How are strategic objectives defined in the government today? In this interview, Dana Alsaaid unveils the meticulous approach and initiatives that her organization employs to align strategic planning with a nation’s overarching goals and how she navigates the complexities of strategy execution in the public sector.
In your position as Director of Corporate Performance Management, how do you approach the strategic planning process to align with the goals of the Ministry of Economy and Planning? Can you discuss any initiatives or methodologies you’ve implemented to enhance the efficiency and effectiveness of strategy planning within the organization?
The journey of strategic planning in the ministry mainly involves identifying strengths and potential risks—as a base for planning—along with the vision of leaders, which sets the general direction of the strategy. To improve the efficiency and effectiveness of this planning process, we believe in the importance of top management’s engagement and continuous feedback through collaborative workshops as well as leveraging available data analytics tools. We use the famous Balanced Scorecard (BSC) in preparation for proper and efficient execution.
What common issues have you noticed in strategy execution, and how should they be addressed?
Issues in strategy execution start at the beginning, which is in strategy formulation. A lack of clarity makes it difficult to implement a vision. A lack of alignment and buy-in would negatively impact any rollout of strategies. Along with those factors, limited resources in the budget or people affect how execution takes place.
Trends
In light of global economic shifts and geopolitical uncertainties, how can organizations create resilient strategies that can withstand external disruptions?
Since the world is becoming extremely dynamic, organizations should regularly conduct scenario planning exercises to identify potential disruptions and develop contingency plans. Diversified supply chains can play a pivotal role in handling those disruptions. Meanwhile, fostering a culture of agility that embraces change would lead to better adaptation.
What do you see as the most promising ways artificial intelligence (AI) can further impact corporate strategy, and what steps should companies take to remain at the forefront of AI-driven strategic advancements?
AI is revolutionizing corporate strategy by offering a powerful tool to enhance decision-making, optimize operations, and gain a competitive edge. It can assist in ideation during the strategy planning phase and lead to significant gains in efficiency through sufficient resource allocation to meet strategic goals. Organizations would do well to establish AI strategies and invest in AI infrastructure to enable the intended strategic advancements.
Does your organization use strategic foresight to enhance future readiness? If not, please detail the organization’s approach to planning in the short, medium, and long term.
For future readiness, our organization is conducting horizon scanning to identify opportunities and risks, whether globally or locally, to share key insights as inputs when planning for possible scenarios. In Saudi Arabia, the Ministry of Economy and Planning is leading the Sustainability and UN SDGs file, a main pillar for long-term planning that benefits future generations.
Strategy and Performance Management Practices
Do you see any application of AI to facilitate strategic planning or performance measurement? Is your organization using any such tool, possibly in certain areas of the organization?
Studies have been launched in the ministry to incorporate AI in modules and monitoring systems that facilitate decision-making by providing data-driven insights that can identify hidden patterns and trends for a more comprehensive understanding of the global economic setting. Moreover, AI would be hugely utilized in predictive analytics modules to forecast required economic targets.
How are strategic objectives defined in your organization, including the research process, involved stakeholders, and other pertinent details?
The process of defining strategic objectives is crucial in strategy planning since it translates the vision and mission of the organization into its goals. It should consider both the external scanning of opportunities and threats and the internal assessment of capabilities and resources. To ensure proper definition, both senior leaders and functional managers should be involved in incorporating the strategic direction and operational understanding in the process.
How do you balance long-term planning and short-term priorities?
This is a common challenge that organizations face, and it requires balancing between setting future direction and ensuring immediate success. The key element to this relationship is prioritization based on the impact and value of the initiatives, which helps to ensure that resources are allocated to the most impactful initiatives with the most suitable value.
In your experience, what is the most important tool for managing strategy, and why? How do you communicate strategy to different stakeholders within the organization to ensure a high level of awareness of priorities for both frontline employees and management positions?
First of all, I believe that the main principle in effective strategy management is engaging stakeholders in the planning phase. This ensures that objectives are achievable and the stakeholders are engaged in the execution. BSCs have proven to be effective in managing strategies for their cohesiveness.
It is also critical to properly communicate the right message to all levels of employees. Therefore, the messages should be tailored to all the different levels of expertise and communicated through multiple channels. A main component of such communication is the ability to incorporate it into everyday work and show every employee’s contribution to the implementation of the strategy.
What approaches or methodologies have you found effective in fostering cross-functional collaboration and ensuring that all departments work cohesively towards strategic goals?
In my experience, fostering a culture of teamwork, open communication, and shared accountability with a clear definition of common goals is the key to effectively ensuring cross-functional collaboration. Once this culture is established, a regular evaluation of the effectiveness of cross-functional collaboration will guide the efforts toward the organization’s strategic goals.
What critical skills and competencies should professionals develop to excel in strategic management?
For professionals to navigate the complexities of strategy, they should fully understand their respective industry and its operations. Additionally, analytical thinking and foresight competencies are critical to driving the competitive advantage. More importantly, strategy professionals should be able to manage change and communicate effectively with stakeholders.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 29, 2024 – Strategy Edition.
