Raising the bar. From the Editor. Volume 2 (QUARTER 2, 2015)

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1 Volume 2 (QUARTER 2, 2015) From the Editor I said in the last issue that the excitement does not stop here well, it certainly did not. Bookings for the EBM-BP continue to pour in. The EBM Benchmarking Club (EBM-BC) sessions have reached new highs. We have successfully run three new sessions Strategy, HR and Leadership. Details of all the clubs are in this issue. A special note of thanks goes out from our entire team to all the companies that joined us in these sessions. Your next Benchmarking Club session will be on Aug 12, 15. In keeping with the spirit of Ramadan, this session will be on CSR Societal Contributions. So we invite all Businesses to participate with passionately to nurture the spirit of giving by sharing their best Societal Contribution initiatives. The EBM Benchmarking Visits (EBM-BV) are set to begin in the coming quarter. Stay tuned to get the latest updates on business excellence within the UAE s Business Community. All organisations interested in hosting an EBM-BV may write to us at the earliest. Our aid has humanitarian objectives only; it is never governed by politics or limited by the geography, race, color or religion of the beneficiary. We provide humanitarian capital and are a major relief station for the poor; we do not hesitate to help and support the brother, the illfated friend or the needy wherever they are. This is our message to the world, and this is the United Arab Emirates. Mohammed bin Rashid Al Maktoum (on Philanthropy) EBM-BP Member Update: At the end of the second quarter and into the third quarter, we are pleased to inform you all that the membership of this program has grown tremendously. Subscribers have begun to see benchmarking information and graphs. This is what one of our EBM-BPs has to say: I wish to express my wholehearted appreciation to you and your entire team for the efforts at EBM-BP. I must admit that having partnered with EBM-BP has been getting us excellent insight on the performance of the business in the region. The KPI dashboard provides any organization a quick feel of the world outside from a reliable source. The flexibility offered to organizations to gauge levels are beyond expectations. In this issue: - EBM BC Strategy - EBM BC HR - EBM BC Leadership - Reader s Contribution: Innovation Process & Linkage to Strategy (Part 1) - On-line Resource for Innovation Being a club member, we have had interesting club session for process benchmarking. This opportunity to share and learn from other organizations has helped us improve on our working as well. I must add that EBM with the launch of the KPI benchmarking portal is raising the bar of business excellence. Thank you for your support. JAIMON JACOB Associate Director - Customer Service & Business Excellence, UAE Exchange. New EBM-BPs have several queries regarding how to become an EBM-BP, how to enter data, how to view reports, what are the definitions to the various terms, etc. Your portal has a dedicated section to address your FAQs. The portal also provides a quick explanation to a few popular KPMs. Please feel free to write to us for further clarification. In case of further queries, do write to us and someone from our team will revert with alacrity. The NEW, IMPROVED Tree View allows EBM-BPs to quickly enter data for their respective KPMs (see below). Your Dashboard allows you to view reports as desired, as well as export the data to Excel (see right). For more news and other information, read on -Indu Singhal, Director Emirates Business Management International Consultants, Dubai.

2 Volume 2 (QUARTER 2, 2015) PAGE 2 EBM BC Strategy (Balanced Scorecard Success), May 25, 2015: We had a fantastic session with six different organisations presenting their respective approaches on how they use the Balanced Scorecard successfully for their Corporate Strategy. These included: ADGAS, LLH Hospital Abu Dhabi, NMC Hospital Abu Dhabi, SEHA Abu Dhabi, Tamani Marina Hotel, and UAE Exchange. In keeping with the mood of the presentations, active discussions took place after each presentation, facilitating clarity on approaches. (For format of the EBM BC sessions, please see the last issue Q ) As before, all presentations were rated against various parameters. ADGAS won the Certificate of Recognition for their approach. Hearty Congratulations to ADGAS! Picture Gallery: ADGAS: LLH Hospital, Abu Dhabi:

3 Volume 2 (QUARTER 2, 2015) PAGE 3 NMC Hospital, Dubai: SEHA:

4 Volume 2 (QUARTER 2, 2015) PAGE 4 Tamani Marina Hotel: UAE Exchange:

5 Volume 2 (QUARTER 2, 2015) PAGE 5 EBM BC HR (Performance Management Methodology), May 25, 2015: Participants of this session included: Barakat Quality Plus, GMC Hospital Ajman, LLH Hospital Abu Dhabi, Marina Gulf, SEHA and Tamani Marina Hotel. As before, all presentations were rated against various parameters. Marina Gulf won the Certificate of Recognition for their approach. Hearty Congratulations to Marina Gulf! Picture Gallery: Barakat Quality Plus: GMC Hospital, Ajman

6 Volume 2 (QUARTER 2, 2015) PAGE 6 LLH Hospital, Abu Dhabi: Marina Gulf: SEHA:

7 Volume 2 (QUARTER 2, 2015) PAGE 7 Tamani Marina Hotel: EBM BC Leadership (Inspiring Creativity & Innovation), June 17, 2015: This session proved to be an even more successful event. The number of participants grew by leaps and bounds, with the introduction of Non- Participating Audience from this session onwards. Seven prestigious organisations generously shared their best practices on how their leaders inspire creativity and innovation within the organisation. These included: Al Ghandi Auto, ADGAS, Barakat Quality Plus, Dubai First, GMC Hospital Ajman, Jumeirah Emirates Towers, and Star Cement. Barakat Quality Plus helped to bring in a few light and refreshing moments with the distribution of fresh juices at the event. As before, all presentations were rated against various parameters. Dubai First won the Certificate of Recognition for their approach. Hearty Congratulations to Dubai First!

