A Year of Implementing
Dubai’s Strategy Execution System
Lessons Learnt
Mohammad Jaljouli
Advisor,
Government Performance Department
The Executive Council – Dubai Government
April 12, 2011
This presentation builds on a previous research, presented
at IDEAS Global Assembly in Johannesburg 2009
Lessons Learnt
Why we chose to take this way
That was our vision
This is how we developed it
These are our challenges
Our learning curve
The way forward
In 2007, Dubai announced its ten-year strategic plan (DSP)
that covers five main streams
Economic Development
Social Development
Security, Safety and Justice
Infrastructure, Land and Environment
Public Sector Excellence
Consequently, a need emerged for a systematic tool to
measure its success, and to support decision-making
The Executive Council
Economic
Development
Social
Development
Security and
Justice
Sector Committees
Health and
Safety
Infrastructure,
Land and
Environment
Lessons Learnt
Why we chose to take this way
That was our vision
This is how we developed it
These are our challenges
Our learning curve
The way forward
The vision was to develop a holistic platform for strategic
learning on the Emirate’s level
The
Executive
Council
Sector
Committees
Authorities &
Departments
Learning on the Emirate level
Learning on
cross-sector level
Learning on
sector level
Thus, in 2008, a strategy management framework was
introduced, based on two main streams of processes
DSP Map and
Scorecard
The Executive
Council
Sector
Committees
Authorities
and
Departments
Cascading
Sectors’ Maps and
Scorecards
Authorities/
Departments’ Maps
and Scorecards
“We are on the right
track to achieve Dubai’s
vision”
“We coordinate and interact
because we realize that we
serve the same ultimate
goal”
“We Set the proper
strategies and policies to
achieve sector outcomes”
“We provide the needed
services in best quality”
Reporting
Lessons Learnt
Why we chose to take this way
That was our vision
This is how we developed it
These are our challenges
Our learning curve
The way forward
The system has been developed through a five-phase
stakeholder consultation process
Objective
Objectives Ownership identified
Strategy Map developed
Translate
DSP into
operational
terms
Develop
scorecard
Define
ownership
and
governance
Scorecard developed
Objective
Objective
Owner
Measure
Conduct
strategic
perf.
reviews
Initiative
Strategic initiatives
identified
Develop
strategic
initiatives
Strategic Reviews
The system design is based on six main cross-functional
themes identified on Dubai’s Strategy Map
Enhancing Dubai’s sustainable development
and international position, and making it a favorite center for finance, business and tourism
Dubai Development
Partners and
Stakeholders
Internal Processes
Business Community
Emiratis
“We desire a secure, safe
and just city that provides
high standards of living
and services to all its
residents; a city rich in
cultural and social life
where people co-exist in
harmony, making it a
desirable place to live”
“We desire a city that
provides attractive,
renewable economic
opportunities, and a
stable, motivating
environment, making it a
desirable place to invest”
“We desire a city that
enhances our sense of
citizenship based on
equality of rights and
duties, and enables us to
lead its prosperity,
heightening our loyalty
and sense of belonging”
“We desire a city that
strengthens federal tie,
reinforcing an integrated
system of synchronized
joint efforts, a city present
on the international arena
with its outstanding
model, to enhance
sustainable development”
Reinforcing
Participation and
Citizenship
Strengthening Federal
Ties and Positive
Interaction with the
World
Improving Quality of
Life
Enabling and
Motivating
Environment
Excellent
Government
Local, Federal and
International Institutions
Dubai Society
Reinforcing Growth
and Competitiveness
The themes committed on Dubai level have been
committed and cascaded down to Sector Committees
Enhancing Dubai’s sustainable development
and international position, and making it a favorite center for finance, business and tourism
Dubai Society
Business Community
Emiratis
Improving
Quality of Life
Reinforcing
Growth and
Competitiveness
Reinforcing
Participation and
Citizenship
Local, Federal and
International
Institutions
Strengthening
Federal Ties and
Positive
Interaction with
the World
Security and Justice
Health and Saftey
Infrastructure,
Land
Environment
Dubai
Society
Businessand
Community
Economic
Development
Dubai Society
Business Community
Social
Dubai
SocietyDevelopment
Business Community
Emiratis
Local, Federal and
International
Local, Federal and
Institutions
International
Emiratis
Local, Federal and
Institutions
International
Dubai Society
Business Community
Emiratis
Local, Federal and
Strengthening
Improving
Reinforcing
Institutions
Reinforcing
International
Dubai
Society
Business
Community
Emiratis
Local, Federal and
Federal
Ties
and
Strengthening
Quality
of Life
Growth
and
Improving
Reinforcing
Institutions
Participation
and
Reinforcing
International
Positive
Federal
Ties
and
Competitiveness
Strengthening
Quality
of Life
Growth
and
Citizenship
Improving
Reinforcing
Institutions
Participation
and
Reinforcing
Emiratis
Interaction
with
Positive