About the Practitioner:Dana Alsaaid is a strategy professional with expertise in strategy execution and key performance indicators (KPIs). She holds a Master’s Degree in Health Administration from George Mason University, Fairfax, Virginia. Currently, she serves as the Director of Corporate Performance Management in the Ministry of Economy and Planning of Saudi Arabia.
Governments worldwide are undergoing significant transformations, notably through the strategic utilization of information technologies to drive innovation. Throughout these transformations, the performance of government employees is crucial, as they serve as both the implementers who deliver e-services from the government to the citizens and the users who utilize e-services to facilitate their daily work.
The Dutch government has embarked on a journey to redefine its strategic human resources policy after identifying several focal points that are crucial to its transformative journey.
Challenges
One of the major challenges that the Dutch government is confronting is the aging workforce within its public sector. The ratio of staff who are between the ages of 25 and 49 compared to those aged 50 or above is lower than the European Union (EU) average (see Figure 1). The aging of the population could lead to rising absenteeism and reduced mobility among many older employees, potentially leading to lower performance levels. Studies argue that older workers who embody negative age-related stereotypes may require a more supportive environment for them to develop their capabilities.
While the administrative sector is a popular industry among young people in the Netherlands, the increasing turnover could threaten the delivery of services. In 2022, a 20% increase in turnover was recorded compared to 2020.
According to the European Commission, the share of public administration employees with higher education in the Netherlands was registered at 59.3% in 2022, slightly above the EU average of 52%. Additionally, the participation rate of public administration employees in adult learning is among the highest in the EU, with 33.7% registered in 2022, compared to the European average of 16.9%.
Another important challenge faced by the Dutch government is the deregulation of the Dutch employment market, leading to a rise in temporary contracts and self-employment. While this offers flexibility, it also risks reduced performance, limited commitment, and fewer development opportunities for workers. Internal mobility within the government remains low, posing difficulties in addressing changing skill demands effectively.
Also, traditional career trajectories—i.e., progressing from learning to working, managing, and retiring—are evolving. In the future labor market, individuals will fluidly shift between working, learning, developing, and resting, or even do more than one of these simultaneously.
Putting People First
In line with these challenges and to enhance employee performance, the Dutch government is implementing the Strategic Government Human Resources Policy 2025, which emphasizes the following focal points:
Permanent profiling and positioning
Creating an inclusive and more diverse organization, especially in the higher grades.
Put people first.
Make the organization and its employees agile.
Continuous development.
The work experience is paramount.
Public leadership
This transformation marks a departure from traditional governance models, empowering citizens, fostering collaboration, and emphasizing outcomes over outputs. As leadership evolves towards servant leadership, the focus shifts towards serving the needs of citizens, heralding a new era in governance (see Figure 2).
In addition, the Dutch government has made significant progress in digitalization, particularly in the realms of e-government services, digital infrastructure, and innovation, securing the third position in the Government Services Index (GSI) 2023, with a Digitalization score of 88.03.
Technological growth involves adapting to the impact of automation on job roles and skill demands. While it offers efficiency gains, it also necessitates upskilling the workforce and reshaping leadership priorities towards human-centric qualities. Achieving sustainable employability across government sectors requires proactive, long-term human resources planning.
The NL Leert Door initiative is a key educational program launched by the Dutch government to support lifelong learning and workforce development. Recognizing the importance of continuous skill development in a rapidly changing job market, the program offers free training and educational opportunities to help individuals stay relevant in their professional fields or pivot to new careers.
Also, the Make IT Work program, initiated by the Amsterdam University of Applied Sciences, plays an important role in adapting to the evolving job market. This initiative re-skills individuals from non-IT backgrounds, equipping them with the necessary expertise to fill high-demand tech roles, thus directly addressing the IT skills gap and enhancing workforce employability in the digital sector.
In conclusion, the Dutch government’s response to workforce challenges is marked by strategic foresight and adaptability. The GSI 2023 ranking reflects a commitment to digital innovation, while the Strategic Government Human Resources Policy 2025 demonstrates a proactive approach to address an aging workforce and changing career dynamics.
By also integrating diversity and continuous learning into its approach, the Dutch government is poised to navigate the ever-changing landscape of public sector employment, ensuring a resilient and high-performing workforce well-equipped for the challenges of the future.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 30, 2024 – Government Edition.
The digital revolution has fundamentally reshaped how we live and work. Governments across the globe are becoming increasingly reliant on digital technologies to deliver services more efficiently, make data-driven decisions, and ultimately, better serve their citizens. This transformation, however, hinges on a critical element: a workforce equipped with the necessary digital skills.
Evidence suggests a growing interest in employee training within the government sector. Data from professional course enrollment provided by The KPI Institute shows a significant increase, jumping from just 7% of government employees participating in 2022 to 25% in 2023. This near quadrupling of enrollment reflects a potential shift in priorities, with the public sector recognizing the value of investing in employee skill development.
