1. 2nd Global Benchmarking and Best Practice Awards

    November 9, 2013 by ahmed

    KHDA team the Benchmarking Award winner

    with GBN members

    Immigration & Checkpoints Authority team receives

    the Best Practice Competition Award


    The 2nd International Best Practice Competition and GBN’s 2nd Global Benchmarking Award were held at the Business Excellence Global Conference in October, Singapore.

    2nd Global Benchmarking Award:
    Entrants to the Best Practice Competition may also enter the Global Benchmarking Network’s Global Benchmarking Award. This requires organisations to share a best practice and describe how benchmarking (comparing and learning from others) is an integral part of their organisation’s improvement and innovation drive. The GBN’s Global Benchmarking Award was designed by Benchmarking Partnerships (Australia), BestPrax Club (India) and COER (New Zealand) on behalf of the GBN. It was first trialed in India in 2010.


    • Our Benchmarking Approach, Dr. Wafi Dawood, Chief of Strategy and Excellence, Knowledge and Human Development Authority, United Arab Emirates.

    Runners up:

    • Our Benchmarking Approach, Nabiollah Farahmand, Chief of OSM, Mobarakeh Steel Company, Iran.
    • Our Benchmarking Approach, Ku Yuen Wah, Head – Process and Service Innovation, OCBC Bank, Singapore.

    2nd International Best Practice Competition
    The Best Practice Competition encourages organizations to share their best operational and managerial practices, processes, systems, and initiatives and learn from the experience of others. It provides an opportunity to celebrate the achievements of individuals and teams that have been responsible for creating and/or managing the introduction and deployment of best practices. The Best Practice Competition has been designed by the Centre for Organisational Excellence Research (COER), the developers of the Business Performance Improvement Resource, and is aligned to the Global Benchmarking Award (administered by the Global Benchmarking Network–knowledge experts in benchmarking and best practices).


    • ICA’s 3M Service Principle (Multiple Channels, Minimum Visits, Many Benefits Approach), Tan Kok Guan, Director -Citizen Services & Kong Yong Sin, 2 Deputy Head – Passport – Designate, Immigration & Checkpoints Authority, Singapore.

    Runners up:

    • UOB Mobile Cash – Singapore’s First Cardless Cash Withdrawal, Gilbert Chuah, Executive Director, United Overseas Bank Limited, Singapore.
    • Training in the Private Security Industry, Peter D’Arcy, CEO, National Training Institute, Ministry of Interior, United Arab Emirates.
    • Smile to Excellence, B.G.Shenoy, Director & Rajiv Vasudeva, Country Director & Silvia Shoba Vincent, Senior Executive, Global Indian International School, Singapore.

  2. 2nd International Best practice Competition and 2nd Global Benchmarking Award

    October 7, 2013 by ahmed

    Only few weeks left to the finals of the 2nd International Best Practice Competition and the 2nd Global Benchmarking Award which will be held at the 5th Business Excellence Global Conference, 30/31 October, Marina Bay Sands Convention Centre, Singapore.

    Each presenter will give an 8-minute presentation to the audience and judges; this is an excellent opportunity to learn from 22 best practices and 6 benchmarking approaches.

    The judges will select one winner and three runners up for the International Best practice Competition, and one winner and two runners up for the Global Benchmarking Award

