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Strategy2Action Page 1 of 25 DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM Company Profile Strategy2Action is the Dubai arm of the Synergize (a well established strategy organization based in Pakistan) Synergize was created in 1999 with the vision of satisfying customers across a broad range of marketing, IT, HR and T&OD needs; a multi disciplinary organization with a vision of total satisfaction for clients.. In the UAE, our subsidiary, Strategy2Action focuses only on the creation and implementation of strategy and performance management. Synergize clients encompass all segments big or small across most industries. Some of their major achievements include consulting the Government of Pakistan on anti-smuggling issues, attracting FDIs (Foreign Direct Investments) besides Image Change strategies. At a corporate level, they have launched a major telecom distributor in Pakistan by the name of “Mobile Zone” representing Nokia, Sony-Ericsson and Samsung; besides consulting the largest commercial bank in Pakistan in the public sector-National Bank of Pakistan (60% of Pakistan Gross Domestic Product) besides the largest state run oil marketing company (OMC), Pakistan State Oil (with a daily revenue exceeding USD 2 million) on the Balanced Score Card. Core Management Team Our core team comprises the following members: Mr Imran O Kazmi o Background MBA and BBA (Hons) from IBA in 1992, with over 7 years of consulting experience out of which the last 3 years has been on the Balanced Scorecard with leading banks and oil firms. Imran has to his credit an INNOVATION (the only one of its kind) on the Balanced Scorecard called CRS Cube o Role Imran’s role is to Captain the ship from origin to destination with overall leadership responsibility of team and task results. Prof Dr Atiya Khalil Arab Al Ansari o Background A noted Academic, former head of the Arabic Department, poet and philosopher, Dr Atiya has spent her whole life in Academics, teaching, teacher training and Academic curricula development for Ministries, besides assisting doctoral students with their thesis and research work. She brings with her a rich understanding of Academics and the public sector education system from schooling to university. o Role Dr Atiya’s role is to advise on the Arab angles of projects.

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Strategy2Action

Page 1 of 25

DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

Company Profile

Strategy2Action is the Dubai arm of the Synergize (a well established strategy organization based in Pakistan) Synergize was created in 1999 with the vision of satisfying customers across a broad range of marketing, IT, HR and T&OD needs; a multi disciplinary organization with a vision of total satisfaction for clients.. In the UAE, our subsidiary, Strategy2Action focuses only on the creation and implementation of strategy and performance management. Synergize clients encompass all segments big or small across most industries. Some of their major achievements include consulting the Government of Pakistan on anti-smuggling issues, attracting FDIs (Foreign Direct Investments) besides Image Change strategies. At a corporate level, they have launched a major telecom distributor in Pakistan by the name of “Mobile Zone” representing Nokia, Sony-Ericsson and Samsung; besides consulting the largest commercial bank in Pakistan in the public sector-National Bank of Pakistan (60% of Pakistan Gross Domestic Product) besides the largest state run oil marketing company (OMC), Pakistan State Oil (with a daily revenue exceeding USD 2 million) on the Balanced Score Card.

Core Management Team

Our core team comprises the following members: • Mr Imran O Kazmi

o Background � MBA and BBA (Hons) from IBA in 1992, with over 7 years of

consulting experience out of which the last 3 years has been on the Balanced Scorecard with leading banks and oil firms. Imran has to his credit an INNOVATION (the only one of its kind) on the Balanced Scorecard called CRS Cube

o Role � Imran’s role is to Captain the ship from origin to destination

with overall leadership responsibility of team and task results. • Prof Dr Atiya Khalil Arab Al Ansari

o Background � A noted Academic, former head of the Arabic Department, poet

and philosopher, Dr Atiya has spent her whole life in Academics, teaching, teacher training and Academic curricula development for Ministries, besides assisting doctoral students with their thesis and research work. She brings with her a rich understanding of Academics and the public sector education system from schooling to university.

o Role � Dr Atiya’s role is to advise on the Arab angles of projects.

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

Relationships Internal, External,

Alliances, Partnerships

Systems Business Process, Reengineering,

Quality standards, Resource

capitalization

Consensus Building

Communication, Motivation, Teamwork,

Character/Values

Skills Leadership,

Competencies, Training & OD

Strategy Vision, Markets,

Services, Financial,

Supply chain

Performance Delight customers,

shareholders, employees &

suppliers

CRS

CRS Cube – our enhancement over the BSC In our experience with different ownership and cultural models of organizations spanning from multinational to aboriginal; from hi tech to no tech; from mammoth to tiny; from BoD to proprietorships; from the for and not so for profit; we discovered that performance was the driving word for everyone. While the perception of the word differs, further research leads us to believe that there is almost universal unanimity on these key dimensions of performance which we call CRS3© (pronounced CRS cube).