Why Digital Skills are Essential for Government Employees in the Digital Age
In today’s digital landscape, a strong foundation in digital skills is no longer a luxury for government employees; it is a necessity for success. These skills form a critical toolkit that empowers them to excel across various aspects of their work. The foundation starts with basic computer literacy. This enables employees to navigate operating systems with ease, utilize essential software applications effectively, and
leverage digital communication tools for seamless collaboration. Building upon this base, the ability to interpret and analyze databecomes crucial. By extracting valuable insights from vast datasets, government employees can make informed decisions based on evidence, ultimately leading toimproved policy development and service delivery.
As government agencies increasingly rely on digital platforms, cybersecurity awareness becomes paramount. Employees equipped with this knowledge can identify and mitigate potential threats, safeguarding internal data and citizen privacy—a critical responsibility in the digital age.
The benefits extend far beyond simply improved efficiency. A digitally adept workforce fosters innovation within government. With a solid understanding of digital technologies, employees can explore new solutions for service delivery, streamlining public engagement. Ultimately, these skills unlock opportunities to enhance citizen experiences, creating a more efficient and responsive government for the future, as reflected by The KPI Institute`sGovernment Services Index 2023.
Challenges in Bridging the Digital Skills Gap
While the benefits of a digitally adept workforce are undeniable, a significantskills gap hinders many government sectors. According to the Organisation for Economic Co-operation and Development (OECD), limited access to training stands as a major obstacle. Budgetary constraints can restrict resources allocated for employee development, while a lack of readily available training programs in specific digital areas can further complicate skill acquisition.
Furthermore, the demanding nature of government work often creates time constraints. As highlighted by the International Labour Organization in one of itsreports, juggling daily workloads leaves employees with limited time to invest in upskilling or reskilling initiatives. Finally, a lack of awareness regarding the importance of digital skills development can be a significant hurdle. Employees may resist training opportunities or feel complacent about their existing skill sets,slowing the progress of acquiring new digital skills.
Strategies for Nurturing a Digitally Empowered Workforce
Recognizing the critical need to bridge the digital skills gap, governments around the world are taking a multifaceted approach. At the core lies a focus on targeted training programs designed to equip public sector employees with the specific digital skill sets they need to excel in today’s digital landscape. As a relevant example, South Korea’s“Data Governance Training Program” addresses the need for data analysis expertise in government agencies while providing specialized training to civil servants on data collection, analysis, and visualization tools.
However, simply providing training is not enough. Cultivating a culture of continuous learning is also important. This can involve fostering knowledge-sharing platforms where experienced employees mentor colleagues and share best practices. Additionally, promoting participation in online courses orMassive Open Online Course platforms from reputable institutions empowers employees to take ownership of their digital development.
France’s Ministry of Public Action and Accounts established a uniqueprogram that pairs tech-savvy younger employees with more experienced colleagues. Through “reverse mentoring,” the younger generation shares their digital expertise, while the senior employees provide valuable institutional knowledge and context. This collaborative approach fosters knowledge exchange, breaks down silos, and ensures a well-rounded understanding of technology within the government workforce.
Gamification techniques, with elements like points and leaderboards, can make learning more interactive, while microlearning (i.e., delivering bite-sized modules) caters to busy schedules and allows for self-paced learning. Mexico’s “Digital Skills Badge System” awards digital badges to government employees upon successful completion of training programs. These badges act as verifiable credentials, showcasing the specific digital skills an employee possesses.
Employee-Led Government Transformation
Bridging the digital skills gap within government workforces is not simply about acquiring new technical skills; it is about empowering employees to become active participants in the digital transformation journey. By investing in targeted training programs, fostering a culture of continuous learning, and providing opportunities for skill application, governments can equip their employees with the tools and confidence needed to navigate the complexities of the digital age. Ultimately, a digitally empowered workforce is not just about keeping pace with change; it is about using the potential of technology to deliver a more efficient, citizen-centric government for the future.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 30, 2024 – Government Edition.
Over the recent years since Vision 2030 of the Kingdom of Saudi Arabia (KSA) has been initiated, the massive changes within the operations of government entities have led to a rise of expectations for better communications with the stakeholders to achieve effective citizen engagement. Communication strategies and initiatives have been developed and launched with the initiation of KSA’s Vision 2030 in order to streamline the strategic objectives and clarify the roles of stakeholders and staff as well as identify the target audience and communicate with them more effectively.
To implement the communication strategy of any public entity effectively and efficiently, the communication plans should include what information should be communicated, who should receive that information, when that information should be delivered, and how those communications are tracked. Also, some actions need to be considered within the implementation of communication strategy, such as opening two-way communication means, using technology to streamline the communications, and focusing more on engaging with the audience–not just listening to them and answering.
Rayed Alhumaid is the current Head of the Strategy & Institutional Performance Program for the Kingdom of Saudi Arabia’s Ministry of Finance. He previously participated in the drafting and planning of the digital projects portfolio for the Ministry of Higher Education.
Rayed Alhumaid is the current Head of the Strategy & Institutional Performance Program for the Kingdom of Saudi Arabia’s Ministry of Finance. He previously participated in the drafting and planning of the digital projects portfolio for the Ministry of Higher Education.