OUR CLIENTS

Client	Specific Activity
Public & Pseudo Public Sector
Development Zones Commission - Irbid Development Area	Development of a strategic transportation model reflecting options for Corporation investors as related to transportation (Funded by SABEQ)
Ministry of Transportation	Advisory services (Blanket) to H.E. The Minister of Transportation
Municipality of the Eastern Province - SAUDI ARABIA	Organizational restructuring of the Municipality. This included the restudy of the Mission, Vision and Core Values and the Development of the Municipality Top level Strategy Map and Balanced Scorecard in addition to cascading the BSC to two levels below the Top level. This resulted in the development of over 20 Maps and BSC's in addition to raising the awareness and capabilities of the Municipality and the different department and city managers to understand the uniqueness of the BSC methodology to become serious contributors in the development of their maps and BSC's.
Jordan Enterprise Development Corporation (JE)	Strategic and Organizatonal Development using the balanced Scorecard. The effort included the development of a Corporate Scorecard and strategy Map in addition to cascading the maps to lower levels and monitoring implementation using the BSC Closed loop Strategy Management Process (Funded by SABEQ)
Ministry of Public Works and Housing	"Operational - Strategic alignment plan” for His Excellency the Minister of Public works and Housing using the Balanced Scorecard methodology and Strategy Maps
	Study of a set of Laws and regulations for strategic development of the operation of the Ministry
	Continuous consultancy on Organizational development and operational dynamics
	Restructuring strategy Map for a major directorate within the Ministry
	Strategic restructuring and alignment of the Engineering Consulting Services sector in Jordan (multi sector integration) including the facilitation of a two day retreat for over 100 people
	Developing a new Highway and Roads design system and audit methodology using peer evaluation/audit based on strict controls and governance structures to ensure transparency (Funded by SABEQ)
	Supporting the Ministry in developing a new Engineering Companies Qualification criteria for work in the Public Sector. (Funded b SABEQ)
Greater Amman Municipality (GAM)	Develop the Terms of Reference for the Development of the “Amman Brand” for the Greater Amman Municipality
	Managing the Brand development process and Branding Unit establishment and the strategic alignment within the Greater Amman Municipality, GAM, based on the re-branding of Amman and the development of the Brand Identity of the city
	Strategic restructuring and alignment of Al-Hussein Cultural Center using the Balanced Scorecard, Greater Amman Municipality, Amman, Jordan. The work included full organizational restructuring and process redesign
	Restructuring of the International Relations Department at the Greater Amman municipality (GAM)
	Edited the Strategic plan and developed input for the development of “Amman- A child friendly city"
Aqaba Special Economic Zone Authority (ASEZA)	1 Day Facilitation of the Scoping Session as part of the Environmental Impact Assessment of relocating the main port in the city of Aqaba to the Southern Jordanian Border with Saudi Arabia (Multi sector integration), Aqaba special Economic Zone Authority (ASEZA) and Aqaba Development Corporation (ADC)
Ministry of Labor	Development of the strategic, financial and operation models for training 29000 civilian employees in the Jordanian armed forces to work in the Private Sector construction companies (Multi sector integration). The work also included support for the creation and organization of a new firm owned by the Jordanian Armed Forces (National Employment and Training Company (NET))
Ministry of Labor	Development of a transportation Model and feasibility study for QIZ labor so as transportation becomes and "Enabler" to Jordanian workers joining QIZ companies. (Funded by SABEQ)
Ministry of Information & Communication Technology	Dialogue session facilitation for the development of the basis for establishing a National Innovation Strategy for Jordan, the effort was requested by the MOICT. The session concluded with full agreement of the position of Jordan on a Global Innovation / mindset / capacity / environment matrix.
*Non Government Non Profit Organizations*
Jordan Green Building Council (JGBC)	Strategic and Organizational Development and alignment using the Balanced scorecard Framework in Strategic Development and implementation
Welfare Association	Facilitation of a one day workshop on strategic alignment, Governance and compliance for the Strategy and Governance Taskforce
Jordan Breast Cancer Program	Strategic evaluation of the Governance Structure of the Program as part of the King Hussein cancer Foundation
Royal Botanic Garden (RBG)	Development of the Strategic Essence and Strategic/Operational System using the Balanced Scorecard
Architectural / Engineering Services Business Council (AE/BC)	Cascading of the Balanced Scorecard within the AE/BC and its Committees, Strategic HR system development, Governance and internal reporting system development
	Strategic reformulation and alignment of the Architectural and Engineering Business Council (A/E Business Council) using the Balanced Scorecard. The work included organizational development and restructuring
	Development of the strategic plan and organization baseline rules for the establishment of an Architectural / Engineering Cluster specific NGO to represent the sector for export
Jordanian Construction Contractors Association (JCCA)	Developing a new, based on International Best Practices, system for the classification of contractors.
EDAMA Initiative	Develop the action plans for the EDAMA taskforces towards the creation of the EDAMA Associatio. The work is supported by USAID/SABEQ
Young Entrepreneurs Association (YEA)	Co-Development of Strategic Sponsorship plans
	Co-Development of the conceptual and business framework for the Accredited Entreprenur and Business Clinic Programs
	Development of the Global competitiveness framework justification for National organization development towards economic prosperity of Jordan under the JV2020
	Local Consultant for the Jordan Vision 2020 “JV2020”
	Studting the Strategies, recommendations and benchmarks of the Jordan Vision 2020 “JV2020-1.0” and development of “JV2020 1.1” with a strategy to reach closure on the over 60% benchmarks that were not fulfilled in order to integrate with the Private-Sector- specific based “JV2020 2.0”.
