Some entities in the government organizations of Bahrain had its own strategy while others did not, and it was necessary to make sure all the entities had their individual strategies, and that they were all working towards the same vision. Recognizing this need, the Cabinet entrusted the Civil Service Council with the mission of establishing an overall strategy for the government, suiting the current situation with emphasis on raising the efficiency and effectiveness in the government.
The Civil service Bureau took on its shoulder the responsibility of executing this task for the Civil Service Council and translating the cabinet direction into a reality and implemented system. The CSB was entrusted with this task and in order to track organizational performance or ‘Takamul’ (integration/collaboration), the CSB wanted to make sure that all the entities were targeting the same vision, speaking the same language and terminology, and using the same methodology.
They used the Balanced Scorecard methodology at the government level as well as in all the entities. The CSB had already seen some entities going through this process without having any software to track and manage their progress and fail; and realized that the support of technology is critical for the success of this project. A major challenge that CSB faced was having a system which could handle lots of data, cascade and link strategies of the entities, and enable collective effort towards the one main strategy at the government level.
