Conference Day Two: Tuesday, 26 November 2019

8:00 am - 9:00 am Registration and refreshments

9:00 am - 9:10 am IQPC opening remarks

9:10 am - 9:20 am Chairperson opening remarks

Focusing on what the society needs and how these needs can be resolved in the quickest, simplest and most cost-effective way is why governments today are looking into design thinking. Rapidly advancing technologies and innovations are changing the expectations of citizens. The last best experience that anyone has becomes the minimum expectation for the next experience. Design thinking is considered as the answer to these changes and with the latest announcement of the “Government Design Initiative” by the leaders in UAE, the country and its governments are all set to adopt design as a business approach

Design thinking is a hot topic that organisations are looking into in the ever-changing dynamics to re-imagine how they innovate, operate and engage with clients, employees and stakeholders. Governments are finally jumping the bandwagon and public services are transforming already!

  • Community engagement to design future government models, enhance integration and develop policies and practices
  • Training government designers and creating a new generation of government talents with design as their backbone
  • How human-centered design creates more responsive and improved public services

Ameena Al Refaei

Senior Manager L&D Operations, Learning and Development Department
Etihad Aviation Group

9:50 am - 10:20 am Bringing Design Thinking to life, towards delivering delight to a mass-customer base

Rohit Srivastava - National Lead - Design & Strategy, Customer Experience Excellence, Vodafone Idea Ltd.
Design-Thinking, while attractive in a lab, can become quite intimidating when asked to drive business outcomes amongst a customer base of millions spread across geographies. Success is determined by translating DT principles into agile decision making and impeccable execution.
Key highlights:
  • Realizing the power of ONE – Identifying homogenous customer groups in a heterogeneous universe
  • Why, not just What – Making the trek from research to insights to diagnosis
  • Consumer Ideation – Harnessing the collective perspective
  • User-centred solutioning – prototype to production

Rohit Srivastava

National Lead - Design & Strategy, Customer Experience Excellence
Vodafone Idea Ltd.

Developing design leaders in your organisations and understanding the areas and topics the rest of the employees would require training on is key to ensure the buy-in from the people. Working on and with the design team and then developing frequent trainings and programmes are key to maximise service delivery and excellence.

  • Adapting to cultural changes by growing design understanding and capabilities
  • Using trainings to develop leaders and influencers who in turn will develop and train employees
  • Building advocates and network to spread the cultural transformation message across the organisation

Moderator: Interested to moderate this discussion?

Steve Snowdon

Head of Lean
Mashreq Bank


Aziz Alameri

Founder, Former Chief of Happiness, CEO and DG
Strategy and Happiness Consulting, Federal Authority of Citizenship, Ministry of Interior and Ports at Ministry of Interior


Saif Al Shehhi

Executive Director – Happiness Positivity and Supply Management
National Bonds


Dr. Naji AlMahdi

Chief of Qualifications and Awards
Knowledge and Human Development Authority (KHDA)


Rohal Kohyar

Marketing Manager
Gulf Sotheby's International Realty


Ziad Jarrar

Founder and Chief Design Officer
Taurus Design

11:00 am - 11:30 am Combining design thinking, agile and lean for product and brand optimization

Steve Snowdon - Head of Lean, Mashreq Bank
How Design Thinking, Lean and Agile can be combined (with the addition of Robotics where necessary) to meet the changing customer driven demand organizations face. No longer can products/services be pushed to customers but they demand them to suit their individual requirements, and at a time & place to suit them too….a big change required for organizations that were not ‘born’ Agile or have Design thinking at the centre of their Strategic process”.

Steve Snowdon

Head of Lean
Mashreq Bank

11:30 am - 12:00 pm Networking and refreshments break

Leadership and culture are two sides of the same coin. A leader defines or influences the culture of an organisation and the culture of an organisation defines the leadership. Leaders create culture and are responsible for bringing in change and positivity in organisations. Ensuring organisational culture brings out the best from the employees and also promotes new changes, mindset and innovation is key for achieving excellence and continuous improvement.

12:00 pm - 12:30 pm FIRESIDE CHAT: Combining heritage, business mindset and new age millennia – the secret formula to success

Syeda Kanizul Fatma - Chief Knowledge Officer, Sharjah Electricity and Water Authority (SEWA)
Dr. Shahzia Khan - Assistant Professor, Amity University Dubai
Creating a culture is not a one day task or strategy. It takes years to build, adopt and perfect and is continuously changing and evolving. Excellence and leadership experts are yet to find define answers to what works best but creating a culture which bridges heritage, business models and the will to adjust and bring new mindset and changes has been suggested to be a great formula of reaching business excellence.