	Development of an implementation plan as Head of the Global Entrepreneurship Monitor (GEM) National Team. For Jordan
	Facilitation and presention of the Third day of the entrepreneurship Forum at the Dead Sea, the day sessions concentrated on answering the questions developed for establishing the base situation of Jordan in relation to the 9 criteria of the Entrepreneurship activity Framework of the Global Entrepreneurship Monitor (GEM). The sessions included facilitation, mentoring and monitoring in addition to finally presenting the efforts of the groups and linking them together towards developing the final paper as recommendations from the Forum
	Co-developer of the application methodology for establishing the base situation of Jordan based on the 9 criteria of the Entrepreneurship activity Framework of the Global Entrepreneurship Monitor (GEM) that was presented in the Entrepreneurship Forum in January 2004.
	Developer of strategic plans, action plans, internal organizational systems and rules for the well being of the Young Entrepreneurs Association (YEA)
	Co-development of the JV 2020 communication plan. This was an ambitious plan for the communication of the JV2020 in a multiyear time frame that should lead to adopting a national buy-in for the JV2020. This was the precursor for the redesign of the JV2020 into JV2020 2.0 with a sector concentration
	Developing a new strategic plan and implementation framework using the Balanced Scorecard framework
Federation of Consultants of the Islamic Countries (FCIC)	Running a one day workshop in Istanbul, Turkey on “Governance, Strategy and Corporate Social Responsibility”
	Strategic reformulation of the Federation of Consultants of the Islamic Countries (FCIC) using the Balanced Scorecard. The work included organizational development and restructuring in addition to the design of new processes and reorganizing old ones.
	Running a half day workshop in Jeddah on CSR
Business Professional Woman Association (BPWA)	Strategic reformulation and alignment of the Business Professional Woman Association (BPWA) using the Balanced Scorecard. The work also included organizational development and restructuring
Jordan Exporting and Producing Association of Fruits and Vegetables and Cut Flowers (JEPAFV)	Development of the strategic plan for the Producing and Exporting Fruits, Vegetables and Cut Flowers sector into an better exporting sector to work within a strong Cluster of suppliers and beneficiaries
Jordan Olympic Committee (JOC)	Strategic transformation and Organizational Development for the Jordanian Olympic Committee (JOC)
Jordanian Inbound Tour Operators Association (JITOA)	Reorganization of the Jordanian Inbound Tour Operators Association (JITOA), an NGO, through restudying their strategic thrusts and developing a new strategy and strategic plan including a business plan for 2004-2007 fully aligned with the National Tourism Strategy 2004 – 2010 of Jordan
Marine Conservation Society (JREDS)	Development of strategic and internal operational systems and procedures including, HR, Evaluation, Strategic alignment, Governance and reporting
*Private sector*
DAR AL OMRAN	Facilitation of a one day retreat for development of the Strategic Essence and establishment of stratgic alignment between the different leadership members as a preamble for strategic and organizational development
Cluster of Tourism Companies in the Dead Sea	Development of an operational/business plan for establishing a company for the transportation of staff from outside the Dead Sea so as to ensure transportation is an enabler for Jordanians to work in the Dead Sea area. (Supported by SABEQ)
Arab Center for Engineering Studies (ACES)	Running a three day workshop on "Facing the current challanges and Reading the Future". The workshop focused on the current state of affairs of the booming market and the strategic outlook on facing the challanges in addition to strategic development using the Balanced scorecard as the methodology of choice for organizational transformation towards a forward looking organizational andoperational strategy.
Arab Center for Engineering Studies (ACES)	Development of the Corporate Headquarters Balanced Scorecard. The Strategy Map and Balanced Scorecard will be the basis from which all country branches will be cascaded through. (Supported by NAFES)
Symbiosis Designs Ltd.	Strategic HR development and process mapping for operational-strategic alignment
Symbiosis Designs Ltd.	Strategic Transformation and Organizational alignment using the Balanced Scorecard
Zaha Jardaneh Mango Philanthropic Foundation	Strategic Development and organizational development of a new philanthropic foundation. Amman, Jordan. The work included developing the Strategic essence and organizational framework and structure that would be able to execute and realize the strategy. The work is based on the Balanced Scorecard.
Kurdi Creativity center	Conceptual and Strategic development for a Children Creativity Center
Jordan Steel PLC and Related Companies	Development of the strategic plan for the reengineering of Jordan Steel PLC , a modified study and presentation was made to restudy the values, mission and vision of the company
	Creation of a human Resources Department at Jordan Steel, the department has been in the making since August 2003 and was culminated in adoption by the executive committee in July. A full strategic planning methodology was applied in the development including tangible plans of action
	Development of the strategic plan for the creation and establishment of Jordan Steel Engineering Industries WLL, the effort culminated in developing a business plan, a feasibility study and finally the establishment of the company
	Coordination and system design for 10 steel factories in developing a cooperation agreement, this led to the creation of a unified marketing company in 2000
ProGroup Consulting	Development of the strategic organizational outlook for ProGroup, this effort included defining the leadership style and management process for developing ProGroup into a learning organization including the organizational structure that would serve the company.
ProGroup Consulting	Facilitation for the establishment of ProGroup Consulting firm, the effort started with a strategic planning approach which resulted in eliminating the non congruent potential partners and resulted in the establishment of the company in January 2003.