Introduction to the 8 Steps BFR

Transformational Methodology-

Big Fast Results

Lunch and Learn
December 24, 2020
 Most Governments have beautiful
strategies , plans and initiatives but fail in
implementation
• All are excellent strategies , plans and
initiatives
• key problems & challenges during
implementation ????????
We apply the 8-step BFR Methodology© which addresses key
problems faced by many governments

2
LABS
Key Problems
1.
1 Unclear direction,
lack of focus
2.
3
OPEN
1
SET THE
DAYS STRATEGI
2 Lack of leadership C
3.
commitment DIRECTIO

4
N

3 High level plans not translated into ROADMA

P
4. implementation level
8 5
4 5.
Rigid implementation ANNUAL
REPORTS
KPI
TARGETS

5 Silo
6. mentality and work approach

6 Public demands and input not

7
VALIDATION
6
IMPLEMENTA
TION
7. adequately heard or obtained
The 8-Step BFR Methodology©
7 8.
Poor accountability is a radical and structured approach incorporating clear
diagnosis, planning, implementation, execution and
8 Lack of transparency and trust feedback; in a sequence which ensures transparency and
accountability during your transformation.
12
New Way of Working:
The 8-Step Big Fast Results (BFR) Methodology

2
LABS Planning
Planning
/ Thinking
/ Thinking
(10%)
(10%)
Establish in detail
what needs to be
done
• Strategies, Key Activities &
3
OPEN DAYS
1
SET THE TRUE
Responsibilities
Share lab output
with people and
NORTH
To ascertain the • Organizing
seek their feedback strategic direction
required
• Communication & Engagement
4
ROADMAP
Tell the people
what we are

8 5
going to do

ANNUAL REPORTS KPI TARGETS

Implementation
Implementation // Doing
Doing (90%)
(90%)
Tell the people Setting KPIs for
what we have
delivered
monitoring and
tracking • Monitoring

• Recursive Problem Solving

7
VALIDATION
6
IMPLEMENTATION
External validation
on results
Problem-solving • Assessment / Validation
on the ground
achieved implementation
• Reporting
13
Step 1: Set the Strategic Direction
Key decision makers ascertain the
direction needed moving forward.
2 Prioritisation is key.
LABS
Establish in detail
what needs to be
done

3 1
OPEN DAYS SET THE STRATEGIC
Share lab output with DIRECTION
people and seek their To ascertain the
feedback strategic direction
required

4
ROADMAP Strategic Workshop with Cabinet in Central Asia
Tell the people
what we are
going to do
8 5
ANNUAL KPI
REPORTS TARGETS
Tell the people Setting KPIs for
what we have monitoring and
delivered tracking

7 6
VALIDATION IMPLEMENT
External validation on ATION Strategic Workshop with Federal Agency in
results Problem-solving
achieved Europe
on the ground
implementation
Step 2: Labs
Multi stakeholder environment to
2 prioritise initiatives and establish
LABS detailed implementation plan
Establish in detail
what needs to be
done

3 1
OPEN DAYS SET THE STRATEGIC
Share lab output with DIRECTION
people and seek their To ascertain the
feedback strategic direction
required

4
ROADMAP Labs in South Asia
Tell the people
what we are
going to do
8 5
ANNUAL KPI
REPORTS TARGETS
Tell the people Setting KPIs for
what we have monitoring and
delivered tracking

7 6
VALIDATION IMPLEMENT
External validation on ATION
results Problem-solving
achieved on the ground
implementation Labs in Middle East
What is a lab?

1. A place providing opportunity for experimentation,

observation, or practice in a field of study (Merriam
Webster Dictionary)

2. A room or building used for scientific research,

experiments, testing, etc. (Oxford Dictionary)

3. A place where a multi disciplinary team works full time

for a period (usually 6-8 weeks) to develop strategies
and translate them into detailed 3 ft implementation
programme for successful implementation (Pemandu
Associates’ Operational Definition)
Why do we need to run labs?

1
To translate high level strategy into detailed 3 ft 30,000 ft

implementation programme: critical ingredient

for successful delivery 3 ft

2
To secure full alignment and buy in amongst all
parties involved e.g. leaders, implementors,
and
other stakeholders
3
To secure approval for the recommendations
Example of how Lab accelerates delivery

1 Task Force Approach

Steering Committee Meeting

Manhours : 2 hours x 4 times year x 3 years = 24 hours 3
years
(132
Task Force / Technical Committee Meeting hours)
Manhours : 3 hours x 12 times year x 3 years = 108 hours

2 Lab Approach

6
• Manhours : 10 hours x 6 weeks x 5 days = 300 hours weeks
(300 hours)
BFR Laboratory (Lab)

▪ Objective: To achieve BIG FAST RESULTS

▪ 20-50 participants, with lab sponsor, leader and facilitator

▪ ` (champions/implementers)

▪ 5-6 weeks full time (typically)

▪ Conduct analysis, develop solutions and produce detailed implementation

plan (3 feet)

▪ Syndication, testing, experimentation, etc

▪ Produce a detailed report and roadmap

▪ Exit criteria is approval of lab recommendations

What you will see and experience in a lab?
Physical (What you see)
• Best possible leaders with excellent
facilitation and problem solving skills
• Dedicated working space and tools
(database, templates, etc.)
• Full-time and time boxed
• Daily log books and war room
Radical way of working (What
you experience)
• Intense open debates and “hands-on-deck”
approach
• Breakdown of silos and bureaucracy
• Syndication and experimentation (pushing
the boundaries)
• Radical, practical and innovative solutions
to achieve BIG FAST RESULTS
This is how the Lab room should look like in a couple of weeks
Multiple syndications will happen during the Lab on a weekly basis