8 Volume 2 (QUARTER 2, 2015) PAGE 8 Picture Gallery: Al Ghandi Auto: ADGAS:

9 Volume 2 (QUARTER 2, 2015) PAGE 9 Barakat Quality Plus: Dubai First:

10 Volume 2 (QUARTER 2, 2015) PAGE 10 GMC Hospital, Ajman: Jumeirah Emirates Towers:

11 Volume 2 (QUARTER 2, 2015) PAGE 11 Star Cement: Reader s Contribution: Innovation Process & Linkage to Strategy (Part 1) Innovation process and Strategy Business excellence has been the focus for all organizations in UAE. This focus has been further strengthened by the declaration of 2015 as the Year of Innovation. Innovation is the driver of change and change is fundamentally the most important driver of business strategy. Innovation is a top down approach and leadership in the organization channelizes the innovation. Traditional performance management system focuses on processes for delivering Today s product for Today s customer. This creates a short wave of value creation. Long wave of value creation and long term financial success may require an organization to create new product/s and services that will meet emerging needs of current and existing customers as well as new and future customers. In the innovation process, business units research the emerging and latent needs of customers and then create product/s and services to meet them. Figure - Internal Business Process Perspective- The innovation process Four important processes for managing innovation Identify opportunities for new product, services, applications Manage research and development portfolio Design and develop new products, services Bring new product, services and processes to the market

12 Volume 2 (QUARTER 2, 2015) PAGE Identify opportunity: Organization can focus on many sources to get ideas for innovative products, services. Some of them are: Customer Feedback / Surveys, Internal Resources, Suppliers, Universities, Knowledge base of the organization built over years. Example Objective and Measure 2. Manage Research and Development Portfolio: Based on ideas generated, managers prioritize the projects that needs funding to be either developed in-house, outsourced or customized. Portfolio can have mix of projects from different categories Platform development project to the next generation of the product Derivative development project to enhance particular feature of the product for particular market Breakthrough development project to create entirely new product or service Basic research advancement development project to create new science and technology that can be subsequently applied to other commercial projects 3. Design and develop new product and services: A successful design and development process culminates in a product that has: desired functionality, attractiveness to target market, consistent quality as expected by the end user, and is at the cost enabling satisfactory profit margin. A new product development process cuts across multiple functions of the business which consist of following edges Concept development based on market research. It includes conceptual design, product high level functionality. Product planning, at this stage organization does POC Proof Of Concept, feasibility study based on multiple aspects.

13 Volume 2 (QUARTER 2, 2015) PAGE 13 Detailed product and process engineering Design team creates working prototypes and tools required for the large scale production. At this stage product design and processes are enhanced to achieve desired performance Product development funnel. 4. Bring new product to market: Product is released for initial ramp-up into commercial production. Project teams starts pilot production to finalize the specifications for the product, process. Assembling, testing are done at this stage. It does not only validate meeting functional and quality standards but also that all suppliers can deliver their material and components within specified specifications and on time at target cost. Finally, Company starts production initially at low volume to ensure consistency. Project concludes when the company achieves the intended target of sales and production. (Contribution by: Neetu Choudhary, itsneetuc@gmail.com)

14 Volume 2 (QUARTER 2, 2015) PAGE 14 ADVERTISEMENT

15 Volume 2 (QUARTER 2, 2015) PAGE 15 Innovation On-line Resource: HUMOR Gijs van Wulfen has developed a structured innovation approach connecting creativity and business reality in five steps: Full Steam Ahead, Observe and Learn, Raise Ideas, Test Ideas and Homecoming. Here he summarizes the benefits of his method in a 66-point innovation checklist. Read the full article published at: ( 66-point-innovation-checklist/) We invite our members to send in their contributions for future editions of the EBM-BP Quarterly Newsletter. Those who are interested in sending in their articles, quotes, information, etc. may contact us via on newsletter@ebmbenchmarking.com. You may also contact us on the same address if you wish to place your advertisement here. For rates, you may visit our website ( or send us an and we would be happy to revert with a plan for you. Until the next issue then From the EBM-BP Team This newsletter is for private circulation only & not meant for public at large. While precaution has been take to ensure the accuracy of the contents of our magazine, neither the editors, publishers nor its agents can accept responsibility for damages or injury which may arise there from. Individual contributions to the magazine express the opinions of discrete authors unless explicitly labeled otherwise in a subheading. The inclusion of a particular piece in the magazine does not mean that individual staff members or editors concur with the editorial positions represented therein. No part may be reproduced or distributed in any form without prior written consent from the Editor s office.