefits management to ensure the change initiatives deliver the intended benefits.

Benefits Of Attending Be able to use Benefit Mapping as an approach to identify new change projects and

align existing change projects to your strategic objectives Understand the key components of an effective business case for change Learn how to maintain alignment with the business case throughout the life of a change

project Gain new benefits management tools to ensure delivery of the business case for any

change programme

Key topics What is Benefits Management and how does it align to the Balanced Scorecard? An introduction to the key principles and approaches

�e Benefit Map and its value as a tool in delivering your strategic objectives �e principles of Benefit Mapping for identifying change initiatives to achieve your

objectives Using Benefit Mapping to align existing change initiatives to your objectives Practice using Benefit Mapping

Having identified the requirement for a change initiative, how do you develop the business case and secure any investment required? Key components for an effective business case for change Managing the business case through the change life cycle

Who Should Attend Business managers, at all levels of the organisation, who have a responsibility for

delivering against the organisations strategic objectives Anyone involved in change including change management professionals, programme/

project managers and business case owners

Your Expert Workshop LeaderJudge MatharuJudge Matharu has over 21 years work experience in the private, public and voluntary sector. His more recent experience has been on large scale global transformational change programmes where he has used his expertise to provide consultancy on many aspects of change

management including leadership, benefits management and business case development. Judge is a specialist in Benefits Realisation Management (BRM) which he has now practised for more than six years. Judge has high levels of academic achievement, most recently with his MBA qualification from the world ranked Henley Business School where he is now an Associate Member of the faculty.

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Expert Led Pre Event Workshops Saturday, 8 December 2012 08:30 – 14.30Workshop timings: Registration will be at 08.00. �e workshops will run simultaneously from 08.30-14.30 after which time lunch will be served.

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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 and implementation because of:

Our experienced and 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, 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.

ShiftIN Partners is a management consulting firm founded by some of the most experienced consultants in the field of strategy execution. Our professionals have successfully led several consulting engagements worldwide, partnering with clients in such sectors as financial services, oil and gas, utilities, and government to help them overcome their execution challenges.

Like the shift key on the keyboard that transforms regular characters into something completely different, ShiftIN Partners helps organizations achieve the Shift necessary to transform them — from within. Working hand in hand with clients, we “co-enable” customized approaches and efficient solutions to help you embrace and embed change to overcome strategic challenges. By ingraining a commitment to strategy execution, we guide your organization on its ever-evolving journey toward performance excellence. ShiftIN Partners is headquartered in Abu Dhabi, with main offices in Dubai and Kuwait.

For over a decade, Ibtikar Management Services has provided innovative support and solutions to organisations to meet their business goals, from organizational performance to talent management, and from quality to winning excellence awards throughout the Gulf region. We believe in a simple premise: success, continuity and increased economic value is only achieved through providing implementable, practical solutions and full knowledge transfer. Our team of experienced consultants possesses specific strengths in implementing management systems covering Business Excellence, Strategy, Corporate Performance Management and Human Resources Consultancy.

Tantum Group is a global management consulting company focused on performance and value management supported by an excellence in strategy design and implementation. Tantum Group research and consulting team has its major competencies organized by industry supported by best practices on strategy execution. Tantum Group has a long lasting collaboration with international research centers and thought leaders in the areas of focus. Examples are the collaboration with Prof Kaplan and David Norton on Strategy Management best practices that drive results or Prof Venkat Ramaswamy and Francis Gouillart on customer or citizen Value Co Creation do drive differentiation. Industry specialization areas are Oil and Gas, Telecommunications, Financial Services, Digital Media, Public Services and Government, Life Sciences and Health Care, Utilities, etc. Tantum Group has headquarters in Germany and is present in over 13 countries with over 200 consultants globally.

Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured 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 offices 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 Certified Software.

Business in ControlCorporater 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 configured by corporate users. We believe that the focus should be on how you run your organization-- not on the technology.

Strategy-driven Performance ManagementBy 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.

Your Performance Management PartnerWhen you choose Corporater, you begin a partnership with a team of corporate performance management software specialists. Years of experience and customer-driven development ensure you have all the features needed to maintain a culture of performance across your entire organization.