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

CRS3© is built on Five Pillars of Performance including Strategy, Systems, Skills, Consensus Building and Relationships which are the key drivers of performance in any organization and result in delighted customers, shareholders, employees and suppliers. The CRS3© performance pillars which form the foundation of consistent performance and growth with an aim to increase the VALUE and VOLUME of a business are elaborated below:

1. ‘Performance’ primary pillar is ‘Strategy’ • The shrouded and closely guarded secret that is all but obvious to those it’s hidden

from i.e. the competitors, however, poles apart in perception of the team who makes and implement it. What’s our vision, where are we going, who are our customers, what are their researched needs, and our competitive advantage in the ‘e-Bazaar?’ How do we fund and manage our financials are some of the key questions that need clear answers here not just for today, but for survival and growth in a changing market. While there are many tools available in this area, the ‘Balanced Business Score Card’ is the preferred tool for creating and implementing business strategies.

2. Next one needs to build ‘Consensus’ • To ensure apples are apples to everyone (or they’d taste different!) – Teamwork,

character, values and motivation are the areas to study in this area. 3. Now the business must build or fine-tune its ‘Processes’

• The way things get down on paper, electronic or wireless gateways. The measurement processes to arrive at results, systems and procedures neither too complex to scare away customers nor too simple to let intruders in. This calls for process analysis and reengineering.

4. Moving forward we need to unlock the performance key of ‘Skills’ • So the organization knows what it is supposed to know. The leaders know their job

and everyone is clear on their competencies and where they stand on them. Organization Development (OD) efforts are highlighted at building an organization of the future. A comprehensive Training Needs Analysis, Training and OD Plan are the output of this activity.

5. Finally the most critical dimension of ‘Relationships’ • Be they internal with employees, or external with customers, or with partners and

alliances needs to be evaluated. It includes customer research, customer centric strategy creation that covers any or all of the other pillars of performance like Training, systems; whatever it takes to ensure customer delight.

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

CRS Cube – Five Pillars of Performance We strongly believe that ONE SIZE DOESN’T FIT ALL – no two customers are alike and nor should they be treated the same. Hence all our work is based on FUN or FIND UR NEEDS which gives you, and us, insight into your organizations ISSUES be they strategic or tactical. It’s really a fun way to find your PRECISE needs via the CRS3© framework for achieving value and volume in your performance. PILLAR #1 Performance enhancement via Strategic Inputs:

1 Balanced Business Score Card Development and Implementation • The Balanced Business Score Card is a world famous tool developed by Norton and

Kaplan of Harvard Business School; for developing and aligning business strategy seamlessly from the top to bottom. It is used by companies such as Mobil, HSBC, Southwest and its followers are increasing.

• Balanced score card means you say what you do, and then do what you say you want to do at every level of the organization starting from the top, across the dimensions of financial, customer, processes and learning & development. Thus it creates not only a plan aligned with the strategy; it ensures corporate strategy implementation with clearly defined measures and deadlines.

• We have within our team, people who have implemented it at large US commercial organizations besides public sector implementation in developing countries. The end result is an organization FOCUSSED on its objectives from top to bottom; leading to customer, shareholder, and employee and supplier satisfaction.

2 Vision and Mission setting exercises 3 Strategy development in the areas of:

• Corporate strategy • Marketing & Sales strategy • Corporate finance strategy • Customer care strategy • Supply chain strategy • HR and T&D strategy

PILLAR #2 Performance enhancement via Enhanced Skills:

1 Conducting TNA [training needs analysis] 2 Developing a Training Calendar 3 Custom development of courseware with pre and post tests in all soft skills areas

• Communication and presentation skills • Team development skills • Leadership skills • Organizational effectiveness & Productivity skills • Attitude and behavioral change skills • Sales and customer care skills • Financial & Accountancy skills

4 Defining the organization of the future with Organization Development a. Change management b. Culture change c. Performance management

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

PILLAR #3 Performance enhancement via Systems Inputs:

1 Systems and procedures audit 2 Quality assessment and DQA certification 3 Business Process Re-engineering 4 Technology audit

• Effective utilization / justification of paper based systems • Effective utilization / justification of electronic systems • Effective utilization / justification of wireless systems

PILLAR #4 Performance enhancement via Relationships Inputs:

1 Internal relationships audit (employees, shareholders) 2 External relationships audit (customers, agencies, suppliers) 3 Partner relationships audit

PILLAR #5 Performance enhancement via Consensus Building Inputs:

1 Opening communication channels 2 Team building 3 Character and Values building 4 Motivation building

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

List of Capabilities All system development in HR or marketing department through bench marking and policy writing:

• Balanced Score Card / CRS Cube planning and implementation • Compensation and benefits • Conflict Resolution • Counseling and coaching • Employee satisfaction surveys • Human Resource Development • Leadership in diversity • Performance Measurement • Policy manuals, reports and resources • Research surveys of external customers • Review, Assessment and Evaluation of existing systems • Sales Rewards/Incentive System • Strategic consulting in corporate, marketing, HR and IT • Training and Organization Development Activities • Training Needs Assessment • Workplace issues management

Above all, Synergize with its existence since 1999 and comprehensive range of services provides “one-stop comprehensive professional services” for all your needs.