    Entries qualified for the 2nd International Best Practice Competition

    1. Boutique Customer Service in the Public Sector: a case of success, Abdulrahman Nassir, Chief of Customer Relations, Customer Relations, Knowledge and Human Development Authority, United Arab Emirates.
    2. Customer Credit Rating with the Capital productivity Increase Approach, Ali Anvari, Marketing and Sales Manager, Eghtesad Novin Leasing Co, Iran
    3. Transform Debt Collections into Positive Customer Experience, Thng Lai Ping, Vice President – Collections Supervisor, OCBC Bank, Singapore
    4. Plain English & Redesigned Communications for Work Pass Customers, Penny Han Divisional Director & See Meng Yeo, Senior Assistant Director & Ee Hong Ho, Senior Assistant Director, Ministry of Manpower, Singapore
    5. UOB Mobile Cash – Singapore’s First Cardless Cash Withdrawal, Gilbert Chuah, Executive Director, United Overseas Bank Limited, Singapore
    6. ICA’s Multiple Channels, Minimum Visits, Many Benefits Approach, Yong Sin Kong, Senior Customer Services Executive (Passports) & Kok Guan Tan, Director (Citizen Services), Immigration & Checkpoints Authority, Singapore
    7. Operational Excellence – Delivering Electronic Paperless Workflow on Customer Onboarding, Diana Chan, Senior Vice President, United Overseas Bank Limited, Singapore
    8. Hinduja Hospital Short Stay Service and Care@Home Services, Joy Chakaborty, Senior Director – Operations, P. D. Hinduja National Hospital and Medical Research Centre, India
    9. Public Opinion Center, Khalid Ali Shehail, Deputy of General Director of Total Quality Dept. & Abdulla Ahmad Ashkanani, Head Section of Administrative Excellence , Dubai Police, United Arab Emirates.
    10. Supplier relationships and partnerships, Teoh Phaik Lin, Rachel, Assistant Vice President, OCBC Bank Malaysia Berhad, Malaysia.
    11. Strategic planning and deployment, Nabiollah Farahmand, Chief of OSM, Mobarakeh Steel Company, Iran.
    12. The B-Bidding Policy in our Employee Performance Management Framework, Francesca Lau, Senior Manager, Building and Construction Authority, Singapore
    13. To Improve Company Performance on Financial, Department Performance and Staff Quality through Implementation of PLWS, Ahmad Reza Kamaruddin, Chief Integrity Officer (CIO), Brahim’s Airline Catering Sdn Bhd, Malaysia
    14. Scholarship Innovative Strategy towards Guaranteed Employment Opportunities, Lt. Colonel Khaled Al-Khouri, Education Administration Director, Abu Dhabi Police General Head Quarter, United Arab Emirates.
    15. What Works: Creating a momentum for educational change, Hind Almualla, Chief of Engagement, Knowledge and Human Development Authority, United Arab Emirates.
    16. Training in the Private Security Industry, Colonel Ahmed Al Hantoubi, Federal Director, MOI – Private Security Business Department, United Arab Emirates.
    17. Smile to Excellence, B.G.Shenoy, Director & Rajiv Vasudeva, Country Director & Silvia Shoba Vincent, Senior Executive, Global Indian International School, Singapore
    18. Improving Tire Production by the establishment of the Productivity Management Excellence Cycle, Seyyed Mehdi Pourbagheri, Manager of Industrial Engineering Department, BAREZ Industrial Group, Iran.
    19. Unique Innovation across the Jewellery Industry, Sumant Sood, Titan Company Limited, India.
    20. Social and environmental responsibility, Lal C. Weerasinghe, Director/ General Manager, Sierra Readymix (Pvt.) Ltd, Sri Lanka.
    21. Building a strong culture through staff involvement in corporate social responsibility initiatives, Sze Ghiong Wong, Executive Engineering Geologist, Building and Construction Authority, Singapore
    22. Innovative Eco Friendly Initiatives, Sudhir Soundalgekar, Vice President – Lifestyle & Specialty Projects, Shoppers Stop, India

    Entries qualified for the 2nd Global Benchmarking Award

    1. Our Benchmarking Approach, Silvia Shoba Vincent, Senior Executive & B. G. Shenoy & Director & Rajiv Vasudeva, Country Director, Global Indian International School, Singapore.
    2. Our Benchmarking Approach, Mojtaba Nikravesh, Head of R&D and marketing department, Bank Pasargad, Iran.
    3. Our Benchmarking Approach, Dr. Wafi Dawood, Chief of Strategy and Excellence, Knowledge and Human Development Authority, United Arab Emirates.
    4. Our Benchmarking Approach, Praveen Suvarna, Group Executive Vice President, YES BANK Ltd, India
    5. Our Benchmarking Approach, Nabiollah Farahmand, Chief of OSM, Mobarakeh Steel Company, Iran.
    6. Our Benchmarking Approach, Yuen Wah Ku, Head – Process and Service Innovation, OCBC Bank, Singapore.

  3. World Business Capability Congress: The knowledge boot camp!

    December 11, 2012 by ahmed

    Congress venue: Owen G Glenn Building

    Last week was a very special week for us, non-stop events for five days!, or as Dr. Robin Mann the congress chairman call it a “boot camp”.

    It started with the pre-congress workshop on Monday, there were very interesting workshops such as the Benchmarking for Best Practices workshop. Next day was the Global Benchmarking Network annual general meeting followed by the Welcome Reception at Waipapa Marae in University of Auckland in the afternoon.

    The congress sessions started on the 5th, it was an amazing event, more than 190 presentations in 5 parallel sessions presented by speakers from more than 25 countries, despite that New Zealand is “far, far away” there were many international speakers and delegates, many of them travelled more than 10,000 km to attend the congress.

    The congress social functions were an opportunity to see some of New Zealand icons such as Auckland harbour during the networking evening at Maritime Museum and Eden Park where the congress dinner and awards evening was held.

    To see the story of the congress from delegates perspective via twitter follow this topic in storify to see what the delegates tweeted about the congress from beginning till end.

    Check our blog regularly because next time I will write about the 1st International Best Practice Competition and the 1st Global Benchmarking Award.


  4. One week to go… the best ever conference to be held in NZ..over 200 speakers

    November 26, 2012 by ahmed

    The World Business Capability Congress, www.worldbusinesscapabilitycongress.com, aims to make a real impact on helping organisations raise their business capability through “Driving Excellence> Innovation> Productivity> Export Growth”.
    There will be over 200 presentations (from over 30 countries), 24 keynotes speeches, 3 panel discussions and over 30 snappy eight minute best practice presentations from organisations competing to win the 1st International Best Practice Competition. Is this an event your organisation can afford to miss?

    Take a look at the Congress programme ——– which presentations are of interest to you?

