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Moving From Scorecards To Strategic Management

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In their recent book “Strategy Maps”, Robert Kaplan and David Norton stated that “73 percent of companies achieving outstanding performance clearly communicate their strategy and strategic ...

In their recent book “Strategy Maps”, Robert Kaplan and David Norton stated that “73 percent of companies achieving outstanding performance clearly communicate their strategy and strategic measures, whereas only 28 percent of the underperformers take such an action.”

What is becoming more evident is that there far more to performance management than just technology or implementing scorecards. This session will take you through the various steps you can take to transform your organisation and achieve outstanding performance. This session will show how you can implement a performance management system that is aligned to your organisation’s strategic direction
• Why implementing scorecards is not “strategic management”
• What are the steps involved in moving from a scorecard application to an enterprise strategic performance management system.
• Help take your performance management system to the next level

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  • Dear Nikita,
    Excellent presentation. Can I request you to please send the presentation to my email id ranendragoswami@gmail.com

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Moving From Scorecards To Strategic Management Moving From Scorecards To Strategic Management Presentation Transcript

  • Moving from Scorecards to Strategic Management Nikita Atkins (nikita.atkins@au1.ibm.com)
  • Why? > Less than 10% of companies successfully execute their strategy (Fortune Magazine) • Mediocre growth • Lost market share • Lower profitability Photo courtesy Andrew Grochocki
  • > 10% of employees reported that they understood their company’s strategy (Kaplan and Norton) > 40% of organisations linked their budgets to their strategies (Kaplan and Norton) > 66% of corporate strategy is never executed. (Ernst & Young) > 82% percent of Australasian executives say timely access to higher quality information would improve profitability (Deloitte) > 85% of executives teams spend less than 1 hour per month discussing strategy (Kaplan and Norton)
  • The Out and Under Performers Out Performers Under Performers > 73% communicate their > 28% communicate their strategy strategy > 63% align business units to > 28% align business units to strategy strategy > 77% translates strategy into > 43% translate strategy into measures measures > 60% have IT SLAs > 41% have IT SLAs > Ownership & Accountability > Comprehensive Business View
  • Scorecarding Readiness Level Performance Management Impact > Visualise metrics in a report or dashboard > Metrics not strategically aligned > No formal targets > Basic performance monitoring Metrics Monitoring Scorecarding Readiness
  • Scorecarding Readiness Level > Standardised Metrics > Departmental or across teams/franchises > Metrics ownership and accountability Performance Management Impact > Common metrics framework > Visualise metrics in a report or dashboard > Metrics linked to BI reports & > Metrics not strategically aligned analysis > No formal targets > Not part of top- > Basic performance monitoring down, enterprise Scorecarding initiative Metrics Monitoring Scorecarding Readiness
  • Scorecarding Readiness Level > > Standardised Metrics Clear Strategy > > Departmental or across teams/franchises Leadership Strategy > > Metrics ownership and accountability Standardised Management Performance Management Impact > Common metrics framework > Well Measured > Visualise metrics in a report or dashboard > > Metrics linked to BI reports & Translate Strategy > Metrics not strategically aligned > Aligned analysis > No formal targets > Not part of top- > Motivate > Basic performance monitoring down, enterprise Scorecarding > Optimise initiative > Governance Metrics Monitoring Scorecarding Readiness
  • 9 Key Strategic Management Processes
  • Strategy > Vision, Mission & Values > Strategic Framework > Strategic Shifts or Strategic Change Agenda (From/To) > Strategic Analysis (Internal / External) > Strategy Formulation Photo courtesy Andrew Grochocki