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

Training Workshops List We have two approaches of working with different clients, the first is to customize and develop different workshops according to the needs of our clients identified by them or by our research. The second is to offer from our selected list of courses that we have developed from time to time and is generally applicable for various companies in different industries. Our approach for either of the training workshops or seminar is quite simple; we call our programs “FAST” –because participants don’t have to keep an eye on their watches due to heavy involvement and the experience is:

• F-Fun • A-Affordable • S-Superb Learning • T-Transformational Impact

From the list below you can select the training workshops we offer by category and also WHICH management level of yours will benefit the most from them. Each course is CUSTOMIZED to your needs, from 1-5 days depending on YOUR constraints we modify our facilitation style without compromising on the quality or content. Category Applicable Level Course title

Senior Executives

Office Managers

HR Professionals

Marketing Professionals

Sales Managers

Sales/Customer Care

Frontline Office

Creativity y Generate ideas that fit

Creativity y A new way of thinking: laterally!

Creativity y y Creative problem solving

Creativity y y y y Creativity in business

Creativity Illuminate your creative self

Creativity y y Mind mapping to generate ideas

General How to tackle and end abusive relationships

General y y y y y How to develop lasting relationships

General Consulting for success

General Why things go wrong

HR Managers Suite y Change management

HR Managers Suite y y y Developing interviewing skills

HR Managers Suite y y y Doing performance appraisals right the first time

HR Managers Suite y Effective Group working at workplace

HR Managers Suite y y y Identifying key competencies for making job descriptions

HR Managers Suite y Survival skills for HR managers

HR Managers Suite y Train the trainer

Mind control suite y Y Bring out the magic in your mind

Mind control suite y Y The power of positive attitude

Mind control suite y y y y y y y Change your mindsets for a positive attitude

Mind control suite y y y y y y y Emotional quotient

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

Mind control suite Influencing people through positive attitude

Mind control suite y Log on to your sub conscious mind

Mind control suite y The power of Kundalini

Marketing y Building brands that break all records

Marketing y y Conducting effective Doctor Meetings (for Pharmaceuticals

Marketing y y Electronic marketing

Marketing y y Using war strategies in business

Personal Effectiveness y y y y y y y Leading a character based life

Personal Effectiveness y y y y Leading from the heart and mind

Personal Effectiveness y y Making oral communication work for you

Personal Effectiveness y y y y y y y Manage time to do more

Personal Effectiveness y y y y Managing conflicts

Rule the world with NLP

y Captivate audience with NLP for trainers

Rule the world with NLP

Communicate, influence and negotiate using NLP

Rule the world with NLP

y Sell more, faster with NLP for sales

Sales & Customer Care

y Customer care for service organizations

Sales & Customer Care

y Relationship selling

Sales & Customer Care

y y y y Quality assurance techniques

Sales & Customer Care

y The basics of selling

Soft Skills y y Assertive presentation skills

Soft Skills y y Being more assertive

Soft Skills y y y y Conducting successful meetings

Soft Skills y y y y Counseling and coaching skills

Soft Skills y How to become the best receptionist

Soft Skills y How to become the best secretary

Soft Skills y Management audit

Soft Skills y Managing in the 21st century

Soft Skills y y Managing projects

Soft Skills y y y Y Setting goals to get what you want

Soft Skills y y y y Y y y Win-win negotiations

Team Work y y y Y Bringing the best out of teams

Team Work y y y How to become a team player

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

Clients (Synergize) Our clients span all industries and all sizes; our relationship is based on helping them create value and volume in their business. Client/Industry Advertising - Interflow - Midas Advertising Banking - ABN AMRO Bank - Citibank - First International Investment Bank Limited - Industrial Development Bank of Pakistan - International Housing Finance Limited - Muslim Commercial Bank of Pakistan - National Bank of Pakistan - Union Bank (merger Emirates/BoA) - United Bank Limited Chemicals - Chemi Dyestuffs Industries - Ehtesham Process - Engro Asahi Polymer & Chemicals Diplomatic Mission - Consulate General of the Netherlands - Oman Consulate Education - Ants Consulting - British Council - LUMS Trainers Group - Institute of Mind Sciences - Trainers Resource Group FMCG - Gillette - Habib Oil Mills - Lever Brothers - Murree Brewery - Procter & Gamble - Tapal Tea Freight forwarders - Expeditors Freight Forwarders - Pakistan Cargo Services (Pvt) Ltd Government - Central Board of Revenue - Export Promotion Bureau - Pakistan Software Export Board - Insurance - Allianz EFU - International General Insurance IT/ISPs - Ikon Technologies - Limton Innovative Systems - NDS Technologies - Comstar ISA Ltd - Cyber Access – Cybernet Oils - Caltex - Chevron Texaco, Pakistan State Oil Pharmaceuticals - Adamjee Pharma - Efroze Pharmaceuticals - GlaxoSmithKline - Macter Pharmaceuticals - Merck Marker Pharmaceuticals - Otsuka - Pharmevo - Novartis Pharma and Consumer - Roche Pharmaceuticals - Wyeth Pharmaceuticals Telecom - Mobilink / Orascom - National Telecommunications Company - Pakistan Telecom Company - Synectiv Telecom/ Mobile Zone Textiles - CIS Garments - Cotton & Cotton - Kings Textiles - Knit Fast - Textil Instinkt – Other Industries - Dadex Eternit - Sasi Group of Companies - TCS Couriers - Alstom - Indus Vision/Music/News - Kalamkaar - Baqai Institute of Diabetology & Endocrinology - Hub Leather - Agfa Geveart - Gul Ahmed Energy - AC Nielsen - Wackenhut - PTC (subsidiary of BAT, UK) - SS International - Syed International - General Tyre and Rubber Company UAE - Dubai Quality Group - Metropolitan Hotels - Esa Al Gurg Group (Scientechnic) / Siemens - Intercontinental Chain of Hotels - JW Marriott Dubai – Dulam – Nokia Academy

