1. 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.


  2. To forecast the future, look outside your industry

    March 20, 2016 by ahmed

     

    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.


  3. 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.


  4. Global Benchmarking Network 20th newsletter

    February 7, 2016 by ahmed
    GBNewsletter_no20

     

    The Global Benchmarking Network 20th newsletter is out download it from here. The newsletter includes the latest news from the GBN about members, events, projects and other activities, topics highlighted in this issue:

    • Review Dubai 2015
      • 9th International Benchmarking Conference
      • 23rd Annual General Meeting
    • GBN News:
      • GBN Award Winner Case Study: The Medical City (TMC)
    • Collaboration Between GBN Members
    • Members News
      • QIMPRO Convention 2015
      • Uniting The Continents Through Excellence
      • Why Should a Project Need an Outside Focus On Quality?
      • Benchmarking with Non-Government Social Service Organisations
      • First European Public Sector Performance Benchmarking Study Mission
      • Identifying and Applying Best Practices for Government
    • GBN Series: Megatrends of The Future


    About GBN: The Global Benchmarking Network (GBN) is an alliance of leading benchmarking centres worldwide who share a common vision and mission. Current Membership comprises 29 benchmarking centres which represent more than 30,000 businesses and government agencies.

    The GBN was founded in November 1994 by representatives from benchmarking centres in Germany, Italy, Sweden, the United Kingdom and the United States. The GBN is a non-profit organization. It has a Chairman, a Vice Chairman and a Secretary General. The GBN comprises benchmarking centres in the following countries: Australia, Bahrain, Canada, China, Germany, Hungary, India, Iran, Ireland, Kuwait, Malaysia, New Zealand, Oman, Pakistan, Philipines, Saudi Arabia, Singapore, Sweden, Switzerland, UAE (Abu Dhabi, Ajman, Dubai), UK and USA.


  5. Dubai Municipality Leading the Way in Government Initiatives

    January 23, 2016 by ahmed

    Dubai We Learn Logos

    The Dubai Government Excellence Programme’s (DGEP) Dubai We Learn” initiative consists of a range of organisational learning and benchmarking activities as described in a previous blog “Identifying and Applying Best Practices for Government”

    At the 2nd Progress Sharing Day held on 18 January 2016, 13 project teams from 13 government departments shared the progress of their benchmarking projects. To maximise the engagement and learning of the government entities the audience were invited to vote on which teams had made most progress.

    The team judged to have made most progress were from the Dubai Municipality with its project to “Improve Purchase Procedures and Channels”. Other government entities recognised for their progress were the Dubai Corporation for Ambulance Service for its project on “Development of Emirati Paramedic Leaders” and Mohamed Bin Rashid Enterprise for Housing for its project on “Improving Customer Experience” particularly through using SMART applications. Regardless of the voting, all teams demonstrated an exceptional dedication to their projects.

    Dubai_Municipality_Team

    All 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 in the “Research” stage of TRADE and making sure that they have a deep understanding of their processes, systems and performance before moving to the “Acquire” stage. The Acquire stage is where the teams will be identifying benchmarking partners and learning best practices.

    Dubai Municipality have made substantial strides in its procurement process in recent years including becoming the first government department in the Emirate to introduce web-based automation across its entire procurement cycle and achieving recognition at a number of international awards (CIPS Middle East Awards 2015 – Most Improved Procurement Operation ). The procurement department’s project for Dubai We Learn aims to reduce the average cycle time of processing purchase requisitions from 16 to 12 days or less. The team have studied in depth their current procurement system and performance using process analysis tools such as: workload analysis, value stream analysis, influence – interest matrix, customers segmentation, fishbone diagram, process flowchart analysis and waste analysis. As a result of this analysis a number of areas for improvement were identified such as ensuring that technical specifications are correctly detailed and how to quickly evaluate potential suppliers for technical purchases, and how to automate these processes. The next stage of their project will be to identify relevant organisations to learn from.

    At the Progress Sharing Day the performance of all the teams was commended by the Executive Council of Dubai and Dubai Government Excellence Programme (DGEP). His Excellency Abdulla Al Shaibani – Secretary General of the Executive Council of Dubai and Dr. Ahmed Al Nuseirat – General Coordinator of Dubai Government Excellence Programme, both delivered speeches and encouraged the teams to maintain their momentum.

    Are you implementing a best practice in any area related to the 13 projects below? If so, we would like to hear from you. Please email ahmed@bpir.com for more details.

    Government EntityProject title
    Dubai Cooperation for Ambulance ServicesDevelopment of Emirati Paramedic’s Leaders
    Dubai CourtsPersonal Status Smart Certifications Services
    Dubai CultureDeveloping National Human Resources for Museums
    Dubai Electricity & Water AuthorityShams Dubai Initiative
    Dubai Land DepartmentTowards Happy Employees
    Dubai MunicipalityImproving Purchase Procedures and Channels
    Dubai Police Head QuarterSmart Police Officer
    Dubai Statistics CenterInnovative Statistics
    General Directorate of Residency & Foreigners Affairs DubaiDeveloping a World-Class Customer Service Design Process
    Knowledge & Human Development AuthorityPeople Happiness
    Mohamed Bin Rashid Enterprise for HousingImproving Customer Experience
    Public ProsecutionJudicial Knowledge Management
    Road and Transport AuthorityRTA’s Knowledge Repository Gateway

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