The Slovenia Times

The new way to driving excellence in organisations is disruptive thinking


Following the vision to make the UAE among the best countries in the world in time for the Golden Jubilee of the Union, HE Al Hammadi speaks to The Slovenia Times about the measures that are driving improvement. At the 61. EOQ Congress, in Bled, she will participate in the plenary session - UAE National Agenda and Performance Management Framework - An Integrated Model to Improve Competitiveness in the Public Sector. 

Can you highlight the measures implemented to shift the government of the UAE to be more results oriented?

On 14 January 2014, His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President, Prime Minister and Ruler of Dubai, launched the Vision 2021 National Agenda. This agenda serves as a roadmap with clear, measurable objectives to drive the national efforts over the coming years. The government is resolute about the accomplishment of its ambitious vision that aims to make the UAE among the best countries in the world by the Golden Jubilee of the Union in 2021. In order to translate the vision into reality, its pillars have been mapped into six national priorities that represent the key focus areas of government action: a cohesive society and to preserve identity; safety of the public and a fair judiciary; a competitive knowledge economy; a first-rate education system; world class healthcare; and to sustain the environment and develop infrastructure. The agenda 2021, with its six national priorities, has 52 national key performance indicators (KPIs) which have been allocated to those responsible for the federal entities, a government ministry/authority. To be successful, this requires cooperation and partnership with the relevant entities from the federal government, local government and the private sector.

According to the 2017 IMD World Competitiveness Ranking, UAE has risen five places to tenth. What are the main drivers behind this improvement?

While this vision is inspired by the principles of our founding fathers, it is also guided by the National Work Program, launched by His Highness and adopted by Their Highnesses the Rulers of the Emirates and Members of the Federal Supreme Council. To further integrate these national KPIs within the federal government's performance framework, they were included into the strategic plans and linked to the relevant strategic objectives to ensure that the efforts and initiatives directed towards these were weaved into the day-to-day operations of the main sponsor entities. The results of the national KPIs are monitored by the Prime Minister's office via the:

  • National Agenda Website (
  • National KPI Annual Analytical Reports
  • National KPI reports in His Highness' dashboards housed in the electronic performance management system (ADAA)
  • National Agenda Yearbook
  • National KPI Audit Reports detailing the findings from the annual audit of the 52 national KPIs.
  • Government Performance Navigator: analytical system that shows the interrelationship between the national KPIs and identifies gaps that hinder them from achieving their 2021 targets and shows the impact of certain policies and data provision methods on the national KPIs' performance
  • His Highness's annual meetings with the executive teams that work to achieve the national KPIs targets for 2021.

How has the performance management system improved the competitiveness and quality of institutions, and the welfare of the community through sustainable results?

Although the 4th Generation Excellence Model is part of an evolutionary process, it is revolutionary in terms of the 'mindset' it represents. Its key elements are based on disruptive thinking and its fuel is transformation-based innovation which can deliver outcomes of a superior nature. What really matters, in-so-far as the Management of Quality and the development of Organisational Excellence, is the long-lasting impact that the organisation generates. The output measures are a subset of value creation and the cycle must continue until the real results are achieved. The measurement of value, which is what the primary stakeholders expect, is the core of the model and takes measurement to a higher level by emphasising the:

  • Efficiency and effectiveness of capabilities and the drive to solidify the core and critical areas through pioneering thinking.
  • The emphasis on key results through the level of care, dedication and commitment to deliver superior performance outcomes through stretching and focusing on the achievement of leading positions.

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