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

Our clients say… We are confident they would add value in the training initiatives of any organization which engages them. Anjum Amin, VP/Head of HR ABN AMRO Bank Synergize has added value through their engaging and informative programs. Imran and Soobia have displayed high level of enthusiasm and passion throughout their interaction with us. As facilitator they are innovative and add a lot of energy and passion in their work. Ayaz Shamsi, Director, Human Resources & OD GlaxoSmithKline I have known Imran for almost ten years. His projects are always driven by creativity and innovation. His most recent efforts are reflected in Synergize, a talented team that he formed with his wife, Soobia. Adil Zaman, Sales Director Parke-Davis/Pfizer I have known Synergize to be a talented, creative and hard working team. The projects assigned to them were completed to our satisfaction within the budgeted time and cost with an element of delight. We wish Synergize the best in their pursuits in getting further business, as we know they give particular emphasis to client satisfaction. Ayub Ahmed Siddiqui, GM Marketing Merck Marker We are pleased to recommend M/S Synergize, as a well known and established company operating in Karachi offering various training programs. Arshad R Khan, MD and CEO Wyeth Pharmaceuticals This is to certify that I have known Synergie Consultants to be a talented and hard working team. Aejaz H Khan, SVP, Manager Learning & OD Union Bank (BoA/Emirates Bank merger) They have conducted many customized programs for us, especially on ‘Selling Skills’ and ‘Relationship Selling’. The workshops were highly activity based, interactive and the trainers were able to reach to ever participant. The participants very much appreciated the workshops and immensely benefited by sharing their knowledge, wisdom & experiences. Syed Ali Jouhar Naqvi, SVP, Head of Training United Bank Limited We feel great pleasure in expressing your association with us as training consultants to be highly learning based and has been found to have added value in the performance of our staff members. Abdul Aziz Khatri, MD Chemi-Dye Stuffs Industries A very interactive and productive trainer Ahsan Feroz, Director Efroze Chemical Industries As HR, marketing and IT professionals they are highly rated. Taher A Khan, CEO Interflow

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

They have all the germs to infect you with enthusiasm, quality, sobriety and of course (to some extent ☺) competence. Rashid Sherwani, CEO Ikon Technologies We highly recommend attending your interactive sessions to further develop HR and management Naveed Iqbal, BDM NDS Technologies Their training sessions are also upto top standards. Sara Ather, HR Manager Comstar A team of creative, hardworking and energetic graduates Mumtaz Ali, Dy Director Export Promotion Bureau Sessions were simply stimulating and worth every penny and minute spent. Nasser Kamal, Executive Director Marketing General Tyre and Rubber Co Course was very intensive, interesting and illuminating. We also wish to acknowledge your depth of knowledge and professionalism which added value to the course. A Saeed Siddiqui, MD and CEO Interbank Needless to say that the assignments have been accomplished successfully and to the entire satisfaction of our management. Keep it up. Lt Col [R] M Anwar Ul Haq, Manager HR & Admin NCB Corporation

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

Partial Client List

Client Assignment

Agfa Geveart Pakistan Training

British Council Training

Central Board of Revenue Training

Cotton & Cotton Marketing Consultancy

Dutch Consulate Training and Software Development

Efroze Pharmaceuticals Training

Expeditors Frieght Forwarders Training

Export Promotion Bureau Training and Digital Presentation

GlaxoSmithKline Training

Habib Oil Mills Training

Hub Leather Training

Ikon Technologies Training, Consulting, HR, Designing and Website

Indus Vision TV Channel Consulting Industrial Development Bank of Pakistan Training

Inter Bank Training

International Housing Finance Limited Training & Consultancy

Kings Textiles Digital presentation

Lever Brothers Training

Macter Pharmaceuticals Training, Software & Recruitment Consultancy

Merck Marker Pharmaceuticals Training

Midas Advertising Training

Mobile Zone Marketing consultancy & Designing

Murree Brewery Consulting

National Bank of Pakistan Training

National Telecom Company Training

NDS Technologies Training

Oman Consulate Training

Pakistan Software Export Board Training

Pakistan Telecom Company Training

Pakistan Tobacco Company Training

Pharmevo Training

Syed International Portal Development

Synectiv Telecom Website

Muslim Commercial Bank of Pakistan Training

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

CRS3©

�Performance�

Relationship

Systems Consensus Building

Skills

Strategy

Performance Delight

customers

CRS Cube© – Five Pillars of Performance

CRS3© Assessment Questionnaire About CRS3© In our experience with different ownership and cultural models of organizations spanning from multinational to aboriginal; from hi tech to no tech; from mammoth to tiny; from BoD to proprietorships; from the for and not so for profit; we discovered that performance was the driving word for everyone. While the perception of the word differs, further research leads us to believe that there is almost universal unanimity on these key dimensions of performance which we call CRS3© (pronounced CRS cube). CRS3© is built on Five Pillars of Performance which are the key drivers of performance in any organization and result in delighted customers, shareholders, employees and suppliers. The aim is to increase the VALUE and VOLUME of a business as elaborated below; hence all our consulting and training services fall in these areas; for a DIRECT linkage with performance:

6. ‘Performance’ primary pillar is ‘Strategy’ the shrouded and closely guarded secret 7. ‘Consensus’ to ensure apples are apples to everyone– teamwork, character, values and

motivation 8. Now the business must build or fine-tune its ‘Processes’ the way things get done 9. Unlock the performance key of ‘Skills’ so the organization knows what it is supposed to

know 10. Critical dimension of ‘Relationships’ be they internal with employees, or external with

customers, or partners or the society at large Consulting Team

Our core consulting team comprises Imran Owais Kazmi Creative, innovative and yet precise; Imran’s approach to consulting and training is one of OWNERSHIP. He thinks feels and acts as if it is his investment and career on the stake at the client’s end. Hence the client gets SUCCESS in whatever form or manner they desire. Imran has professional working experience with multinationals like British-American Tobacco, Motorola, BASF/Knoll, Nokia distributors in various functions like business leadership, marketing and sales, customer care, training and development, Organization Development, IT and distribution. Imran loves jazz and playing child

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

with children. To assist himself, Imran uses a combination of partners, distance consultants based globally and ex colleagues to deliver his targets and deadlines on time.

Strategy2Action

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

Performance Assessment Questionnaire (CRS3 ©) Every client deserves a unique solution. Based on this concept, we believe the FIRST step for us is to understand WHERE you stand today, next we compare that with where you want to BE so we can measure and fill the gap. With every passing day, fiercely competitive markets around us see yet another competitor or redefined conventional competitor providing a better product, service or a business solution that is either inexpensive, value added or a brand new concept. Which leads us to the question: Is today’s business management model prepared for the challenges of the future to retain and acquire market share in accordance with our potential, plans and capacity? We know your top management team truly recognizes these challenges and hence would be interested in knowing more about our 21st century vision… “We don’t run businesses; just make them run faster.” …by assisting our clients to remove performance bottlenecks through our research based CRS3© model; elaborated on the attached page. This model has immense potential for bringing about measurable productivity and performance enhancement. Please answer the following questions openly (ideally involve top management and senior personnel from HR as well); once you are done, you can fax back this form to us or discuss in person, thereafter we will meet you to give you our assessment; free of cost, via a presentation in the 3 areas where you fall according to this model namely Green (doing fine), Orange (Bumps ahead) and Red (Fix ASAP) so that you know what are the EXACT bottlenecks to your performance; which you can choose to resolve. Please use a separate paper for remarks. Your Name Designation Company Phone/email

Question (please tick yes or no, if partly sure rate between 1 and 10 where 1 is lowest/closer to “No” and 10 is highest/closer to “Yes”)

Strategy Yes No Rating

We have a vision statement

We have a corporate strategy

We have planned our business to yield maximum cash flow

Everyone in the company has a basic and clear idea of the corporate strategy

Our strategy is building long term value for the company

We have planned our business cycle for growth phases

We follow our vision statement

Our strategy is appreciated by our customers

We have planned our business for maximum investments

We have not planned our business

Systems Yes No Rating

We have clearly defined procedures of work

We have little or no duplication or repetition in our system

We are encouraged to suggest improvement in our procedures and systems

We believe in following the system

We believe in delivering results sometimes bypassing the system within defined exceptions or with approvals

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

We follow the procedures defined for our work

Our suggestions to change the system are acknowledged

Our management is open to diversions to deliver results in case they do not cause regulatory or long term damage

Our suggestions to change the system are implemented

We use IT to the fullest

We use wireless technology to the fullest

Skills Yes No Rating

We know our strengths and weaknesses

We acquire trainee feedback after the workshop

We know our team's strengths and weaknesses

We periodically assess our and team's strengths and weaknesses

We believe training is a continuous cycle of on and off the job activities

We periodically build on strengths and cover weaknesses through training programs whether internal or external

We study trainee performance on the job to see knowledge, skills or attitudes application

Relationships Yes No Rating

Our relationships are based on immediate financial gains

Staff are not the responsibility of HR alone in our company

Customers are not the responsibility of marketing and sales alone in our company

We care for people

We are sensitive to other people's needs

Our relationships are based on long term value

Consensus Building Yes No Rating

On an average more than 30% of our time is spent on meetings

We encourage formalized feedback

We have systems for collecting feedback

We communicate openly

We communicate honestly

We care for each other beyond our professional lives

We encourage healthy arguments and constructive criticism

We discourage ridicule and insulting behavior

We share ideas before implementing

We are an open minded team to new ideas and suggestions

We analyze and act on employee feedback

We have more than 2 formal in-house meetings a day

Please email back to [email protected]

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Strategy

Relationship Systems

Consensus

Building

Skills

Performance

Article on Balanced Business Score Card Written by Imran O Kazmi for AGN MAK (Chartered Accountants Dubai) Newsletter “Focus” Tip your competitor off-balance by using the Balanced Score Card