Federal
Ties and
Competitiveness
Strengthening
Quality
of Life
Growth
and
Citizenship
Improving
Reinforcing
Participation
and the World
Reinforcing
Interaction
with
Positive
Federal
Ties and
Competitiveness
Strengthening
Quality
of Life
Growth
and
Citizenship
Improving
Reinforcing
Participation
and the World
Reinforcing
Interaction
with
Positive
Federal
Ties and
Competitiveness
Quality of Life
Growth and
Citizenship and
Participation
the
World
Interaction
with
Positive
Competitiveness
Citizenship
the
World with
Interaction
the World
And it was activated through three interrelated reporting
and review processes
Performance
Communicated to
Strategy Execution
Report
Development
Strategic Review
Data collected by measure
owners
Reports presented by members
of the SES support team
Committee recommendations/
decisions communicated to
departments
Data compiled by objective
owners
Discussions held by committee
members
Main messages articulated and
communicated publically
Report revised and compiled by
TEC
Committee recommendations
articulated and reported to EC
Report results employed in
strategic learning
The main reporting and strategic review processes are
currently conducted on a quarterly basis
Y
2010
Q
M
The Executive
Council
Sector
Committees
Departments
and
Authorities
Q1
1
2
Q2
3
4
5
2011
Q3
6
7
8
Q4
9
10
11
Q1
12
1
2
Q2
3
4
5
2012
Q3
6
7
8
Q4
9
10
11
Q1
12
1
2
Lessons Learnt
Why we chose to take this way
That was our vision
This is how we developed it
These are our challenges
Our learning curve
The way forward
From the very beginning, the development process was
faced by a number of challenges …
1. Demonstrating the case for change: for some
stakeholders, the system is perceived as a learning platform,
and for others it is a tool for command and control.
2. Introducing the ownership concept and shunning the
silo mentality : in conjunction with the introduction of crossfunctional themes, ownerships of shared objectives can be
easily perceived as introducing new hierarchal structure,
resulting into creating resistance.
3. Introducing accountability culture: although accountability
is a major pillar of the system, the culture and means to
enforce it needs to emerge over the time.
Both the development and the implementation process
were challenged by the lack of knowledge-based capacity
4. Coping
with
insufficient
knowledge-based
infrastructure and lack of reliable data: in an environment
that lack initial data and information, target setting process
becomes a real challenge.
5. Building capacity and enriching analytical skills: the
quality of the reporting process depends heavily on the
capacity to generate and analyze information
6. Maintaining a streamlined process: at early stages of
implementation, bottlenecks and congestions should be
expected.
In an attempt to overcome some of the challenges, a
System Support Team concept has been introduced
The Executive Council
EC Secretariat
Sector Committee
Technical and
Logistical Support
Support Team
Department (A)
Department (B)
Department (C)
Core Team
Core Team
Core Team
The support team represents all departments and acts as a
technical arm to support Committees’ discussions
Sector Committee
Conducts the strategic review
 Approves recommendations and takes decisions
that supports the sector performance
EC Secretariat
Manages the whole process on all levels
Supports the system through:
 Coordinating the system processes on authority/
department level
Support Team
 Providing the committee with the sector specific
knowledge
Each party plays a specific role, and they collectively shape
a holistic picture to enhance the performance
Sector Committee
Strategic
review
EC Secretariat
Strategy Map
Support Team
Measurement
Also, capacity building has been adopted as a strategy to
ensure continuity and competency development
And to demonstrate commitment towards change, the
system has been enshrined in a legal framework
 In 2010, the Executive Council Decision No. 7 has been published
in the official gazette, legalizing Dubai Strategy Execution System
 The decision defines the following:
 Related parties
 Scope and objectives
 Roles and responsibilities
 System governance
 The establishment of the SES support team
 The reporting obligations
Lessons Learnt
Why we chose to take this way
That was our vision
This is how we developed it
These are our challenges
Our learning curve
The way forward
A system process evaluation framework ….
Results
Strategic Decision Based on
Reliable Information
Horizontal Synergy
Vertical Alignment
Strategic Context
Long-Term
Vision
Clear Road
Map
Proper System
Design
Strategic
Integration
Time Bounded Systematic Process
Developing
Strategic Packs
Preparing
the
Reports
Reviewing
the
Reports
Amending
the
Reports
Conducting
Strategic
Reviews
Following
Up
Learning
and
Alignment
Technical and Managerial Support by the EC Secretariat
Systematic
Communication
Managing
System
Processes
Capacity
Building
Lobbying
Coordination
Supporting
Strategic
Learning
Empowering Internal Management
Systematic Practice
Based on Documented
Processes
Institutional and
Individual Capacities
Empowered Individuals
Bottom line … there is a serious need for enhancing the
value add ….