  • Enterprise Strategy – Seven Scores of Success Courtesy: John Petty, Petty Presentations
  • > Technical vs Non-technical > Finance and IT > Performance Management Strategic Framework > PM Vision > Strategic Change Agenda Photo courtesy Andrew Grochocki
  • 7 Scores of Success For A PM Strategy
  • Leadership > Board & Executive Sponsorship • Board & Executive Scorecard • CIO & CFO are actively involved > Regular Reviews > Dedicated Strategy Agenda Item > Not Another Project > Walking the Talk > Transparent Roadmap
  • Discovery IBM Cognos Performance Management Assess / Roadmap Review Vision Launch / IBM Cognos Implement Performance Management Roadmap Bluprint Roadmap
  • Standardise > Processes > Objectives & Goals > Data > Language > Dimensions > Rules > Information > Tools and Enablers > Reports > Processes > Roles & Skills > Decision Making
  • Standardisation > IBM Cognos Metrics Studio > IBM Cognos BI & Reporting > Business Viewpoint > Data Warehousing > Business Glossary > Framework Manager > IBM Infosphere IBM Industry Models Business Glossary Information Analyzer Leverage Industry Manage Business Terms Discover Data Content Practices Data Architect FastTrack Metadata Workbench Design Enterprise Capture Design Monitor Models Specifications Data Flows
  • Measure > Aligned > Cross Functional > Ratios > Targets > Defined > Balanced > Forecasting & Predictive > Positive > Responsibilities > Timely
  • Translate > Goals & Business Plans > Actions and Projects > Calendar > Balanced Scorecards > Strategy Maps > Impact Diagrams > Dashboards > Operational & Tactical Reports
  • Align > Business Units > Support and Service Units > Suppliers and Customers > Processes > Reports > KPIs and Metrics > Information > Systems
  • Alignment > Metrics Description & Owner > Metric History > Metrics Strategies & Views > Metrics Impact Diagrams > Metrics Strategy Maps > Drill-Through
  • Motivate > Communication > Marketing > Training > Education > Positive Benefits > Personal Goals > Partnerships
  • Educate & Motivation > CBTs and E-Learning > Classroom Training > User Adoption Services > Learning Assessment Service > Proven Practices & TechTalk > Guardian and Assist Services
  • Optimise > Strategic Planning > Budgeting > People > Processes > Systems > Reports > Manual Processes > Data Quality > Performance
  • Analytics & Optimisation > Analysis & PowerPlay Studio > Event Studio > EP & TM1 > Innovation Centre & Blueprints IBM Industry Models Business Glossary Information Analyzer Leverage Industry Manage Business Terms Discover Data Content Practices > BAO > Infosphere Data Architect FastTrack Metadata Workbench Design Enterprise Capture Design Monitor Models Specifications Data Flows > SPSS > Analytical Applications
  • Governance > Corporate Performance Management > Employee Performance Reviews > Portfolio and Project Management > Review, Change and Enhance Strategy > BICC, PMCC or SMO > CPM Drives Strategy
  • IBM Cognos Service Offerings Photo courtesy Andrew Grochocki
  • BICC & PMCC UNCONTROLLED PM STANDARD PM STANDARD PM BEHAVIORS PROCLAIMED ENFORCED PM Projects Random Projects Project Registration Project Prioritization Knowledge Knowledge Silos Gathering/Grouping Shared and Leveraged COGNOS BICC / PMCC BICC / Program Office PMCC Expanded/Enhanced Culture of Best Practice Formal
  • IBM Cognos Performance Management Roadmap IBM Cognos IBM Cognos Solution Implementation Performance Methodology Management (SIM) Roadmap
  • IBM Cognos PM2 Rapid Scorecard Service Build the Determine Build Link Processes Strategic Indicators Management Launch & Projects Linkages of Success Processes
  • IBM Cognos BICC Service Delivery Best Assess Practices Advise & Consulting Technology / BI Services Infrastructure Best Practice Data Governance Knowledge Repository IBM COGNOS & Availability Establish Promote BICC Program Process Office License Standardisation Support Management Training Business Analytics Promotion Identify Alignment
  • Cognos Professional Services – The Enablers Solution Planning Services Solution Implementation Services Project Guardian Assist Services Services Services Business Improvement Services