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Posts Tagged ‘Strategy’

Crafting success: strategy and performance management for governments in the Kingdom of Saudi Arabia


Khalid Alharbi boasts over 20 years of experience in partnering with business unit executives to develop strategic plans, direction, market analysis, partnership, growth guide, and operation excellency. He leads large and complex projects to achieve key business objectives and promote digital transformation. He is pursuing a career in engineering, project management, sales and strategy planning.

Strategy and performance management in government: top tools and best practices


As a Strategic Planning and Performance Manager, Aubrey Phillips engages both people and data to optimize departmental efficiency. She has demonstrated leadership by spearheading interagency teams responsible for the development of Pinellas County’s COVID-19 dashboard and relief programs. Aubrey holds a bachelor’s degree in political science and environmental studies from New College of Florida, along with an advanced Geographic Information Systems certificate.

Career insights: charting leadership excellence in the public sector


Image source: Gajus via Canva

Turki Alderaan is the Director of the Risk Department at Al-Jouf University and a Senior HRB Partner at the Technical Vocational Training Corp (TVTC). He is also an organizational development (OD) expert in four governmental sectors. Additionally, he is a leadership and strategy professional, an executive and performance mentor, a performance design and measurement specialist, and an accredited professional trainer. In this interview, he imparts the valuable experience and profound wisdom he has accumulated over the course of his career.

Would you tell us more about your educational and professional background? How did your previous experiences lead you to your current position?

I have a bachelor’s degree in political science and HR management and a master’s degree in business management. I have since delved significantly deeper into the world of institutional performance management and had the opportunity to practice it professionally. I hold certificates from organizations like The KPI Institute (TKI) and the Society of Human Resource Management (SHRM). Currently, I work as an organizational development expert in both the public and private sectors, and I am the director of risk management at Al-Jouf University.

What are your main responsibilities and goals in your current role?

I ensure the application of systematic work standards, lead organizations to adopt the appropriate workflow to conduct organizational transformation, and develop organizational strategies. I utilize technical tools in business analysis to implement improvement measures according to specific performance indicators.

Please take us through your daily job routine. Could you describe your activities and work hours in detail? You may specify certain areas of your job, such as your work arrangement (remote, on-site, or hybrid) and the stakeholders you frequently contact or meet with.

I work for various organizations in both the public and private sectors, working remotely and on-site. At times, I work 16 hours a day, meeting government leaders who supervise my performance. I am grateful for the experiences that have enhanced my development and skills.

Do you think that strategy and performance management in the public sector is different from that in the private sector? How so?

Nations lacking competent strategies and performance management face challenges in achieving organizational transformation, resulting in a weaker position. The private sector offers flexibility, swift decision-making, and sharing. Meanwhile, the public sector excels in resources and an appealing working environment, encouraging many to focus on performance and how to measure it.

A positive work environment with ample resources and tools promotes productivity. Performance is measured through KPIs, feedback, and goal achievement. Regular evaluations and open communication foster a culture of continuous improvement. Quantitative metrics like resource ratio, budget allocation, and utilization rates provide insights into resource efficiency. Qualitative feedback, turnover rates, and job satisfaction surveys also contribute to assessment.

What are the main achievements you are proud of thus far during your time working in strategy and performance management in the public sector?

Across my 15+ years of professional experience, I am still proud of my first achievement with the Institutional Accreditation Team at Al-Jouf University, where I contributed to institutional accreditation in administrative and technical procedures. I did so by establishing modern departments and introducing concepts like risk management, governance, corporate performance management, etc., and linking them to the strategic plan and the design of the follow-up and control mechanisms.

What are the main challenges that you face working in strategy and performance management in the public sector? When faced with such challenges, what do you do?

Government sector strategic plans often exceed 500 pages, with leaders focusing on goals without clear follow-up mechanisms. Training programs can help consolidate knowledge and skills, enabling effective guidance and senior leadership support.

For the future of your career, do you intend to keep on working in the public sector, switch to the private sector, or does the sector not really matter to you? Why?

Working with both sectors has pros and cons, but the main goal is to leave behind a meaningful impact. My most significant contribution is to the government sector, wherein I aimed to help achieve the Kingdom of Saudi Arabia’s Vision 2030 by facilitating institutional excellence and systematically improving performance management.