Value add has to be recognized by all parties; those who
receive the reports, and most importantly, those who produce
them;
 For those who receive reports, the value add includes
the ability of taking strategic decisions based on
reliable information
 For those who produce reports, the value add includes
overcoming issues they face in implementing their own
strategies
The value add is determined mainly by the quality of the
piece of information reported
Sector Committee
There are two different ways to
enhance the value add
1. Start fixing all system input
and processes, and then
anticipate for good results …
EC
Secretariat
OR …
Support Team
Department (A)
Core Team
Department (B)
Core Team
Department (C)
Core Team
Capacity building
Automation
System development
Process reengineering
The value add is determined mainly by the quality of the
piece of information reported
Sector Committee
There are two different ways to
enhance the value add
2. Start by directly fixing the
piece of information reported,
show value and role model,
and later fix the system
elements
Department (A)
Core Team
EC
Secretariat
Support Team
Department (B)
Core Team
Department (C)
Core Team
Capacity building
Automation
System development
Process reengineering
By fixing the reports, the strategic agenda will be promoted
over the operational agenda
Challenges related to value creation

Promoting strategic reporting and discussions: there has
been always a tendency to report detailed operational
information that are more related to departments’ ongoing
job. Such input affects the quality of the committee
discussions, and accordingly, the type of decisions made

Ensuring real value add for all parties: ultimately, there is
always a risk of ending up with a mechanical reporting process
with minimum value add. This is true for both who produce
the reports, and those who receive them
Simultaneously, more emphasis will be put on the
ownership of both strategic content and system processes

Strategic content has to be owned by decision makers at all
levels

Ownership is not about hierarchy; it is about representing the
voice of the theme, objective and measure

System processes have to be owned by all process custodians
across all levels
Finally, keep it simple, and grow gradually, while tweaking
both the tunes and the rhythm … content and process

System development has its own learning curve. After the
system is set up, gaps would still exist

Moreover, the process needs to be tested and amended, as
necessary

Communication cannot be emphasized enough in every step
of the process, starting even way before the development
phase
Lessons Learnt
Why we chose to take this way
That was our vision
This is how we developed it
These are our challenges
Our learning curve
The way forward
The system will continue to develop to achieve the vision of
having a holistic strategic learning platform set upfront

Activate the system across all levels to feed into the next
strategy update

Invest in a reliable knowledge management system to support
decision-making

Automate the system processes, especially those of the
reporting

Ensure capacity building is done on all levels and promote a
performance-driven culture