  • Creating a business culture which bridges heritage and modern mindsets
  • Creating discussion corners and initiatives to break the communication barriers and come out with innovative solutions and objectives
  • Having employee voices heard to promote empowerment and positivity

Syeda Kanizul Fatma

Chief Knowledge Officer
Sharjah Electricity and Water Authority (SEWA)


Dr. Shahzia Khan

Assistant Professor
Amity University Dubai

  • What is ‘Result-Based strategy’ and its impact on government excellence
  • How did the UAE government benefit from its application
  • Where can we benefit from the approach or learned lessons

Aziz Alameri

Founder, Former Chief of Happiness, CEO and DG
Strategy and Happiness Consulting, Federal Authority of Citizenship, Ministry of Interior and Ports at Ministry of Interior

In this age, the society expects their interaction and customer service to be personalised, seamless and quick. To cope up with these growing needs, governments and their customer centres need to ensure the right people and technology work in harmony to provide maximised happiness and satisfaction. Dimension data reports 88% of customer centre leaders see customer experience as a competitive differentiator and 87% believe it is vital to driving brand loyalty and value. Personalisation, regular trainings of agents and incorporating new age tech like AI and bots is the future to happy customers.

1:00 pm - 1:30 pm Digital Transformation of customer experience

Yazeed Salah - Excellence Manager, Chamber Executive Office, Dubai Chamber
While consumer interactions have already moved to bots and AI-driven technology, agents still play an important role in enhancing and ensuring happiness and satisfaction. Over 50% of consumers are happy to be managed by chatbots for quick service and enquiries as long as the service is not complicated. Combining both AI and bots with agents can be a powerful tool to ensure timely, efficient and problem-solving models for reaching service excellence

  • Putting conversational AI and robots at the forefront of your government’s digital agenda and strategic investment roadmap
  • Intelligent agents and bots to drive customer engagement, both digitally and on the shop floor
  • Further improving engagement by analysing efficiency and feedback on the systems

Yazeed Salah

Excellence Manager, Chamber Executive Office
Dubai Chamber

1:30 pm - 2:00 pm CASE STUDY: The SEWA Customer-Centric Model- The (He)ART of Customer Delight

Syeda Kanizul Fatma - Chief Knowledge Officer, Sharjah Electricity and Water Authority (SEWA)
The session will delve deep into SEWA’s customer centric model with Syeda taking us through the below in her case study:
  • Becoming an Authentic and Hyper-relevant brand
  • Making Customers your True North
  • Turning consumers to PROsumers
  • From Lip service to Customer service
  • Customer expectations vs Customer experience

Syeda Kanizul Fatma

Chief Knowledge Officer
Sharjah Electricity and Water Authority (SEWA)

2:00 pm - 2:30 pm Happiness at work - Journey and Destination - Promoting Positive work environment to improve employees engagement and happiness

Dr. Lamees Ebrahim Abu Hlaiqa - Section Head of Chronic Conditions in Non - Communicable Diseases, Abu Dhabi Public health Center
  • Importance of wellness at work place - Role of Public health  
  • UAE and Global experience about improving work environment to make a Happier one.
  • Small changes - can have big impact. Internal initiatives that can be done to boost happiness at work. 

Dr. Lamees Ebrahim Abu Hlaiqa

Section Head of Chronic Conditions in Non - Communicable Diseases
Abu Dhabi Public health Center

2:30 pm - 3:00 pm Risk Management and Excellence – How to continuously deliver and maintain excellence

Dr. Hamza A. Al Qadri - Quality and Excellence - SME, Quality and Excellence - SME
Organizations must find ways to embed strategic thinking so that all process owners in the organization understand when and how they can take advantage of risk. Hence, Risk Management is not just a process but a discipline that every organization needs to institutionalize. 
Risks, although may or may not happen, organizations should ensure that risk management is included at all levels, from strategy to key management and operational processes within the organization aiming to minimize the negative impact and maximize the opportunities to the company’s various initiatives and objectives.
According to the EY study about risk management, 97% of senior executives said their organizations had made progress in linking risk management and business objectives, but only 16% considered them closely linked. Again, 85% of them said opportunities exist to improve the linkage between risk and business performance further. But 77% limited their ability to adjust their business strategy to the changing risk landscape because they evaluated their company’s risk profile annually instead of continuously.
The recent EFQM model has brought attention to risk management, also highlights how organizations need risk management to sustain current and future business operations. In Criterion No. 5 "Driving Performance & Transformation," precisely sub-criterion 5.1 "Drive Performance & Manage Risk, " 

Dr. Hamza A. Al Qadri

Quality and Excellence - SME
Quality and Excellence - SME

3:00 pm - 4:00 pm Networking lunch break

4:00 pm - 4:00 pm END OF CONFERENCE