1. 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.


  2. 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.


  3. 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.


  4. To forecast the future, look outside your industry

    March 20, 2016 by ahmed

    Can you hear me now

    Originally posted on Linkedin by Neil Blumenthal

    The most powerful influences likely come from outside your company’s sphere, not from within it. Warby Parker, the company I co-founded, sells eyewear. But we aren’t looking at competitive threats within the eyewear industry, because there simply isn’t a great deal of innovation within the eyewear industry.

    Instead, we’re looking at companies like Amazon, which hugely change customer perceptions and expectations about things that affect Warby Parker – like how easy it is to order something online (or through other internet-enabled methods like Echo and the Dash button) and, of course, how quickly that item arrives.

    Amazon has trained customers to expect items to arrive within two days. Or sometimes even within one day. I was reminded of this when I recently bought a pair of pants at a boutique in New York. It took two and a half weeks to get the pants tailored, and then a series of phone calls to figure out when I could pick up the pants or whether they’d send the pants to me. By the time the pants came, I’d spent way more time thinking about pants logistics than I ever wanted to. And, while it may sound crazy, I really believe that I don’t enjoy wearing the pants as much as I would have had they arrived on time without a hassle. One’s perception of a product is based on the entirety of the brand experience – from the moment someone hears about the brand to their decision to shop, to selecting an item, transacting, waiting for the product to arrive, unboxing and using the product over time.

    Uber is another example. On the surface, we have little in common with a mobile ride hail company. But Uber influences UX and customer interaction experiences for every company in every industry. For a prime example, I don’t have to look any further than myself! I often use Uber, but on the occasions when I do hail a yellow cab, I find myself noticing anew all the unnecessary steps built into the process: telling the driver your address, paying with a credit card, selecting a tip, and sometimes signing a physical receipt.

    A third example is GrubHub Seamless. Out of convenience (and a regrettable lack of cooking ability), I often order food online from local restaurants. Remember when you had to phone a restaurant to place an order? And read your credit card number three times over the phone? And you always ended up standing in that weird corner of your apartment that didn’t get service? None of this needs to happen anymore. We can order with a click. Why cultivate patience when instant gratification is so easy to obtain?

    Ultimately, it pays to get a broader view of how a handful of companies are redefining how we shop, eat, drive, and live. If you want to forecast the future of your own industry, look outside of it.


  5. Does your organisation have best practices in one of the following 13 areas?

    February 25, 2016 by ahmed

    dwl

    The Dubai Government Excellence Programme’s (DGEP) “Dubai We Learn” initiative consists of a range of organisational learning and benchmarking activities. The initiative aims to empower a culture of institutional learning and the transfer and exchange of knowledge within the government sector.

    One key part of the initiative is the undertaking of 13 benchmarking projects that are facilitated by the Centre of Organisational Excellence Research (COER), New Zealand. All 13 projects are using the TRADE Best Practice Benchmarking methodology with an expectation that most projects will be completed within a year (the projects began in October 2015). Currently most projects are starting the “Acquire best practices” stage of TRADE and searching for benchmarking partners and learning best practices.

    It is for this purpose we are inviting organisations with “good” to “best practices” in these 13 areas, Click this link, to contact us to explore if there is an opportunity for mutual learning. The respective government entity will be happy to share with you its own practices and the project work it has conducted so far. We would also be pleased to share with you best practices from other Dubai We Learn participants to thank you for your assistance.

    If you can help in our search for best practices, please send an email to Dr Robin Mann, Director – Centre for Organisational Excellence Research, r.s.mann@massey.ac.nz.

    For more information on “Dubai We Learn” read here.