Please visit www.corporater.com for more information.

Supporting Sponsor

Associate Partners

Strategic Partner

Associate Sponsor

Sponsor

Media Partners

Event Partners

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

Sponsorship Opportunities

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Sponsors & Partners

Sponsoring or exhibiting at Balanced Scorecard Saudi Arabia is a unique opportunity to align your brand with Dr Robert Kaplan, the iconic co-inventor of the Balanced Scorecard, and position your company as a leader of Balanced Scorecard programmes in the Kingdom.

With a broader agenda than ever before, the event provides excellent opportunities to showcase your experience and products in strategy management, performance management and risk management. Whether you can help organisations in industry or government to implement the Balanced Scorecard, create a market driven strategy or manage their core business risks, Balanced Scorecard Saudi Arabia is an essential platform to reaffirm your position with existing clients and develop brand new sales leads.

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

6 Great Reasons To SponsorNew Sales LeadsBy showcasing your products or services either by exhibiting or taking part in the programme you can meet and influence key decision makers in the Balanced Scorecard market. Our clients in the past have told us that contacts generated at our events have a high conversion rate, as those attending are serious, seniorlevel decision makers and buyers.

Launch New Products Or ServicesDraw attention to your products and brand by using Balanced Scorecard Saudi Arabia as a launch pad for new developments, products or services. With delegates and the media in attendance, your new service or product is guaranteed to create a buzz and generate leads.

Enter New MarketsExhibiting is one of the most cost effective and time efficient ways of entering new markets. It is a great opportunity to research and network whilst gaining exposure to a new and qualified database.

Build Customer LoyaltyFace to face contact at event shows continued support of a market and helps you to develop client loyalty as well as cementing your position as a market leader.

Position Your Company BrandShowcasing your company at leading events establishes your company, in the eyes of your prospect or existing client, as a strong market leading brand and creates a strong image of your company’s capabilities.

Brokering New Business PartnershipsOther sponsors and delegates are always looking for exciting new partnering opportunities in order to deliver more compelling solutions to their clients – our events offer you an ideal opportunity to make contact and future business with these carefully selected and quality-based companies.

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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 confi rmation 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:

Marriott Hotel, Riyadh, KSATel: +966-1-477-9300Accommodation 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: hospitality@iirme.com

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

Avoid Visa Delays - Book Now

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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Please the session/s you wish to attend:

Balanced ScorecardSaudi Arabia 2012

Book Before 13 September 2012

Book Between14 September and 25 October 2012

Book After26 October 2012

5 Days Entire Event8-12 December 2012

US$ 4,685SAVE US$ 2,160

US$ 5,035SAVE US$ 1,810

US$ 5,185SAVE US$ 1,660

4 DaysMasterclass (Including 1

Clinic) and Forum9-12 December 2012

US$ 4,090SAVE US$ 1,500

US$ 4,440SAVE US$ 1,150

US$ 4,590SAVE US$ 1,000

3 DaysMasterclass (Including 1 Clinic) and 1 Workshop

8-10 December 2012

US$ 3,290SAVE US$ 860

US$ 3,705SAVE US$ 445

US$ 3,855SAVE US$ 295

3 Days Forum & 1 Workshop8,11,12 December 2012

US$ 2,890SAVE US$ 1,060

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US$ 3,655SAVE US$ 295

2 DaysMasterclass (Including

1 Clinic)9-10 December 2012

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

Plenary Sessions

Dr Kaplan Masterclass 9-10 December 2012

Case Studies 11-12 December 2012

Workshops8 December 2012

A: Developing A Market Driven Strategy

B: Risk Management For Strategy Execution

C: Best Practice Governance Of A Strategy Execution System

D: Benefits Management For Delivering Strategic Change

Clinics9 December 2012 (Afternoon)

1: Key Performance Indicators (KPIs)

2: Strategy Mapping

3: Value Chain Analysis

4: Process Mapping

Management Game10 December 2012 (Afternoon)

Friday Night At �e ER©

BALANCED SCORECARD8 – 12 December 2012 • Marriott Hotel, Riyadh, KSA Saudi Arabia