If someone is looking to work in strategy and performance management in the public sector, what skills, knowledge, and experience would you advise them to acquire?

Enhancing communication skills is crucial, whether written, verbal, or physical. Aside from that, it is important to have the skill of writing and rewriting policies and procedure manuals to support management systems and performance measurement at all administrative levels.

Explore the interviewee’s insights into strategy and performance management in the public sector through his other interview titled “Performance and sustainability in government: an interview with a leadership and strategy professional.”

Democratizing strategy planning to improve employee engagement


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Democratizing strategy planning refers to the process of involving various stakeholders of all organizational levels in the strategy formulation process. In the traditional approach, strategy planning is a top-down process formulated by selected stakeholders like the senior management and key decision makers. So, to make the process more inclusive and participatory, democratizing strategy planning comes into account. 

One of the main advantages of democratizing strategy planning is that it increases employee engagement. Thomas, K. W. (2009) discussed in his paper “Intrinsic Motivation at Work: What drives employee engagement” that when employees feel that their voice is heard within the organization,  they are more likely to feel connected and invested in the organizational success, which increases their motivation, commitment, and job satisfaction, and that means a lot for them as they feel more valued in the organization.

Another advantage of democratizing strategy planning is that it enhances ownership and accountability, which will be reflected in improved employee engagement, as employees who participate in the strategy planning feel a stronger sense of ownership and responsibility, which leads to extra accountability and willingness to go the extra mile in achieving the organizational objectives as per the psychological ownership theory, which emphasizes on the role of psychological ownership in influencing employee attitude and behavior which lead them to be more engaged, motivated and committed to their organization.

To implement democratized strategy planning, having and securing the leadership buy-in is crucial to its success, so it is necessary to present the benefits and potential of increasing employee engagement and fostering innovation in the organization. 

After getting leadership buy-in, we need to define a clear scope of where employee inputs would be more valuable, which is recommended to be initiative-specific in the beginning to avoid any potential analysis paralysis. In addition, it is vital to develop a precise feedback mechanism to capture different stakeholders’ diverse perspectives and ideas and recognize and reward participation.

This process will take time to be implemented correctly without any issues, so it is essential to mention that continuous improvement is critical to reach a practical approach. A great starting point is attending the Certified Strategy and Business Planning Professional course by The KPI Institute. Learn more about it and secure your slot here.

Performance and sustainability in government: an interview with a leadership and strategy professional


Government organizations are on an ongoing journey towards excellence, continually developing performance measurement methodologies and incorporating sustainability into their major operations. This commitment to systematic improvement includes investing in professional development and training and ensuring that resources are distributed strategically to promote advancements in the public sector. How can these be accomplished?

In an interview with Performance Magazine, Turki Mohammad Alderaan, Technical Vocational Training Corporation (TVTC) Trainer and Director of the Risk Department at Al-Jouf University in Saudi Arabia, shares his insights on how organizations can adapt to emerging trends, stay updated on the latest strategic planning practices and performance management frameworks, and prepare government talent and citizens for the future.

How important is strategy planning and performance management in your government agency, which is responsible for regulating and providing technical and vocational training in Saudi Arabia?

The TVTC supervises more than 283 organizations that belong to it and more than 1,100 training and development consulting private sector. To regulate this enormous number, we tend to involve the stakeholders’ leaders early to achieve their strategic goals. In 2021, the TVTC was ranked 9th according to knowledge indicators from The Mohammed bin Rashid Al Maktoum Knowledge Foundation ( MBRF).

Could you provide us with an example of a successful initiative in your organization that has brought great value to the quality or efficiency of business planning and managing performance?

“Hidden Explorer” is a significant initiative that ensures organizations’ services meet regulations and are monitored for growth. A recent report measured 14 essential services offered by 60 institutions, showing an average improvement of 3.8 out of 5 compared to the previous year. This initiative enhances business planning efficiency and ensures continuous growth.

How does your organization adapt to trends and stay updated with the latest strategy planning practices and performance management frameworks?

Our organization uses statistics to measure performance, implement initiatives, and stay on track toward strategic and operational goals. It also uses dashboards to monitor tasks at all administrative levels, facilitating corrective measures and adaptations.