    Listen to Tim Bean, a keynote speaker, on why he is travelling from London to Auckland to speak at the Congress

    Here are 7 good reasons to get excited about the World Business Capability Congress:

    1. The line up of international and local, business and academic speakers is probably the most impressive ever for New Zealand – offering a range of perspectives and expertise to learn from each day
    2. The programme has plenty of choice covering all aspects of business capability, so depending on whether you are interested in leadership, process management, human resource, customer focus or strategy, there are streams for you to attend
    3. The delegate price is very low for an international conference at $914 for three whole days from 8.00am to 6.30pm, with two and one day passes also available, making it extremely good value for money
    4. The Congress is a rare opportunity for New Zealand businesses to attend an international conference at an affordable price without the hassle and time commitment of travelling offshore
    5. The Congress networking event at Voyager Maritime Museum and the Congress Dinner (Eden Park), including the New Zealand Business Excellence Awards, are both optional and charged separately ($80 and $125 respectively) so you can choose what you want to attend and you can take extra guests
    6. The Best Practice Competition has attracted a very high standard of entry from both overseas and NZ – these quick fire sessions of 8 minutes each will provide great learning for companies wanting tips and ideas on how to improve
    7. The Owen Glenn Building, University of Auckland, is a fabulous venue, with ample parking and easy access to the motorway.

    We have also arranged pre-congress workshops on Benchmarking, Customer Focus, Lean and Performance Measurement – these can be viewed at http://www.worldbusinesscapabilitycongress.com/workshops

    So, now that you’re excited I do hope you and/or your colleagues can come to the Congress!

    All the best


  5. Working Towards a Citizen Centered Government – Keynote Presentation in New Zealand

    November 13, 2012 by ahmed

    Art Daniels has over 40 years’ experience in managing and developing institutions in the Canadian public service. He is widely recognized as a leader in implementing public sector change initiatives particularly in citizen focused reform initiatives. Art will be giving a keynote presentation at the World Business Capability Congress, 5-7 December 2012, Auckland, www.worldbusinesscapabilitycongress.com and assisting in the Pre-Congress 2-Day Workshop – Achieving Customer Centricity, 3-5 December 2012, Auckland, http://www.worldbusinesscapabilitycongress.com/achieving-customer-centricity

    In preparation for the Congress, Art has answered the following questions:


    1. As a recognised leader driving Canadian public sector change and customer focus reform initiatives, where do you think our public sector could improve?

    In Canada, we established the Institute for Citizen Centred Services in1998. It is a pan Canadian institution where all levels of government share research on the needs and expectations of Canadians as customers of public services. By understanding their expectations, the government has been able to improve their services every year. What they learned is that services could be improved through easy access, timely responses and services bundled around the needs of the customer.

    1. How could improvements be made at a time of decreased (real) budgets and redundancies? Could ‘lean government’ be just an ineffective as ‘bloated government’ but with less public money?

    The recent research in Canada shows an interesting dichotomy in citizen’s expectations of government. As more services are provided on-line or digitally, service results improve as they are more individualized and services are bundled around the needs of the citizen. Services in the past which were provided by a range of government agencies and departments left the customer frustrated. Now that governments are more collaborative and bundling services, the customer experience is more satisfactory. For example, “the lost wallet strategy” means that with one visit to one site, the customer can replace their driver’s license, health card, birth certificate, passport and other identification that had been lost together. This streamlining or bundling of services is part of lean government which is cost effective and reduces service time.

    1. Could any of the successes in Canada be transferred to NZ?

    We are very pleased that the government of New Zealand has partnered with the Institute of Citizen-Centered Services in Canada to provide some of the same research tools used in Canada. In New Zealand, what we refer to as citizen centered research, is called Kiwis Count. They are also using our Common Measurement Tool which allows governments to benchmark their services with each other using common questionnaires.

    1. What are the benefits of your recommendations?

    The benefits of these initiatives has resulted in government service ratings improving from a low of 48% satisfaction in 1998 to 72% satisfaction in 2012 with some services achieving over 90% satisfaction, such as fire services. The move to more digital services has allowed governments to not only improve its services but, also to effectively downsize the public services resulting in savings of labour costs. Routine clerical transactions that were provided over decades by clerks which often took weeks to complete have now been replaced by online services which can be provided instantaneously. For example, from my own experience, is the registration of a small business in Ontario. In 1998, it took 62 working days to complete this transaction; it is now completed online on the same day. In fact, the government guarantees that if they fail to complete the transaction in one day, the service is free.

    1. What culture change, within the public sector, is needed to enact change?

    The culture change which is most required in public service is a shift from a bureaucratic set of processes designed to suit the organization’s needs to a customer service culture where the needs of the customer direct the service. The important shift to a customer centered culture is when organizations move from working independently to collaboration. This is referred to as “connected government” or “joined up government”.

    1. If there was one key message you wish to convey to policy makers and business leaders in New Zealand, what would that be?

    For decades, both businesses and governments have worked in silos but, are now beginning to recognize the need for collaboration in government or strategic alliances with the private sector. Governments are also starting to recognize that partnerships with the private sector in the delivery of services can be more efficient and effective. The “holy grail” for public service reform is meeting the expectations of citizens that services can be co-ordinated around their needs rather than the needs of individual ministries, departments or branches.