1. Winner of the 5th Global Benchmarking Award

    December 12, 2016 by ahmed

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    Winner, runner-ups, and the judges

    Winner, runner-ups with GBN members and judges

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate.

    The winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (United Arab Emirates) in 2013, OCBC Bank (Singapore) in 2014, and the Medical City (Philippines) in 2015. For videos on these award winning organisations click here.

    The 5th Global Benchmarking Award was held at the 10th International Benchmarking Conference, 8th December 2016, Nanjing, Jiangsu, China. Judges were Dawn Ringrose from Canada, Mark Modena from UK and Holger Kohl from Germany.

    The winner is:
    – Al Jazeera International Catering (JIC) , UAE

    Runner-ups:
    – Nanjing Metro Operation Company Limited, China
    – SVKM’S NMIMS (Deemed to be University), India

    Event photos will be uploaded to Award website soon.


  2. 5th International Best Practice Competition – 1st Call for Entries

    November 18, 2016 by ahmed

    The Best Practice Competition, will be held in Mumbai, India, 25/26th April 2017 courtesy of BestPrax Club.

    To submit your Best Practice please visit http://www.bestpracticecompetition.com/entry-form where you can download an entry form. The First Call for entries closes on 23 January. Last year there were 49 entries with 33 qualifying to the Competition Event.

    The winners of the International Best Practice Competition in 2015 were Al Jazeera International Catering LLC, UAE with a best practice titled ‘Our Planet – Our Responsibility‘. and Dubai Corporation for Ambulance Services (DCAS), UAE, with a best practice titled ‘Cultural Sensitivity Gives Birth to a Maternity Care


  3. 5th Global Benchmarking Award – Last call for Entries

    November 3, 2016 by ahmed

    BPC02

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate.

    The winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (United Arab Emirates) in 2013, OCBC Bank (Singapore) in 2014 and The Medical City, (Philippines) in 2015. For videos on these award winning organisations click here.

    The 5th Global Benchmarking Award will be held at the 10th International Benchmarking Conference, 8th December 2016, Nanjing, Jiangsu, China.

    The closing date for entries is the Monday 14 November 2016, for more information about the award visit the official award website.


  4. Best practice projects leading to transformational change in Dubai’s government operations and services

    September 4, 2016 by ahmed

    1st progress sharing day

    It is one year since the Dubai Government Excellence Programme (DGEP) launched the “Dubai We Learn – Knowledge Sharing and Innovation Initiative” for government entities in Dubai. This ambitious programme consists of a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation. A key part of this initiative has been the mentoring of benchmarking projects by DGEP’s partner the Centre for Organisational Excellence Research, New Zealand.

    The first wave of benchmarking projects will come to an end on the 5 October 2016 when 13 project teams give a presentation and submit a benchmarking report to share their project results. Project teams have been using the TRADE Best Practice Benchmarking Methodology – a rigorous step by step approach that involves searching for and implementing leading edge practices that will help the Dubai government become one of the best in the world. Some project teams have travelled internationally to find best practices whilst others have learnt from other government entities and the private sector in Dubai. The TRADE methodology is shown below and a video, provided by Dubai Municipality, highlighting its benefits can be watched at https://www.youtube.com/watch?v=yCXh72KP_Co

    TRADE

    The projects will be assessed by an expert panel consisting of Dr Robin Mann, Founder of TRADE, Centre for Organisational Excellence Research, Massey University, New Zealand, Professor Dotun Adebanjo, University of Greenwich, London and Arndt Husar, Deputy Director, United Nations Development Programme (UNDP), Global Centre for Public Service Excellence, Singapore. Recognition will be given at TRADE Benchmarking Certification levels using a 7 star system as shown below.

    Assessment grades Certificate awarded
    7 Stars ★ ★ ★ ★ ★ ★ ★ TRADE Benchmarking Proficiency Certificate with Commendation
    5 to 6 Stars ★ ★ ★ ★ ★ ★ TRADE Benchmarking Proficiency Certificate with Commendation
    3 to 4 Stars ★ ★ ★ ★ TRADE Benchmarking Proficiency Certificate
    1 to 2 Stars ★ ★ Incomplete

     

    A summary of the 13 projects is presented below:

    Government Entity Project title Aim of the project
    Dubai Corporation for Ambulance Services Development of Emirati Paramedic’s Leaders To identify and implement best practices in Paramedic training and practices to reduce patient mortality/morbidity rates, increase recovery rates, and reduce the reliance on hospital intervention by 2020.
    Dubai Courts Personal Status Smart Certifications Services To transform Personal Status Certification issuing services (such as civil transactions like marriage and divorce) from traditional counter services to smart services (providing an integrated technology based solution) whilst achieving superior levels of customer satisfaction.
    Dubai Culture Developing National Human Resources for Museums To provide the growing sector of museums in Dubai, with professional human resources in the different fields of museology and to improve the current performance of National human resources to world class standards.
    Dubai Electricity & Water Authority Shams Dubai Initiative – Increasing customer awareness and engagement To increase customer awareness and engagement with Shams Dubai initiative, improve marketing efforts, build effective conversations, create brand advocates and increase Dubai based customer uptake of solar projects.
    Dubai Land Department Towards Happy employees To identify and implement best practices that result in world-class employee happiness levels with a particular emphasis in reducing employee turnover and increasing employee engagement.
    Dubai Municipality Improving Purchase Procedures and Channels To identify and implement best practices in purchasing to increase purchase requisitions processed within a target of 20 days from 74% to 85% with an emphasis on increasing “bids awarded in time”.
    Dubai Police Integrated Knowledge Management To move the concept of Knowledge-dissemination into a constant and comprehensive practice according to clearly defined metrics.
    Dubai Statistics Center (DSC) Innovative Statistics To identify best practices in Innovation to enable DSC to develop and implement a strategy for innovation to improve its process and services.
    General Directorate of Residency & Foreigners Affairs Dubai Developing a World-Class Customer Service Design Process To develop and pilot a world-class customer service design process that is rapid, inclusive of all stakeholder needs, and delivers customer delight.  (The customer service design process is required for services such as issuing/renewing Visas, Passports, Residencies; monitoring and reaching departing travellers)
    Knowledge & Human Development Authority People Happiness To identify and implement best practices related to people happiness to increase their happiness, work-life balance and well-being. (KHDA are currently in the top 15% of organisations for employee happiness based on an independent international measure)
    Mohamed Bin Rashid Enterprise for Housing Improving Customer Experience To reduce the number of service counter visits by customers at MRHE by providing attractive alternative methods to serve customers (such as through Smart Applications, Smart Channels) and reducing the need for repeat visits.
    Public Prosecution Judicial Knowledge Management To identify and implement best practices in the transfer of Judicial Knowledge to all prosecutors, relevant staff and stakeholders.
    Road and Transport Authority RTA’s Knowledge Repository Gateway To identify and implement best practices in Knowledge Management and how to encourage knowledge sharing among related stakeholders; employees, partners in addition to vendors and suppliers that will enhance /enrich the organization memory and learning process.