The Balanced Score Card (BSC) is a tool for developing, aligning and implementing what you say you want to do (your business strategy) to your organization’s grassroots level actions. The need for BSC arose as historically businesses have been driven by financial measures alone like ROI/ROE/EBIT etc leading to long term competitive weaknesses due to lack of focus on ‘softer’ measures. BSC hence focuses on broader range of qualitative and quantitative measures across the holistic dimensions of customer focus, financial performance, internal processes and innovation / learning and growth. BSC is not exactly a ‘new’ concept as it is more than a decade old but the balancing act has probably got another 50 years to go. It is now well established as a leading performance management tool with over 50% of the Fortune 1000 companies and 300 international banks using or experimenting with it. My perspective of Balanced Score Card is in terms of ‘strategy’ in my performance model called CRS3 or the Five Pillars of Performance including Strategy, Systems, Skills, Consensus Building and Relationships.

1. ‘Performance’ primary pillar is ‘Strategy’ the closely guarded secret that is all but obvious to the people its hidden from i.e. the competitors, however, poles apart in perception of the team who make and implement it. What’s our vision, where are we going, who are our customers, what are their researched needs, and our competitive advantage in the e Bazaar? How do we fund and manage our financials are some of the key questions that need clear answers here not just for today, but for survival and growth in a changing market. While there are many tools available in this area, the ‘Balanced Business Score Card’ fully capitalizes at the level of creating and implementing business strategies.

2. Sorting the strategy out one needs to build ‘Consensus’ to ensure apples are apples to everyone (or they’d taste different!) – teamwork, character, values and motivation are the areas to study in this area.

3. Now the business must build or fine-tune its ‘Processes’ – the way things get down on paper, electronic or wireless gateways. The measurement processes to arrive at results, systems and procedures neither too complex to scare away customers nor too simple to let intruders in.

4. Moving forward we need to unlock the performance key of ‘Skills’ so the organization knows what it is supposed to know. The leaders know their job and everyone is clear on their competencies and where they stand on them. OD efforts are highlighted at building an organization of the future. Psychometric and client need based testing are some of the tools used to assess competencies.

5. Finally the most critical dimension of ‘Relationships’ be they internal with employees, or external with customers, or with partners and alliances needs to be evaluated with only

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DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM

aim – customer delight for everyone. Satisfaction surveys assist in gauging the level of client satisfaction.

How do you go about implementing BSC?

Majority of companies buy-in to the BSC philosophy but fail to properly implement it. Most companies simplistically assume that they can do it in house from the start leading to frustration as time goes on since implementing BSC is more than drawing 4 quadrants. David P Norton in his article ‘Managing the development of human capital’, BSR, Volume 3, Number 5 writes:

• 60% of organizations do not link strategy to budgeting • 70% of organizations do not link middle management incentives to strategy • 85% of executive teams spend less than one hour per month discussing strategy • 95% of the typical workforce do not understand their organization’s strategy • 90% of organizations fail to execute their strategies

BSC external consultants have the expertise and broad experience in implementation and certainly add value to the process as starting points and moderators of the process. Secondly an external consultant brings integrity into the process that may be hard to find internally as staffers often devise ‘camps’ to push their ‘philosophy’ leading to failure of entire team to buy the process and participate with heart and mind. Some PITFALLS TO AVOID in implementing BSC are:

• One size fits all solutions • Top management delegates or doesn’t take interest • Unclear business Strategy • Trying to measure the un measurable • Waiting for the ‘perfect’ time for implementing a BSC

In summary, the BSC is an excellent performance management tool that helps a company implement its strategy across the key dimensions of customer focus, financial performance, internal processes and innovation / learning and growth. About the writer – Imran Owais Kazmi

Imran is an MBA and BBA (Hons) from the prestigious Institute of Business Administration. He used to head AGN MAK’s Consulting and Training division alongside Soobia Imran and has work exposure in firms such as BAT, Motorola, Knoll/BASF, Synergize and has client base in multinational and private sector Banks/FIs, Pharmaceuticals, Telecoms, FMCGs, Electronics/Consumer Durables Social, Government sectors – Imran’s clients find him an original and creative addition to their value chain… that delivers beyond expectations.

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Comments on the Mindsets Program (UAE)

• A program which I thoroughly enjoyed and which has / will change my approach to everyone.

• Be honest to yourself (and bother about yourself more than others) • Good session - thanks! • Examples were good and realistic. • Excellent overview of a program that can do wonders for personal &

professional growth. I would certainly hope to attend the full session sometime in the future.

