Linking The Organizational Vision To The Individual By Creating A Strategic Line Of Sight Ruben Decoud

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Linking The Organizational Vision To The Individual By Creating A Strategic Line Of Sight by Ruben Decoud, IQPC Exchange - Strategic Performance and Change Management

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Linking The Organizational Vision To The Individual By Creating A Strategic Line Of Sight Ruben Decoud

  1. 1. Linking The OrganizationalVision To The Individual Ruben Decoud
  2. 2. Today’s Agenda1. Mary Kay, Inc. – Brief Overview2. BSC Experience at Mary Kay, Inc.3. Aligning Strategic Vision4. Follow-through and Feedback Slide 2
  3. 3. Mary Kay – Company Overview Direct Seller Skin Care & Color Cosmetics Page 3
  4. 4. Mary Kay AshFounded The Company In 1963 Slide 4
  5. 5. Mary Kay – The Company• One Of The Largest Direct Sellers Of Skin Care & Color Cosmetics In The World• Manufacturer With Plants In The U.S. & China• Privately Held With 4,600 Employees• Based In Dallas, Texas Slide 5
  6. 6. Mary Kay – The Company• 2.5 Million Independent Beauty Consultants• 38 Markets – Top Markets Are China, Mexico, Russia & The U.S.• $2.5 Billion In Global Wholesale Sales Slide 6
  7. 7. Mary Kay – The Opportunity Independent Beauty Consultants Own Their Own Business Page 7
  8. 8. Mary Kay – The OpportunityMary Kay Is A Direct Sales Company• Independent Beauty Consultant Runs His/Her Own Business – Purchase From Mary Kay Inc. – Sell Directly To Consumers• Open-ended Opportunity – Part-Time Job – Supplemental Income – Full-Time Business Slide 8
  9. 9. Slide 9
  10. 10. Mary Kay – The ProductsSkin Care & Color Cosmetics You Can Trust From A Company You Can Believe In Page 10
  11. 11. Mary Kay – The Products• Skin Care• Color Cosmetics• Body Care• Sun Care• Fragrance Slide 11
  12. 12. Pink Doing Green™ Projects Around The World Slide 12
  13. 13. Mary Kay Beauty That Counts™ Global Cause Marketing Campaign• Donated Nearly $4 Million Worldwide• Organizations That Support Women & Children Slide 13
  14. 14. BSC Experience At Mary Kay Page 14
  15. 15. 2005 2007 2011 Began WorkedStarted BSC Cascading Method & Process Strategy Trained BSC Coordinators Slide 16
  16. 16. Slide 17
  17. 17. Aligning Vision to the Individual Page 18
  18. 18. Why Integrate Strategic Planning & Management with a Balanced Scorecard? Line of Sight• Connect-the-dots between activities related to WIGs and PIGs and bigger picture strategy & vision• Focus on the right tasks and projects and choose the right products and services• Employees focus on results Slide 19
  19. 19. Company Mission ` BehaviorsAlignment Slide 20
  20. 20. Slide 21
  21. 21. How Competencies Align To Jobs Existing Job Description Core CompetenciesTransactional Support Relationship Specialist Strategic Role Competencies (Select One) Leadership (Managers) Slide 22 Competency Profile
  22. 22. Workforce Planning Succession Total Planning RewardsPerformance Talent Competencies CompetenciesManagement Acquisition Diversity & Training & Inclusion Development Recognition Slide 23
  23. 23. Mary Kay Intranet Home Page Wow! Program • Nominate Someone For Recognition • Send WOW! eCard! • Send Occasional eCard! Slide 24
  24. 24. Follow-Through and Feedback Page 25
  25. 25. Root Cause Analysis (RCS’)• Correlations – All Items – Identifies Relationships (Covariance, r) – Preliminary Indications – Called “Key Factors / Drivers”• Regression Analyses (r2) – Stepwise, Linear – Confidence 99.99%, Error <.01• Path Analysis Identifies Item(s) That Have Greatest Effect On Largest Number Of Other Items Slide 27
  26. 26. Action Steps Project Planning Communication Survey / Questionnaire Design Results Rollout Follow-up / Action Planning Monitoring & AccountabilityLink Survey to Business Outcomes Slide 28
  27. 27. Slide 29

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