    Videos on each teams’ project will be released shortly after the 5 October for the benefit of the whole of Dubai’s government. These videos will be hosted on Dubai We Learn’s best practice resource, http://www.dgep.bpir.com/, which is available for use by all 37 government entities.

    Due to the tremendous success of this initiative a 2nd wave of benchmarking projects will start in early January 2017. If your government entity is interested in joining the 2nd wave of projects please contact Dr. Zeyad Mohammad El Kahlout, Quality and Excellence Advisor, Dubai Government Excellence Program, The General Secretariat of the Executive Council of Dubai, Zeyad.ElKahlout@tec.gov.ae.


  5. Toward a world class innovation strategy: Dubai Statistics Center leading the way

    May 17, 2016 by ahmed

    3rd Progress Sharing Day

    On the 28th of April, the 3rd Progress Sharing Day of Dubai We Learn was held. For those new to the initiative, this initiative is led by the Dubai Government Excellence Programme and the Centre of Organisational Excellence Research (COER), New Zealand. The initiative aims to empower a culture of institutional learning and the transfer and exchange of knowledge within Dubai’s government sector.

    The initiative consists of the mentoring of 13 benchmarking projects, training in organisational learning and benchmarking, and the provision of a best practice resource, http://www.BPIR.com, for all 37 government entities.

    To assist in the sharing of best practices, 3 progress sharing days for the 13 benchmarking projects have been held. During these days, each team describes the progress they have made with their projects. As all project teams are using the TRADE benchmarking methodology it is easy to compare progress. Some teams have recorded video clips to showcase their work and the benefits they are obtaining, such as the example below from Dubai Municipality.


    To add interest to the day, each team is given 10 minutes to present and the audience vote on which projects have made most progress. At the 3rd Progress Sharing Day, 4 teams were selected as achieving the most progress with Dubai Statistics Centre (DSC) achieving the most votes. The four projects were:

    • Shams Dubai Initiative (Customer awareness & engagement) – Dubai Electricity & Water Authority
    • Improving Purchasing Channels – Dubai Municipality
    • People Happiness – Knowledge & Human Development Authority
    • Innovative Statistics – Dubai Statistics Center (DSC)

    The aim of DSC’s project is to “identify best practices in Innovation to enable DSC to develop and implement a strategy for innovation to improve its processes and services”.

    DSC started its project by undertaking a number of innovation self-assessments. The self-assessment tools they used were from the BPIR.com. Of the 5 Innovation Self-assessment Tools, DSC found the self-assessment titled “Innovation Maturity (organisation-wide)” the most comprehensive and useful. The self-assessments enabled DSC to identify its current level of Innovation Maturity and identify specifically what needed to be improved. In particular, they identified the need to improve in: innovation strategies, innovation measurement, innovation labs, suggestion schemes and innovative statistical information delivery.
    During the search for potential benchmarking partners, DSC used the identified areas of improvement as criteria for selecting benchmarking partners. For example, DSC searched for organisations with an innovation strategy that resulted in an innovative culture.

    By the 3rd Progress Sharing Day, DSC had finished benchmarking visits to four organisations locally and obtained many best practices through internet research. Some examples of the practices that they are considering implementing are:

    • Innovation Management Standard: The European Innovation Management Standard CEN/TS 16555 has been underway since 2008, and as such it incorporates a lot of the elements which are believed to constitute current best practices on innovation management. The Standard consists of 7 documents:
      • Innovation management system (16555-1:2013)
      • Strategic intelligence management (16555-2:2014)
      • Innovation thinking (16555-2:2014)
      • Intellectual property management (16555-4:2014)
      • Collaboration management (16555-5:2014)
      • Creativity management (16555-6:2014)
      • Innovation management assessment (16555-7, 2015)
    • e-Cap System: An electronic system to follow-up corrective actions, analyse risks, prioritize actions and raise status reports as they consider any corrective action as a creative idea.
    • Government Innovation Lab Manual: A manual designed to provide tools and techniques on how to implement an innovation lab from brainstorming workshop to idea implementation.
    • Customer Pain Point: A system to find the problems faced by the customer in order to come up with innovative solutions, in other word it is a customer inspired innovation.

    For more information about this initiative download the attached article and sign-up up to COER’s newsletter to receive the latest updates.