• Excellent! • Good experience for positive approach thinking. • Good workshop, helps develop one's personality. • I knew about it, didn't consider it much (subconsciously) - Hopefully, I'll use it

more in life in general. • I recommend that ALL employees go through this program, very helpful! • I'd suggest that this program can be applied for all employees, so we can work

better • I'd suggest to conduct this program every month, so that there will be

coordination between the employees and employer. • Imran O Kazmi is a really good speaker. • Indeed a good session! • Interesting and useful time spent. • It was a nice conversation with Mr Imran, thanks a lot. • It was very good learning session with command over the topic, presentation

was good. • Keep changing the people! • It was fruitful • Good content! • Overall wonderful! • Pleasure is ours as a team & individuals to be learning, sharing. Hope to

participate in future programs. • Program on positive attitude was really excellent, where we all had a chance to

open ourselves, where real teamwork can be had. • Recreation of self • Similar programs should be done for our subordinates too. • Thank you very much Imran, you taught me something new • Thank you, it was useful. • Thanks for everything Mr Imran. • Thanks for striking the sleepy minds! • Thanks, it was great! • The overall session was interesting & can be implemented everywhere not just

our organization. • This attitude workshop is meaningful, and I enjoyed attending the session. • This program should be for longer time and more interactive. • This workshop somewhat made me think of quantum theory - overall it has

improved me a lot, thanks! • Time was short, need more time for understanding the subject. • To introduce more teamwork, games and tasks if possible. • Very helpful workshop, enjoyed every minute of it, will suggest it to friends. • Very interesting training

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• Very kind, outgoing and influencing person, glad to have met him, it definitely enlightened my soul to have attended this program.

• Will help to change lifestyle! • We’ll be in touch!

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Trainers’ Profile-Syed Muhammad Imran Owais Kazmi

Skill-Set

I am an innovative business manager and HR consultant / trainer with over 12 years professional experience. My strengths and achievements are:

• Top management level strategic planning and implementation skills • Par excellence written, verbal communication; and floor moving

presentation skills • Strong IT, database and related skills • Visionary with ability to predict future market trends / create new niché to

capitalize on opportunities • Achieved care, respect and admiration of colleagues and clients • Member and contributor at acclaimed professional HR associations in UAE and

Pakistan

MANAGING DIRECTOR/CEO Strategy2Action

Profile & Value

• Strategic Planning – Being a visionary, worked on long term goals and applied strategic planning models such as balanced scorecard to define and map strategies of specific business units while aligning it to the overall mission and vision of an organization. Expert in corporate benchmarking strategies to determine organizational effectiveness and profitability in long run. Gifted with ‘out of the box’ thinking bringing innovative approaches and operational creativity at work.

• Operational Excellence – Successfully launched several startup companies in different geographic regions while complying with legal, infrastructural and procedural requirements considering the regional policies and laws. Established corporate offices in consistence with global branding and corporate guidelines. Consistently performed in high level operation initiatives such as turnaround management, organization restructuring, infrastructure design etc.

• Human Capital Development – Branded as ‘people person’, inspired, motivated and influenced young and seasoned professionals from cross functional teams. Identified as a catalyst in change management process through open communication and culture change initiatives. Takes pride in developing people through coaching, counseling and training and considers it the biggest contribution towards commercial success of the organization.

• Strong Result Orientation – Strong believer of ‘thoughts become things’, a ‘go –getter’ with strong perseverance couple with self motivation and drive for excellence. Accepted challenge of establishing new improved systems and changing policies and procedures to get desired outcomes. Proven track record of influencing law makers to bring a change in system.

• Budget and Finance – Expert in business modeling to balance cost and revenues and reduced/eliminated unnecessary expenses.

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Professional Experience

Psiloc

Regional Director (MENA Region) June 2007 to date

Primary driving force behind setting up MENA operations in the regional hub Dubai for this European mobile software company. Designed infrastructure, product design and requirement and distribution channels. Established commercial relationships with operators, mobile handset manufacturers and phone retail networks for revenue growth and branding. Contribution and Achievements

• Founded corporate office in Dubai media city under head office guideline complying with regional legal and infrastructural requirements

• Established partnerships with giant mobile operators in the UAE and neighboring GCC countries to offer mobile software solutions for customizing their services and providing competitive edge for their offerings

• Developed unique mobile software for mobile handset manufacturers to distinguish their products from others and provide additional features for the customers

CommGlobal Inc.

Marketing Director (MENA Region) May 2006 to Sep 2007

Managed multiple partners and brands under the umbrella of CommGlobal in this dynamic role of marketing representative. CommGlobal had prestigious telecom brands such as SAF Tehnika, Eogogics, Airspan among a few. Contribution and Achievements

• Responsible to manage all internal delivery and business development related affairs for a 50 million Euro market capitalization company SAF Tehnika with an annual turnover of 13 million+ Euros

• In charge for managing relationship with all major telecom operators in countries such as Pakistan, Afghanistan, Qatar, Iran, Kuwait and Oman for data transmission/e learning companies such as Eogogics and AirSpan

• Set up cellular network/radio stations for one of the leading telecom operator in Afghanistan contributing towards the Afghanistan re-building project while working with multiple agencies from various countries

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Synergie Consultants Director Consulting Aug 2001 to May 2006

Looked after the key activities of training and consulting of this multi - facet service provider through managing a team of subject experts and working with different teams assigned for various projects relating to HR, training, recruitment, IT & marketing consulting. Experience here included dealing with overseas work partners and leading brands and manufacturing concerns within the region of Pakistan, USA and UAE. Contribution and Achievements