What are the key trends that have shaped the public sector in recent years?

The Kingdom of Saudi Arabia (KSA) launched the National Transformation Program in 2016 to support government performance, digital transformation, private sector development, economic partnerships, community development, and resource sustainability. The program aims for a 92% transformation maturity rate by 2025.

What strategic approach would you advise governmental entities to take in order to counteract increased volatility and unpredictability?

Assuming that the future will be similar in terms of strategic planning is one of the most common mistakes, as technical management tools often require development. The optimal approach for the government sector is scenario planning, which focuses on identifying possibilities and their impact on operations, as well as potential scenarios that ensure goal achievement.

Per the World Economic Forum’s “Future of Jobs Report 2023,” technology and digitalization are driving the decline of clerical and secretarial roles. What is the government’s role in developing future job skills for citizens?

The KSA’s Ministry of Human Resources adopted the National Transformation Program, sponsored by Vision 2030, to develop a human capacity development program which set 12 main goals and linked them to 24 indicators and 69 initiatives. The program aims for global competition by developing essential skills and knowledge for human resource development.

The public sector faces potential talent loss due to changing compensation and work setup preferences, as stated in a recent Forbes article. What can governments do to attract and retain talent?

Focusing on attracting talents rather than developing them from within can be a future problem. Therefore, some governments, such as Saudi Arabia and Singapore, have begun to provide training and development grants. Since the launch of the National Transformation Program, government agencies have secured 550,000 jobs between 2016 and 2020.

What role will governments play in the artificial intelligence (AI) revolution?

Governments must adopt AI technologies for digital transformation and ambitious decisions. Saudi Arabia adopted the “Global Summit on Artificial Intelligence,” and the NEOM CEO confirmed its importance. Reliant on AI, NEOM’s “LINE” project—a city that runs on 100% renewable energy— is the future. Governments must be forward-looking and ambitious in their plans to pursue this revolution.

Strategy and Performance Practices

What would you advise multilateral institutions to reach effectiveness and alignment in strategy planning and implementation?

Strategic planning enhances coordination and cohesion within an organization, providing clarity on goals and objectives. It is complex in multilateral environments and requires pre-analysis and consultation with all parties. A strategic planning framework ensures standardization and diversification while shaping objectives and indicators using a logical framework for results-based management.

What are the key success factors for governments to build consistency in strategy and performance management?

A comprehensive vision ensures the integration of goals and interests across all sectors, limiting capabilities and linking plans to strategic plans. A results-based management approach helps all sectors achieve a common vision perfectly, leading to a cohesive and effective organization.

What are the most common pitfalls in strategy and performance management in governmental institutions? What can be learned from it?

The performance measurement management process fails due to the lack of correct and accurate selection of performance measures. Many leaders believe that performance measurement is a simple and clear process, and this is a false belief. It requires leaders to be aware of the consequences of the performance measures they choose. There is a “dark side” to all measures. One of the crucial challenges government institutions face involves activating an integrated performance measurement department that is supported by competencies and adopting best practices.

What are the five characteristics of a high-performance government?

The following characteristics should be systematic to ensure a high-performance government:

  • Digital transformation (e-government)
  • Activating the integrated system for job performance planning and management
  • Continuous development of performance measurement methodologies in government organizations
  • Considering institutional sustainability in all activities of the organization
  • Allocating the necessary resources for continuous professional development and training

What is the key performance management tool used in your organization that drives decision-making? (Is it the strategy plan, the strategy map, the balanced scorecard, or an executive dashboard?)

All of what has been mentioned must be relied upon, but each in its own phase. As for the dashboard, it is the one that supports the speed of the decision-making process, as notes appear quickly.

If you could convey the essence of government performance in three indicators, what would those be?

  • The percentage of digital transformation in the services provided
  • The effectiveness of the performance measurement methodology
  • The number of development and training hours is based on each employee’s systematic criteria


Turki Mohammad Alderaan is an organizational development  expert in multiple governmental sectors, a leadership and strategy professional, an executive performance mentor, and a performance design and measurement specialist. To learn more about his professional credentials and perspectives in the field, you can connect with him on LinkedIn.


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