Prime Minister
Syndication

Sponsor Minister
Syndications

22
Step 3: Open Days
Open Days to obtain
feedback from key
2 stakeholders
LABS
Establish in detail
what needs to be
done

3 1
OPEN DAYS SET THE STRATEGIC
Share lab output with DIRECTION
people and seek their To ascertain the
feedback strategic direction
required
Over 500 attendees visited to give feedback
4 on the Lab Initiatives in West Africa
ROADMAP
Tell the people
what we are
going to do
8 5
ANNUAL KPI
REPORTS TARGETS
Tell the people Setting KPIs for
what we have monitoring and
delivered tracking

7 6
VALIDATION IMPLEMENT
External validation on ATION
results Problem-solving
achieved on the ground Over 2,000 visitors came for the
implementation Transformation Programme Open Day in East Africa

28
Step 4: Roadmap
Roadmap shared to ensure
leadership can be held
2 accountable
LABS
Establish in detail
what needs to be
done
Oman Tanfeedh
roadmap

3 1
OPEN DAYS SET THE STRATEGIC
Share lab output with DIRECTION
people and seek their To ascertain the
feedback strategic direction
required

4
ROADMAP
Tell the people
what we are
going to do
Tanzania Big Results Now! roadmap
8 5
ANNUAL KPI
REPORTS TARGETS
Tell the people Setting KPIs for
what we have monitoring and
delivered tracking

7 6
VALIDATION IMPLEMENT
External validation on ATION
results Problem-solving
achieved on the ground
implementation

29
Step 5: KPI Targets
Setting KPIs to ensure monitoring
of results
2
LABS
Establish in detail
what needs to be
done

3 1
OPEN DAYS SET THE STRATEGIC
Share lab output with DIRECTION
people and seek their To ascertain the
feedback strategic direction
required Malaysia KPI dashboard

4
ROADMAP
Tell the people
what we are
going to do
8 5
ANNUAL KPI
REPORTS TARGETS
Tell the people Setting KPIs for
what we have monitoring and
delivered tracking

7 6
VALIDATION IMPLEMENT
External validation on ATION
results Problem-solving
achieved on the ground
implementation
Oman KPI dashboards
30
Step 6: Implementation
Implementation and Monitoring of
KPIs
2
LABS
Establish in detail
what needs to be
done

3 1
OPEN DAYS SET THE STRATEGIC
Share lab output with DIRECTION
people and seek their To ascertain the
feedback strategic direction
required

4 Oman’s Steering Committee

ROADMAP
Tell the people
what we are
going to do
8 5
ANNUAL KPI
REPORTS TARGETS
Tell the people Setting KPIs for
what we have monitoring and
delivered tracking

7 6
VALIDATION IMPLEMENT
External validation on ATION
results Problem-solving
achieved on the ground Malaysia’s Annual Ministry Review /
implementation Cabinet Away Day

31
DMS Implementation Approach

Do it relentlessly

Monitor it constantly

Solve problems recursively

32
Monitor it constantly
Weekly dashboard

35
 Solve problems recursively
Problem-solving meetings and Putrajaya Inquisition

36
Step 7: Validation
Independent Review Panel and 3rd
party audit
2
LABS
Establish in detail
what needs to be
done

3 1
OPEN DAYS SET THE STRATEGIC
Share lab output with DIRECTION
people and seek their To ascertain the
feedback strategic direction
required
Oman’s results endorsed by an independent panel
and audited by internationally recognised auditors
4
ROADMAP
Tell the people
what we are
going to do
8 5
ANNUAL KPI
REPORTS TARGETS
Tell the people Setting KPIs for
what we have monitoring and
delivered tracking

7 6
VALIDATION IMPLEMENT
ATION Malaysia’s esults endorsed by an independent
External validation on
results Problem-solving r panel and audited by internationally
achieved on the ground recognised auditors
implementation

37
Step 8: Annual Reports
The Annual Report provides
progress updates
2
LABS
Establish in detail
what needs to be
done

3 1
OPEN DAYS SET THE STRATEGIC
Share lab output with DIRECTION
people and seek their To ascertain the
feedback strategic direction
required
Tanzania Annual Report
4
ROADMAP
Tell the people
what we are
going to do
8 5
ANNUAL KPI
REPORTS TARGETS
Tell the people Setting KPIs for
what we have monitoring and
delivered tracking

7 6
VALIDATION IMPLEMENT
External validation on ATION
results Problem-solving
achieved on the ground
implementation Malaysia Annual Report
38
Results of the National Transformation Programme (NTP)

2x growth in Private Investment

NTP Launch

39
 Record cumulative USD540 billion in investments achieved

Malaysia achieved investment target 4 years ahead of plan (2016)

Cumulative Investments

USD540
bil
USD444
2020 Target bil

2011 2017 2020

We promised to create 3.3 million jobs
in 10 years

As at Dec 2017,

2.68 mil jobs

have been created

Source: Department of Statistics Malaysia (DOSM)

Malaysia has successfully brought poverty down to 0.4% in 2016

Poverty rate, 1970-2014

Percentage of Malaysian population

49.3%

37.7% 37.4% 0.4%

Poverty Rate

20.7% 19.4%
16.5%
12.4%
8.7% 8.5%
6.1% 6.0% 5.7%
3.6% 3.8%
1.7% 0.6% 0.4%

1970 1976 1979 1984 1987 1989 1992 1995 1997 1999 2002 2004 2007 2009 2012 2014 2016

Source: Department of Statistics Malaysia (DOSM) 42

BIG RESULTS NOW