• Project leader to Implement balanced score card in Pakistan State Oil (PSO), a USD 1 billion company, top player in oil distribution in Pakistan market having 82% share in the black oil market and 61% share in the white oil market. This was an excellent opportunity to work on various commercial and strategic aspects of many business units of the oil and gas industry. This was also a great exposure to public sector while working with market leader against multinational giants such as Shell and Caltex

• Project leader to Implement balanced score card in National Bank of Pakistan (NBP), the largest bank within the public sector having about 15,000 employees and 1200+ branches within Pakistan and overseas. A very challenging task to deal with red tape, old systems and highly departmentalized organization with huge setup and tough expectations. Worked with various levels of strategic business units such as Corporate and Investment Banking, Credit Management, Operations, Risk Management, Audit and Inspection, HR & Admin, Commercial and retail, Treasury, IT and special assets groups. So far it was the most learning experience at strategic level and project scope dealt with working with the senior corporate leaders to define strategies for each business unit for sustainable competitive advantage. Defined key objectives, key customers and identified KPIs for each business unit.

• Project leader to prepare comprehensive business plan for one of the telecom hand set distributors. This business plan was prepared to achieve Nokia distribution ship for the region and included methodical planning for operations, designing ATL and BTL marketing campaigns, commercial feasibility, sales forecast and setting up multiple channels of resellers nationwide. This earned the distributorship and successful launch of MobileZone in 2002 and at the moment it’s the largest mobile phone seller in Pakistan having distributorship for Nokia, Sony Ericsson, HTC, Motorola and Samsung. MobileZone later expanded in the regions of Afghanistan & Bangladesh. I have worked personally for launching multiple brands working with telecom operators and handset manufacturers.

• Managed team of web developers and software programmers to design systems and programs for different industries. This included developing sales analysis and motivation system for pharmaceutical concerns, designing a doctor portal for a hospital in the USA, designing websites for various clients based in USA and UK. My role was the front men dealing with customers and understanding system requirements and later translating the same for the team of developers, managing deadlines and delivering final product to the customers.

• Managed recruitment projects for various clients to head hunt the right candidates for positions such as national sales manager, head of marketing and medical reps. My role was to work with HR specialists and taking part in screening, interviewing, assessing and short listing the right candidates.

• Designed and delivered various training projects in the areas of soft skills for clients like Unilever, P&G, Wyeth, ABN Amro Bank, UBL, Roche, Merck Marker, Pfizer, Shell, Nokia Middle East etc. Takes pride in designing some unique programmes to cater

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specific client needs such as ‘changing mindsets’. Worked with clients to measure training impact to justify the investment.

Axiom Telecom

Country Manager, Pakistan Sept 1999 to Aug 2001

I was assigned to set up one of UAE’s largest telecom operations in Pakistan. Project scope included launching Nokia in Pakistan, setting up Nokia concept store and service centre, hiring a team for running front and back end operations, designing marketing campaign, establishing network of resellers and channels of handset import. Contribution and Achievements

• Launched Nokia concept store and 24 hour service centre, while working with resellers across different regions of Pakistan.

• A major contribution was to work with the Government regulatory agencies to alter policies for the import of handsets for overall smoothing of operations and assisting in making a proper system for this

• Worked with telecom operators to team up for various marketing associations and co – branding

Knoll Pharmaceuticals (BASF)

Marketing Training Manager, Pakistan Sept 1996 to Apr 1999

Used my direct sales experience to train medial reps and further worked towards designing culture change programs for middle and senior level managers. Contribution and Achievements

• Trained medical reps to target their communication towards doctors (target market) in a more focused and professional manner

• Worked hard to instill soft skills such as time management, effective communication, running successful meetings and planning visits/calls for doctors

• Developed small tools such as induction kits, literature guides and call planners for medial reps, proved to be very effective in heavy literature led pharmaceutical industry

• Exercised conflict resolution skills to handle conflicts and devising bonus/sales commission system for the sales team

Mobilink (Motorola)

Marketing Service Coordinator, Pakistan June 1994 to June 1996

I worked in this position for Mobilink (started as a GSM operator for Motorola USA). I worked as a direct sales person in the time when cellular industry was in its infancy stages. This gave me an orientation of telecom industry and a complete knowledge of market dynamics. Contribution and Achievements

• Sold mobile phones (considered a high–end luxury item) through corporate sales and personal selling for individual sales

• Developed proposals for corporate sales for volume sales of handsets and connections • Took part in planning marketing strategies for mobile phone and franchise resellers

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Pakistan Tobacco (British American Tobacco) Area Manager, Merchandising & Promotions Pakistan

April 1993 to June 1994 I worked as an area manager for Pakistan Tobacco and looked after below the line activities for important territory. Contribution and Achievements

• Designed and delivered marketing campaigns for various towns and villages • Arranged company sponsored sports activities like cricket matches or local games • Looked after branding and advertising activities through merchandising and retail

management • Travelled extensively within rural areas to collect marketing intelligence for competing

brands and getting familiar with the whole manufacturing process. This involved visiting tobacco fields and factories and various distribution channels

Education

• MBA (Bi- majors in marketing and finance) from the Institute of Business Development (IBA), Karachi, Pakistan

• BBA from the Institute of Business Development (IBA), Karachi, Pakistan

References

• Many from prestigious clients, peers and bosses for my previous assignments